Independent retailers strive to deliver excellent customer service, in-depth product knowledge and convenience, but the playbook for success is changing drastically. Join retailers, wholesalers and channel partners as we explore the strategies your peers are taking today to transform the stores of tomorrow.
Think Like Amazon: Leadership for Innovation
John Rossman Former Amazon Executive
We’re All Digital. Now What?
Chris Hood
Former Google Head of Innovation & Strategy
Hear from retailers who have:
• Developed a gross profit map to maximize store layout
• Partnered with a third party to automate inventory management across 100+ locations
• Curated an e-commerce system to meet pro customer needs
• Recovered from a cybersecurity incident that shut down their entire website
Scan the QR code below to see the full conference schedule.
Register by June 15 for the Lowest Rate!
A limited number of discounted tickets are available. Get your tickets today at YourNHPA.org/conference.
Masters Armor®
Interior Water-Based Clear Finish
• Use on floors, cabinets, furniture, or almost any type of woodwork
• Applies easily with brush or roll and dries quickly to a smooth finish
• Superior durability on floors
• Hardener additive provides maximum protection on high traffic surfaces
Apex® HPP
Interior Water-Based Clear Finish
• Replaces solvent-based lacquers and varnishes
• Developed for contractors, builders, and wood shops
• Excellent chemical and wear resistance
• Meets VOC requirements of OTC, OTC II, CARB, and SCAQMD
• Fast dry and stacking times with excellent sandability
Old Masters leads in the advancement of water-based technologies and delivers clear finishes for both the professional and do-it-yourselfer that provide excellent clarity, easy application, and superior durability. COME
OR CALL: (800) 747-3436 |
1025 E. 54th St. Indianapolis, Indiana 317-275-9400 NHPA@YourNHPA.org YourNHPA.org
COMMUNICATIONS
Melanie Moul Communications & Content Manager mmoul@YourNHPA.org
Lindsey Thompson Senior Editor lthompson@YourNHPA.org
Carly Froderman Associate Editor cfroderman@YourNHPA.org
Jess Tillman Retail Training Editor jtillman@YourNHPA.org
Autumn Ricketts Graphic Designer
Olivia Adam Graphic Designer
Austin Vance Production Manager
Kallahan Beatty Communications & Production Coordinator
Freda Creech Sales & Production Assistant
Kevin Trehan Digital Media Specialist
Julie Leinwand Marketing Manager
ASSOCIATION PROGRAMS
800-772-4424 | nhpa@YourNHPA.org
Katie McHone-Jones kmchone-jones@YourNHPA.org
Director, Member Services & Events
Kim Peffley kpeffley@YourNHPA.org
Director, Organizational Development & Consulting
Jesse Carleton jcarleton@YourNHPA.org Training Manager & Editor
Renee Changnon rchangnon@YourNHPA.org Retail Engagement Specialist
SALES
LeAnn Day lday@YourNHPA.org
Publisher Scott Gilcrest 317-508-7680 | sgilcrest@YourNHPA.org
Director of Sales & Southern Sales Director
Jordan Rice
217-808-1641 | jrice@YourNHPA.org
Northern Sales Director
The data and anecdotal evidence speak for themselves—technology improves everything from customer service to operations. But many retailers believe that technology requires a hefty investment of money and effort. Next month, Paint & Decorating Retailer dispels the myth that innovation has to be complicated and expensive and looks at some of the basic programs, services and systems any retailer can implement to positively impact efficiencies.
PAINT & DECORATING RETAILER
(ISSN 1096-6927): Published monthly except December by the North American Hardware and Paint Association, 1025 E. 54th St., Indianapolis, IN 46220. Phone: 800-737-0107. Subscription rates: January through November issues, $50 in U.S., payable in advance. Canada $75 per year. All other countries $100 per year. Single copy $7, except July issue, $25. Periodicals postage paid at Indianapolis, Indiana, and additional mailing offices. Postmaster: Send address changes to Paint & Decorating Retailer, P.O. Box 16709, St. Louis, MO 63105-1209. Returns (Canada): Return undeliverable magazines to P.O. Box 2600, Mississauga, Ontario L4T 0A8. PM# 41450540. Copyright © North American Hardware and Paint Association, 2023.
OUR MISSION
The North American Hardware and Paint Association (NHPA) helps independent home improvement and paint and decorating retailers, regardless of affiliations, become better and more profitable retailers.
NHPA EXECUTIVE STAFF
Bob Cutter President & CEO
Dan Tratensek
Chief Operating Officer
David Gowan
Chief Financial Officer & Executive Vice President, Business Services
Scott Wright
Executive Director, Advanced Retail Education Programs
Whitney Mancuso
Executive Director of Innovation & Engagement
NHPA BOARD OF DIRECTORS CHAIRMAN OF THE BOARD
Jared Smith, Jared’s Ace Hardware, Bishopville, South Carolina
EXECUTIVE VICE CHAIRMAN
Jackie Sacks, Round Top Mercantile Co., Round Top, Texas
DIRECTORS
Alesia Anderson, Handy Ace Hardware, Tucker, Georgia
Jay Donnelly, Flanagan Paint & Supply, Ellisville, Missouri
Ned Green, Weiders Paint & Hardware, Rochester, New York
Scott Jerousek, Farm and Home Hardware, Wellington, Ohio
Joanne Lawrie, Annapolis Home Hardware Building Centre, Annapolis Royal, Nova Scotia
Ryan Ringer, Gold Beach Lumber Yard Inc., Gold Beach, Oregon
SECRETARY-TREASURER
Bob Cutter, NHPA President & CEO
NHPA CANADA
NHPA CANADA
Michael McLarney, +1 416-489-3396, mike@hardlines.ca 330 Bay Street, Suite 1400 Toronto, ON, Canada M5H 2S8
CIRCULATION, SUBSCRIPTION & LIST RENTAL INQUIRIES
CIRCULATION DIRECTOR
Richard Jarrett, 314-432-7511, Fax: 314-432-7665
With backgrounds in design and construction, Ashley and Heath Peterson, owners of Blue Mist Paint & Flooring, are building the business of their dreams. They share the lessons they’ve learned on getting started in the industry.
26
ASSOCIATION
Finding Success in Tech
Top Guns Awards honoree
TJ Colson has built a successful career at Wilco Stores with a focus on promoting and implementing technology that meets the company’s goals.
32
OPERATIONS
The Next Phase
After more than 20 years in the industry, A Few Cool Hardware Stores founder and CEO Gina Schaefer has chosen a successor. Meet Craig Smith and hear the details of how he came into this new leadership role.
36
CATEGORY FOCUS
A Coat of Success
Independent retailers strive to deliver excellent customer service, in-depth product knowledge and convenience, but the playbook for success is changing drastically. Join retailers, wholesalers and channel partners as we explore the strategies your peers are taking today to transform the stores of tomorrow.
Think Like Amazon: Leadership for Innovation
John Rossman
Former Amazon Executive
We’re All Digital. Now What?
Chris Hood
Former Google Head of Innovation & Strategy
Hear from retailers who have:
• Developed a gross profit map to maximize store layout
• Partnered with a third party to automate inventory management across 100+ locations
• Curated an e-commerce system to meet pro customer needs
• Recovered from a cybersecurity incident that shut down their entire website
Scan the QR code below to see the full conference schedule.
A limited number of discounted tickets are available. Get your tickets today at YourNHPA.org/conference.
Scan this QR code or visit PDRmag.com/june to see these stories and more resources for your operation.
Ignite Specialty Sales
Specialty paints are some of the most versatile products independent paint and decorating retailers sell, helping customers add an individualized touch to their projects. Read how one retailer uses insights into trends to boost sales and inspire customers.
Succession planning is one aspect of the business every owner—no matter the size of their operation or their location—will have to address at some point. On Page 32, two retailers discuss how they partnered to continue the legacy of a strong operation. Check out the stories below for more insights on the importance of having a business transition plan.
Plan ahead for passing your business on by exploring these three common types of succession planning options.
One retailer thought he had all his boxes checked, but had to change plans when he was ready to transition his business.
Discover best practices for selling your business to an outside operation.
OPERATIONS
Determining Tech Needs
Implementing technology in your business can be confusing. Take a look at these best practices for assessing what technology your business needs and what is the best fit.
PODCAST
Coming June 5
Practical Innovations
Hear from Top Guns honoree TJ Colson, president of Wilco Stores, who shares how Wilco has implemented technology—from e-commerce to data protection programs— to better serve its customers and improve efficiencies.
Scan the QR code or visit the website below to listen.
YourNHPA.org/podcast
When the occasion arises that someone asks me what I do for a living, it always gives me pause. The easy answer is that I’m the chief operating officer for a not-for-profit trade association. But I challenge almost any of you to tell me what that means.
So, when this question arises, I’ll usually defer to some kind of a joke like, “I go to meetings for a living” or “I talk for a living.”
While on the surface these are meant to be lighthearted responses, there is actually a good bit of truth to both of them. I’m in a lot of meetings, and I have a lot of conversations with people.
I think the other half of this equation is what comes out of those conversations and meetings. I guess I see it as my job to add value to these interactions but then take what is said and done during these events and use it to fulfill our organizational mission—to help independent home improvement operators run better and more profitable businesses.
In that spirit, I’m going to pose a question to all of you that has found its way into a number of my recent meetings and conversations. Now, before I pose this question, I don’t think there is a simple answer to it. But what I can tell you is that we need to come up with an answer—and soon!
So here it goes: “What will the independent home improvement store of tomorrow look like?”
I don’t mean physically, but more philosophically. The old value proposition of what an independent retailer brings to this market was pretty clear cut—convenience, service and product knowledge.
Today, all three of those values are so different from what they were just 10 years ago. I, and many folks I talk to, don’t think they can remain the same, especially not 5-10 years from now.
Why have these values changed? Well, your customers now measure convenience by same-day delivery and access to products through a mobile app with immediate price information and product reviews. Product knowledge is now just a click away, and the definition of service has completely changed.
And herein lies the crux of the question: if independent retailers can’t rely on these old value propositions, what do the new ones look like?
Like I said, I don’t have a ready answer, but as an industry, we need to start giving our all to come up with one. And one of the best ways to do this is to get together and talk with one another about it.
Lucky for us, we have a great opportunity coming up in just a few weeks to do exactly that. In fact, that’s the entire thrust of the 2023 NHPA Independents Conference Aug. 2-3 in Dallas.
So, as we all struggle to define what we do, who we are and what we might become, I’d like to invite all of you to Dallas where we can begin working through these questions together. Learn more and register at YourNHPA.org/conference.
Dan M. Tratensek Chief Operating Officer & Publisher
“If independent retailers can’t rely on these old value propositions, what do the new ones look like?”
Dan Tratensek dant@YourNHPA.org
Send your merchandising tips, event recaps, employee morale boosters and other stories to editorial@YourNHPA.org
Wagging tails and puppy smiles greet customers at Triboro Paint Center’s North Attleboro, Massachusetts, location. Brooke Robison—whose dad, John Robison, has owned the operation with Matt Levine since 2000—says their dogs Mookie and Samson are an important part of the store and bring a smile to many customers’ faces.
“It really means so much to us to be able to have the dogs here. They instantly brighten the mood in the store,” Brooke says. “The dogs have been great for the morale of our staff and customers. The store feels weird when they aren’t here.”
Mookie, a rescued 5-year-old Chihuahua, American Staffordshire, dachshund and boxer mix, belongs to Brooke and loves attention, treats and pets from
customers. He is known for licking the paint shakers while they’re operating, Brooke says.
“He sits by the door for customers and actually walks up to the counter with them. Everyone calls him the store greeter,” she says. “You can see him waiting at the door from the sidewalk. We’ll even get people who are walking by come in just to see him.”
John’s dog Samson is a rescued 3-year-old German shepherd and Great Pyrenees mix. The veterinarian recommended bringing Samson into the store to socialize him and make him more comfortable around people.
“He’s still a little nervous around strangers, but he’s gotten so much better over the years,” Brooke says. “He follows my dad everywhere when he’s in the store; he’s like his little shadow.”
The 2023 Cost of Doing Business Study deadline is June 30.
IT’S TIME TO PARTICIPATE in the 2023 Cost of Doing Business Study , put together by the North American Hardware and Paint Association (NHPA). Submit your operation’s 2022 financial data to receive a free copy of the study.
For more than a century, NHPA has collected information from independent home improvement retailers for the study. Each year, this financial benchmarking tool helps retailers understand how their businesses compare financially to typical and high-profit operations so they can make informed decisions.
Submit your 2022 year-end financial documents for the 2023 Cost of Doing Business Study at YourNHPA.org/codb and receive a free copy of this year’s study. Scan
You can choose from several easy ways to share your information with NHPA, via mail, email or online. Participants receive free access to the study’s results and a personalized financial analysis of their business. The information provided is completely confidential. Visit YourNHPA.org/codb to get started.
When you participate in the Cost of Doing Business Study, it can help you identify new financial opportunities for your operation. Have you looked at your financials recently? Here are some numbers you should know. 05 01 02 03 04
SALES PER SQUARE FOOT
This classic measurement remains one of the most important gauges of a store’s productivity.
The sales per square foot for a typical paint store is $423
INVENTORY PER SQUARE FOOT
Stores that stock more inventory per square foot typically generate higher sales.
The inventory per square foot for a typical paint store is $77
Source: NHPA’s 2022 Cost of Doing Business Study
SALES PER EMPLOYEE
In calculating this ratio, two part-time employees are considered equivalent to one full-time employee.
The sales per employee for a typical paint store is $258,918
SALES PER CUSTOMER
By measuring the average sale per transaction, retailers can gauge the performance of merchandising and sales staff.
The sales per customer for a typical paint store is $109
PROFIT BEFORE TAXES
This figure represents the money you put in your pocket every month and provides a way to measure the health of your operation.
The profit before taxes for a typical paint store is 14.5%
Register by June 15 to save $200 on the 2023 NHPA Independents Conference. Scan the QR code or visit YourNHPA.org/conference to register.
Attend the 2023 NHPA Independents Conference for a chance to win a TeamBuilder session.
IN THE EVER-CHANGING world of retail, it can be hard to keep up. If you’re struggling to figure out the question of what’s next, the 2023 NHPA Independents Conference has answers. And, at this year’s event, all retailers who register will be eligible to win one of two TeamBuilder sessions with Kim Peffley, NHPA director of organizational development and consulting.
“There’s no better way to reset and find new solutions than to hear from your fellow retailers and industry experts at the conference,” Peffley says. “This is the best place for you to get real solutions to real issues. You’ll leave with ideas from at least a dozen retailers, competitive strategies from former Amazon and Google executives and so much more.”
TeamBuilder includes a two-day on-site consultation with Peffley where she’ll lead your team through assessments and exercises to improve productivity, teamwork and communication. The sessions include 15 Everything DiSC® Workplace assessments, a Team View Report and Comparison Reports.
Also as part of the assessment, Peffley will help you evaluate your structure, including reviewing the organizational chart and job descriptions. You’ll also receive a personalized assessment report with recommendations to help align your team to your business goals and values based on the consultant’s observations during the visit. During the online post-visit meeting, Peffley will review your personalized assessment report and offer recommendations on training resources, leadership training and more.
“These sessions are designed to help you discover how to get your staff working more cohesively as a team and set processes in motion to help maximize the potential of your staff and improve your company culture,” Peffley says.
Retailers must be present on Day 2 of the event, when NHPA will announce the winners. Learn more at YourNHPA.org/giveaway
Apply by June 16 to join this year’s Retail Management Certification Program class.
IF YOU’VE BEEN LOOKING for a way to reengage your key employees and invest in your team, the NHPA Retail Management Certification Program is your solution. And the deadline to apply was just extended to June 16.
Built for owners and managers in the home improvement industry, the program focuses on learning skills to grow store sales and profits in today’s changing retail landscape. This six-month retail management training program includes class training and homework, an individual business improvement project and quick wins.
Students visit Indianapolis three times over a six month period for in-person sessions led by instructors who are current and former retailers, university professors and industry experts.
“We understand how challenging it is for key employees to leave the store these days,” says NHPA executive director of advanced retail education programs Scott Wright. “The average ROI graduates of the Retail Management Certification Program have seen from applied learning, business improvement projects and ‘quick wins’ is five times the amount of tuition paid, so it truly is an investment back into your business.”
Follow in the footsteps of more than 250 retailers who have graduated from the program. Take a closer look at what retailers experience during this program and some of the key benefits you’ll come away with.
Visit YourNHPA.org/rmcp or contact Scott Wright at swright@YourNHPA.org or 317-441-4136 to learn more and apply today.
Send an email to editorial@YourNHPA.org telling us about the products your customers love and why they are such a hit in your business.
AMERICAN PAINT PRODUCTS paintguards.com or 201-564-1741
Paint GuardsTM are patented protective plastic paint shield covers for outlets and switches that easily snap on and off during any paint project. With new and enhanced features creating a tighter fit, they provide full coverage. Paint Guards are washable, reusable and designed to fit the most popular residential and commercial outlets. They are available in a starter pack of 10 and a pro pack of 36.
MUD PAN
HYDE TOOLS | hydetools.com
This top-of-the-line stainless steel mud pan offers watertight heli-arc welded seams that resist rust and wear from frequent taping and patching work. It has sharp, durable edges for wiping blades clean and is 3 ½ inches deep.
robertsconsolidated.com
The Roberts Floor and Wall Scraper removes tough materials like stubborn glue and flooring, leaving surfaces smooth. The 18-inch handle was crafted with a cushioned grip and an ergonomic ball cap at the end for more comfortable scraping. This scraper includes one high-speed carbon steel blade that maintains a sharp edge.
cattonguegrips.com
The CatTongue Grips’ Non-Abrasive Gription® adhesive can be attached to anything, offering a stable grip when necessary. It is easy to use, nonabrasive and waterproof and made with HDPE plastic, which is soft, lightweight, flexible, strong and impact-resistant. It is eco-friendly and allergy and irritant free.
tritechindustries.com
The Tritech T380 is designed to work under higher pressure than other competitive guns for a broader range of applications. The aircraft-quality aluminum alloy handle and stainless steel and tungsten carbide valve and hose swivel are made for reliable performance. The trigger spring is calibrated to provide the least resistance while assuring a positive shut-off at maximum pressure and is available with two-finger or four-finger triggers.
DECO & DECO | decondeco.com or 855-876-0846
Featuring a bold, angular form, the Eben pull is a sturdy option apt to support big or heavy kitchen drawers and cabinets. The high-quality solid brass adds stability and also ensures finishes will not chip or wear off. Paired with a rectangular backplate, the pull is the ideal pick for an easy hardware update to conceal previous imperfections or damage. The pull’s simple yet classic look provides a modern touch to tasteful interiors. Available in five different sizes and six different finishes, including three special finishes, the series coordinates with various design styles.
UGL | drylok.com
DRYLOK® Original Concrete & Masonry Waterproofer is a versatile masonry waterproofer that can be applied on interior and exterior surfaces, above or below grade. It is guaranteed to stop water up to 10 PSI and resists 98 MPH hurricane winds. DRYLOK cleans up with soap and water and each gallon covers 75 to 100 square feet.
MONTANA COLORS
montanacolors.com
Hardcore Spray Paint is formulated with quick-drying alkyd resins and high-quality pigments. The paint is fast-drying and offers excellent flexibility. It has a strong resistance to scratching once polymerized and does not contain lead or other heavy metals. Hardcore Spray Paint retains its glossiness and color and offers resistance to the sun, rain and UV light.
MAGIC SLIDERS
magicsliders.com or 630-325-4900
Magic Sliders’ Magic Fit is an easy-to-apply rubber cap that slips on over any furniture leg, no matter the shape or size. It protects the furniture and floor from scratches and scuffs while eliminating noise during rearrangements or movement.
PRETTY BOY PRODUCTS LLC
PrettyBoyProducts.com
Pretty Boy Paint Cleaner & Conditioner keeps paint brushes, sprayers and paint tools looking like new. It can be used straight out of the bottle or packet on brushes and rollers. For other applications, squirt an ounce of Pretty Boy Paint Cleaner & Conditioner into a bucket and dilute with a half gallon of water. Pretty Boy’s eco-friendly formula is gentle on skin and saves painters cleaning time, reduces tool replacement and increases overall job quality. Pretty Boy Paint Cleaner & Conditioner is an excellent wallpaper remover, general-purpose and window cleaner and can safely remove dried paint from most surfaces.
Regal Paint Centers added design services as a way to differentiate itself from the competition. Learn more at PDRmag.com/regal-paint
Though it took a few years and various detours to get here, Ashley and Heath Peterson are living out their dream of owning a paint store. The couple opened Blue Mist Paint & Flooring in May 2022 in Spartanburg, South Carolina, and have been making strides improving the business since.
Growing up states apart, Ashley in Spartanburg and Heath in northwest Indiana, they both had the inkling they would own a business someday. With an eye for color and pattern from a young age, Ashley aspired to put her love for design to use for others as an interior designer. Life circumstances led to her shelving that dream for a time and joining the healthcare industry. Heath worked in construction in high school, but also changed directions. He earned a business degree and began
working for Reebok after college. After a series of moves with that company, Heath left Reebok and opened Blue Mist Homes, which offered remodeling and construction services.
The two met in 2020 and found they had a lot in common, including a desire to open a home improvement retail operation. With Heath’s background in construction and painting and Ashley’s love for design, a paint and design store was a natural choice.
“Our values and dreams lined up,” Ashley says. “It made sense to jump into this project together.”
While it hasn’t been easy, the Petersons are building the business they’ve always wanted, providing needed products and services, connecting with the community and learning the ins and outs of the industry along the way.
See how one retailer uses her eye for design to help customers realize their own design dreams at PDRmag.com/tri-city
Even with backgrounds in construction and retail, the Petersons quickly learned the importance of building a bench of vendors, wholesaler contacts and industry colleagues to grow the business and become successful. When the Petersons opened their first store in 2022—completely self-funded without any loans—they intended to only sell cabinets. As they met and networked with more people in the industry, more doors opened for the couple to go beyond cabinets and offer tile, tiling tools and flooring.
“We started taking classes from different vendors to learn more about their products and the retail side of the industry, which led to us bringing new products to the operation,” Ashley says.
In December 2022, the Petersons joined a buying group to expand their product offerings. And the growth isn’t stopping there; they are currently talking with companies to bring in hardware and other home improvement products.
“Basically we went from thinking we were going to only sell cabinets to becoming a full-service home improvement store,” Ashley says. “It’s been a little crazy!”
With his knowledge and experience as a painter and wallpaper installer, Ashley’s brother, Cody Justice, helps out in the store from time to time. In the future, they hope to hire him full time to make his skills even more available to customers.
As they got the retail side up and running, the Petersons still took on construction and home renovation projects through their other business, phasing those services out in May 2023.
Their renovation and construction clients frequently asked about learning different DIY skills, which led the Petersons to come up with the idea of hosting classes in the store. Being able to offer something different with these classes has brought new customers into the store and established the operation’s legitimacy in the industry.
Heath hosted Blue Mist’s first DIY class in January 2023 and covered how to patch drywall. The class was open to women only and taught basic skills like filling nail holes, patching small holes in drywall and filling in holes made by anchors from hanging pictures. They gave out a free gift—a pink DAP product that included putty and a putty spatula. They also served a spread of pastries and coffee.
Along with bringing people into the store, Ashley says the classes have been a great way to expose their business to the community and allow them to be an advocate for other painters in the area.
“We hope to build relationships with people in the community who will consider shopping at our small, locally owned store for their paint and flooring projects,” Heath says. “We want to share our knowledge, skills, values and character to show the community we are the people who care about every customer’s project.”
Ashley says they have recently seen more homeowners coming to the classes and have had several contractors attend who are trying to build a business in the trades.
“We will always teach a pro as long as they are humble enough to want to take the class,” Heath says. “You can always learn new things in this industry. There are always new ideas and innovations coming out to help you complete projects more efficiently and achieve better results.”
Class offerings include tile and backsplash, drywall repair, drywall taping, painting, paint finishes, cabinet finishing, flooring installation, staining and basic plumbing.
“If it’s in the home improvement industry, we want to offer it at some point,” Ashley says. “We also want to keep the classes free or inexpensive to make them more accessible to more people. If there is a cost, attendees will go home with not only knowledge but some type of gift, like the putty we gave away for the first class.”
The Petersons also plan on adding classes for kids in the future. Ashley’s 10-year-old son Chance is interested in DIY, and she and Heath have included him in different projects around their home and the store. Even if he doesn’t go into a trade as a career, Ashley says they feel it is important for him to learn DIY skills to get through everyday life.
“I always tell Chance, ‘You can be whatever you want to be, but I want you to learn some skills,’” Ashley says. “Having those skills gives you a sense of pride for a job well done and you know you can take care of yourself.”
The store’s fast growth hasn’t been without challenges. As the Petersons work through those challenges, they are constantly looking for ways to learn and grow.
In January 2023, having only been open for six months, the Petersons decided to move to a
“We want to share our knowledge, skills, values and character to show the community we are the people who care about every customer’s project.”
Heath Peterson, Blue Mist Paint & FlooringAshley Peterson uses her passion and education in interior design to guide customers to the right design choices for their homes. AN EYE FOR DESIGN
new location to better serve customers. They had been operating out of the construction company’s location and chose a different storefront just down the road. The new location is smaller but Ashley has created a welcoming space for customers to shop. She incorporated antique tools, paintbrushes and paint cans, along with paint chips and design books into the decor for a rustic touch and inspiration to customers.
“When customers shop here, I want them to feel nostalgia for their parents’ or grandparents’ homes where many of them learned how to paint or how to build something,” she says. “I want to do everything I can to make them feel welcome and stay in the store for as long as possible.”
With a big-box paint store down the street and several other home improvement retailers in the area, getting the word out about Blue Mist has been challenging, Ashley says. The Petersons have experimented with different avenues to advertise and continue to try new ideas. Currently, Ashley has been frequently updating the store’s website and utilizing social media to let customers know about the store and its offerings.
Chance is featured in some of the videos the Petersons have posted on social media, talking about different products and sharing DIY tips. The couple will continue to create these videos to engage with customers. Chance also has some big ideas of his own for the store. Ashley says he wants to add snacks and drinks that customers can purchase and enjoy while they browse.
Ashley is building her own knowledge through industry groups, online courses and other educational opportunities to better serve customers. She recently earned an Interior Design Business Certificate and an International Color Consulting designation and plans to take more interior design classes, as well as classes on home improvement and DIY skills. Ashley and Heath also plan on taking part in business courses from the North American Hardware and Paint Association.
“For me, whether you paint professionally or are a paint retailer, staying in the know on all aspects of the industry is important and establishes you and your operation as legitimate in the industry,” Ashley says. “Even if I’m not in the store, I’m always working, constantly thinking of ways to get better and make our business better.”
Ashley and Heath are living their dreams, and won’t slow down anytime soon. They say they want to bring in more flooring and paint options to become the go-to place for service and quality home improvement products. They also want to see the store space grow and hire more employees.
“I know I am doing what I am supposed to be doing because it came so naturally,” Ashley says. “I hope our community can see that there are options outside the big-box stores. There are great independent businesses like ours here to serve them.”
Bravo Stainer™ natural bristle, block brushes provide quick coverage with all stains, sealers & wood toners. Ideal for flooring, decks & fencing, Bravo Stainer features a threaded handle removable for extension pole use allowing you to cover more area in less time―just one more way Wooster® gives you better results with less effort.
HELP COMES FIRST
No matter the role he’s held at Wilco Stores, TJ Colson’s main focus has been providing a high level of customer service.
With a love for the land and the people who live and work on it, TJ Colson has built a successful career in the farm and ranch industry. As someone who raises cattle himself, he feels a personal connection to his customers and uses this bond to bring success to his operation. Those accomplishments in business and his commitment to his community over the past two decades have led to him being named a North American Hardware and Paint Association (NHPA) 2023 Top Guns Awards honoree.
Read more about TJ Colson and his 2019 Young Retailer of the Year honor at PDRmag.com/tj-colson
Honorees are chosen for their commitment to the independent home improvement channel. They are pillars of innovation, helping helped grow their businesses through strategic leadership with consideration for their communities and their teams. This year’s honorees were chosen for their focus on utilizing technology to improve operations.
Colson currently serves as president of Wilco Stores, which is part of Wilco Co-op, a farmer-owned cooperative made up of 3,000 farmers and ranchers with stores in Oregon, Washington and northern California.
As soon as he was old enough to drive, Colson started working for a small family-owned independent feed store in central Oregon called Central Oregon Ranch Supply.
Colson worked there his junior and senior years of high school and then took time off to focus on school during his freshman and sophomore years at college. As fate would have it, he wouldn’t stay away from the industry for long. What ended up being a disappointment for his college roommate turned into a prime opportunity and the start of a remarkable career at Wilco for Colson.
In 2003, Colson’s roommate at Linn Benton Community College went into the local Wilco store to apply for a job, but the manager was looking for someone with previous industry experience.
“He came back a little discouraged but told me I should apply there because they were looking for somebody who had the unique skill set of working on the old Triad blue screen computer system,” Colson says. “I had that experience from Central Oregon Ranch Supply, so I went in to apply and was hired on the spot. That was 20 years ago, and I’ve been with Wilco ever since.”
Colson has spent the last two decades expanding his knowledge and experience beyond feed, ranch and farm and into hardware, paint, lawn and garden and other home improvement categories. Through it all, he says he has always had the focus of helping customers pursue the rural lifestyle they desire or love. He has had the unique opportunity to work as a team member with nearly every team within the retail division at Wilco.
While all his transitions were significant, his move to store manager in 2009 to one of Wilco’s full model stores—which are more than 20,000 square feet of retail space—in Springfield, Oregon, was one of the most impactful to his career. The Springfield location was in a new market for Wilco and the store that kicked off the company’s retail store growth strategy. Colson says he appreciated the experience of being able to build his own team.
“I wish I had more time with that team, but I was also very fortunate I had the opportunity to take the next step and become a multistore leader. With a team of more than 35 people, and doing more than $10 million in sales annually, Springfield was where I faced a lot of first challenges that allowed me to learn and grow the most,” Colson says. “My time there was career-defining for me. I was 26, and I grew up fast, learning how to become a leader and working with a larger team and more customers.”
In 2014, Colson had the opportunity to transfer back home to Corvallis, Oregon, when he opened a store for Wilco in that city.
Learn how two retailers turned their jobs in hardware into full-time careers in the independent home improvement industry at PDRmag.com/job-to-career
“Opening the Corvallis store was a highlight for me because it was back in my hometown, which I have a passion for and love being able to serve,” he says.
Just as his roles with Wilco have varied, Colson’s duties within his current role cover many areas of the business, including operations, merchandising, marketing, e-commerce, technology and more. He says he appreciates the ability to continually learn, grow and develop, honing his skills, taking on new opportunities and being open to think innovatively.
“Leadership at Wilco believes in investing in their people, evolving their human capital and growing their teams. It is such an important part of the culture and one of the reasons it has found great success,” Colson says. “I’m very fortunate that leadership at Wilco has invested in me, and now that I am in a leadership role, I want to make sure our organization continues to invest in our teams.”
Before the pandemic, Wilco’s total e-commerce business was less than 1% of total store sales.
Today, Wilco’s e-commerce site, farmstore.com, sees over $15 million in annual sales and the site processes more than 10,000 buy online, pickup in store and ship-to-home orders per month. Wilco’s site has also seen an average basket size of over $125 consistently, which is nearly double its in-store average transaction. Customers buying in-store and online spend nearly three times more.
Be a part of one of the industry’s biggest awards at the 2023 NHPA Independents Conference Aug. 3 in Dallas and glean insights from this year’s Top Guns Awards honorees in an exclusive panel discussion. Honorees will share the strategic investments they’ve made in technology to improve productivity, employee morale and overall customer experience Immediately following the panel, join the honorees at the NHPA Top Guns Awards reception sponsored by STIHL and the National Hardware Show
One way Wilco invests in its employees is through a positive company culture founded on the operation’s core values and continuous improvement. From annual planning and new hire training to employees working with customers every day in the stores, Wilco’s core values—integrity, respect, excellence, accountability, community and teamwork—are foundational to everything the company does, Colson says.
“We continually communicate and share our values, mission and vision,” he says. “We want our employees to go beyond just reading the words on a poster in a break room; we want them to live those values.”
Another unique aspect of Wilco’s company culture is, like Colson, most of the company’s employees live the same rural lifestyle their customers do and can relate and connect with their customers on that level.
“Our employees, whether they live in the city or country, have an affinity and passion to be a part of this network of customers who enjoy the rural living lifestyle, from outdoor enthusiasts to gardeners to individuals who raise backyard poultry,” Colson says.
Along with a great employee discount program, employee profit sharing, flexible scheduling and many other employee perks, Wilco offers employees an opportunity for a career, not just a job. Colson says he and other leaders in the company work to hire from different audiences, including students in high school and college. They also encourage college students to work for Wilco regardless of the degree they are pursuing because the company offers positions in areas like accounting, human resources, marketing, merchandising, IT and other roles outside of the retail stores.
“You can chase the dollar, but chasing the career is where you’ll find true success and happiness,” Colson says. “Once you find something you connect with and you’re passionate about, it’s no longer about chasing the dollar. I recognize everyone needs to survive and have an income where they can thrive. But we try to offer an opportunity for employees to find a career where we invest in their personal and professional development.”
Company culture and a desire for continuous improvement has set the foundation for Wilco’s success, but technology has helped achieve many of the goals Colson and the leadership team set forth. Colson says the company’s vision when it comes to technology is to make significant investments every year from a capital expenditure standpoint to stay relevant.
“We invest where it makes sense, where we’ll see a return and where it supports the needs of the business and the objectives of the strategic plan,” he says.
The company accomplishes these objectives through technology that supports customer privacy and security, e-commerce, communications, infrastructure and more. Wilco is utilizing handheld communications technology, including iPads, iPhones and two-way radios, to make correspondence among employees clearer and more efficient and is consistently updating its wireless technology strategies.
“With our e-commerce platform, we were very fortunate to have made those significant investments right before the pandemic,” Colson says. “It was a differentiator and an absolute game changer for us. It kept us relevant in a time of chaos and fulfilled a need for our customers.”
Colson is grateful to a long list of family members, fellow teammates and mentors who have guided him over the years. He says he’s fortunate to be part of a team of leaders who
have contributed to his career, including current Wilco CEO Sam Bugarsky, who had the vision to encourage Colson to participate in the NHPA Retail Management Certification Program. Others who have played a role in Colson’s professional life include former Wilco CEO Doug Hoffman and former Wilco district manager Will Barnhart, both who provided guidance early in his career.
“The team I had in Springfield during that pivotal point in my career also shaped me as a leader,” Colson says. “They challenged and rewarded me, and they did so many things that developed me into who I am as a leader. If it wasn’t for that initial team in Springfield, I wouldn’t be where I am today. I owe so much to that team.”
On a personal side, Colson also gives much credence to his wife Samantha. At their farm, they raise show cattle together, a difficult job but one both are passionate about.
“She’s been my rock, supporting me through my long days, nights and weekends spent working and traveling. I appreciate so much what she does to take care of our home and farm when I’m away,” he says. “I’m also grateful to my parents and my friends and industry partners, Scott Jerousek, Ryan Ringer, Jason Blair, Scott Wright and the many others I have the opportunity to learn from or work with.”
As a Top Guns honoree, Colson is looking forward to advocating for the independent channel and bringing awareness to the many people and businesses that make up the industry.
“I want to share the stories of this industry, all it has to offer and recognize the vast number of dealers, cooperatives, owners and managers out there who get up every day, unlock the door, turn on the lights and serve their communities,” he says. “I want to share that passion and let people know that our industry offers tremendous opportunities and can provide a wonderful career.”
“We invest where it makes sense, where we’ll see a return and where it supports the needs of the business and the objectives of the strategic plan.”
Transition is part of the natural evolution of a business, whether you pass a business to a new leader or the business closes.
Two decades ago, Gina Schaefer, founder of A Few Cool Hardware Stores, was new to the independent home improvement industry, but people were already asking about her transition plans.
“I opened Logan Hardware when I was 30, and people almost immediately started asking me what my exit strategy was. And I thought that was such a weird question at the time, because I was young and brand new. Why should I think about selling it?” Schaefer says. “I realize now, in hindsight, there are details that you put in place along the way to make that process easier, like have clean books, do everything above the bar and have professionals help you with your finances. I’m so proud we did all those things along the way because it made this experience so much smoother.”
As a result of implementing those strategies early on, Schaefer and her husband, company CFO Marc Friedman, are now in a position for Schaefer to make a smooth exit. In late April, A Few Cool Hardware Stores announced the next foray of leadership for the company: Craig Smith, owner of Fairfax Ace Hardware in Fairfax, Virginia, has joined the company as co-CEO.
In 2021, Schaefer and Friedman decided making their company an employee stock ownership plan (ESOP) was the best option for the transition plan for
A Few Cool Hardware Stores. They worked with a comprehensive group of consultants—lawyers, financial advisers, tax specialists—to be sure they were doing it the right way. The next step was finding Schaefer’s replacement to lead the company, which at the time comprised a dozen stores in Washington, D.C. and Baltimore.
Smith has deep roots in retail and the independent home improvement industry, growing up in his father’s retail pharmacy. He later served as manager of Strosniders in Bethesda, Maryland, before opening Fairfax Ace Hardware in Fairfax, Virginia, in 2011. Schaefer and Smith have been peers for over a decade, with Smith leading the region’s Ace retailer group that Schaefer and her team have been active participants in.
“My deepest memories are getting to know Craig through those group meetings, and then watching him interact with the rest of my back office,” Schaefer says. “Just in terms of cultures aligning and personalities syncing, I had already watched Craig interact with the people in my company, and they all seemed to really like and respect each other.”
Schaefer says considering Smith to take over the business came to her a bit by surprise, but once she had the idea, it seemed like the obvious answer.
“I remember texting Marc saying, ‘What do you think about Craig?’ And his answer was something
Whether you’re looking to grow or sell, if you need financing or valuation services, the NHPA Retail Marketplace has options. Visit YourNHPA.org/marketplace to learn more.
like, ‘that almost seems like a no-brainer,’” she says. “But first, Craig had to agree. And so we took him to lunch.”
When Schaefer and Friedman invited him out for lunch in March 2022, Smith says he didn’t think the conversation would be about him becoming CEO of their company.
“I just thought they wanted to see my store. I knew they were thinking about doing something in Alexandria similar to what Fairfax has done in regard to outdoor power and barbecue,” Smith says. “We went to a restaurant nearby, they sat me down and blew my mind.”
Smith knew it was a unique opportunity, but he had to contend with what that meant for his position as a sole business owner.
“I had done business the way I wanted to do it for a long time, a decade plus, and this was some folks coming to me and saying, ‘Do you want to do something with us?’ Being part of a team rather than a lone wolf—there’s some risk involved,” he says. “But I don’t know if I would ever see another opportunity like this in my entire lifetime. So I told them I was excited about it, then I discussed it with my family and happily accepted.”
The transition process took place over the course of the next year, which included finalizing the sale of Fairfax Ace to A Few Cool Hardware Stores. Schaefer says agreeing on the terms of the sale was one of the simpler parts of the process, especially due to Smith’s attention to business details.
“Sometimes people go through this process and they have skeletons they’re trying to hide or they’re trying to recover from something they hadn’t disclosed,” she says. “To Craig’s credit, he ran such a clean, successful business that getting the valuation for it was seamless.”
As a result of the sale, all 32 employees of Fairfax Ace are now part of all A Few Cool Hardware Stores offers, including becoming part of the ESOP. The arrangement has already transferred 30% of company ownership to employees through a trust that allocates shares to eligible employees over time.
While Smith and Schaefer agree that an ESOP isn’t necessary to complete a transition like this, Smith says that structure was part of what made this plan so attractive to him.
“Part of the reason that led me to this company is because it is an ESOP. So I appreciate that it’s there,” Smith says. “From my team’s perspective, too, my decision to join this company means they are going to have better benefits, more professional development and access to an ESOP. Who wouldn’t be thrilled by that?”
Learn about how one company with growth goals evaluates businesses for acquisition, and hear the story from the seller’s perspective at PDRmag.com/outside-buyer
While the ESOP was a determining factor in Smith’s decision to join the company, the culture that Schaefer has created and the opportunity to continue her legacy were also key.
“The facets Gina and her talented team have embedded in the company culture—giving people second chances, engaging the community and operating with thoughtful core values—have laid a rock-solid foundation and paved the way for a bright future,” he says.
Now in the final phase of her transition plan, Schaefer’s advice to the next generation is not to wait until it’s time to exit. Start your plans now, and don’t dismiss any options until you’ve seriously considered everything.
“When Marc and I started this process, we evaluated every option. Nothing was too scary or off limits. We talked about selling to private equity, we talked about selling to a bigger retailer, we talked about selling to our managers and forming some kind of employee co-op,” Schaefer says. “We didn’t rule anything out until we ruled it out. An ESOP is not cheap, but there are lots of really great benefits that personally align with our values.”
Several years ago, Smith and his brother each owned a 50% stake in each other’s businesses, and they made the decision to buy each other out. He says going through that process gave him insights that made this transition smoother, but he also cautions retailers who haven’t thought through a succession plan.
“As great as this opportunity is for me, as an owner, you don’t want to be forced into something like this. You want to be able to choose your path as the owner,” he says. “If you let it languish, then you will be eventually forced, and that’s not preferred.”
Currently, the co-CEOs have agreed that Schaefer will remain in her position until mid-July, at which point they will re-evaluate to decide if she can step away completely. Learning and growth are at the top of Smith’s to-do list until then and beyond, and he says he’s excited about the possibilities.
“I really enjoy every day because every day is different. I like visiting different locations and talking to different people. There are so many players here to get to know,” he says. “I’m really excited for what’s on the horizon. Gina and Marc and their team have built an amazing business and to know that we can grow it even further is really exciting. Every day that goes by, I am more confident that I made the right decision by joining this company.”
The owners set up a trust in the form of a government-qualified pension plan to hold the shares of the company on behalf of the employees. All employees have an account with the trust.
If the ESOP doesn’t have enough cash to purchase all of the owner’s shares, the trust takes out a loan to purchase, with the value of the shares determined by an independent appraisal. An owner can sell all their shares upfront or a certain percentage of shares at a time.
The business pays down the loan using its profits, and once the loan is paid off, those profits are shared with all employees by increasing the ESOP. The ESOP is essentially a long-term retirement plan, where the ESOP holds the shares with an evaluation done by an independent appraiser each year to determine value.
The ESOP shares are allocated to the eligible employees based on several factors, such as years of employment and wages, with each ESOP differing in both employee eligibility and the stock allocation method. When an employee leaves the company, their shares are cashed out, similar to a retirement plan.
With so many different variations and idiosyncrasies, understanding specialty paints and coatings and knowing the best products to stock is a complex undertaking. Asking customers the right questions and offering them visual resources while investing time and effort into training your employees will put your operation ahead of the curve.
A natural extension of their full-service visual communications company Banner Sign Co., Nicholas and Nicole Piach opened The Color Bloc in Detroit, Michigan, in 2021. Richard Fleming, who has been with the operation since shortly after it opened, serves as the general manager of the 2,000-square-foot store. Fleming shares how he has curated the store’s 350-square-foot specialty paints and coatings section and the best practices that have led to its success.
Learn about oil-modified specialty paint options and how to sell them to customers at PDRmag.com/alkyd-paint.
Located in Detroit’s Milwaukee Junction neighborhood, The Color Bloc serves a customer base of 60% professional and 40% DIY.
“We are located in a historic industrial or mixed-use area so our customers mainly need specialty paints and coatings for their building maintenance and restoration projects,” Fleming says. “We also carry a lot of industrial coatings or coatings for machinery and safety purposes.”
The operation also caters to groups of local urban artists.
“We have built relationships with some local artists who use different reclaimed materials for a variety of projects,” Fleming says. “Finding and using the proper specialty paints and coatings in the correct way is key to the success of their projects. Being able to consistently provide specialty paints and coating knowledge has boosted customer loyalty and sales.”
Like most other independent home improvement operations, The Color Bloc’s customers have influenced its inventory.
Because it was a new store, Fleming spoke with other independent retailers who shared suggestions on what products to initially stock. After opening, he asked customers what products they were familiar with and what projects they had lined up.
“This strategy allowed us to provide a complete offering that ensured solutions for all materials and situations while providing various price points and brand choices,” Fleming says.
Customers are not the only influence on The Color Bloc’s specialty paints and coating product offerings. New Michigan standards enacting additional volatile organic compound (VOC) limits in 14 categories—including industrial maintenance, rust preventatives and floor coatings—means the operation is working diligently to add compliant versions and seek solutions and substitutions for products that are no longer available for purchase in Michigan.
“We have a few years to sell the products on our shelves that don’t meet the new standards. But if a customer starts a project with one of those products, we’ll have issues getting more if they underestimate how much they need,” Fleming says. “We can still technically get banned products—it just requires a lot of paperwork and fees. So it is easier, in my opinion, to focus on finding suitable substitutes.”
Fleming relies on the store’s territory representatives when looking for alternatives and substitutions for banned products.
“I like to give customers multiple product recommendations and pros and cons for each,” Fleming says. “Our territory representatives are key resources I utilize for immediate answers on substitutions I have questions about.”
The regulation change also led Fleming to adjust how he trains on this subject.
“It is important the entire staff understands what products are affected by the regulation change and what substitutes are available so we can serve our customers to the best of our ability and avoid any issues,” Fleming says.
Specialty paints and coatings include a broad range of products that can be difficult to understand and challenging to learn. Investing in employees and their education leads to better customer service and higher sales. Due to the complexity of the products, Fleming says it is one of the last sections they cover during training, especially when the new employee doesn’t have a background in the industry.
“We break down specialty paints and coating product knowledge by brand,” Fleming says. “After we spend time learning the ins and outs, we practice applied knowledge. I give trainees scenarios I have personally experienced and ask what product they would recommend and why.”
“Being able to consistently provide specialty paint and coating knowledge has boosted customer loyalty and sales.”
—Richard Fleming, The Color Bloc
Read how one retailer revitalized an operation through specialty paint manufacturing and more at PDRmag.com/sequoia-paint.
Dedicating time to train employees on specialty paints and coatings elevates their service ability, but there will likely still be questions they may not know. Having a plan for these situations is paramount, and Fleming has turned to technology to help.
“When our team doesn’t know an answer to a question or what to recommend to a customer, I encourage them to look it up on our desktop computer at the checkout counter,” Fleming says. “When using it, they can swing the monitor around and easily show the customer what they are talking about or recommending.”
Cell phones can also be a helpful tool.
“While I prefer staff to use the computer, if the customer is in a hurry or someone is already using the computer, then cell phones are the next best resource,” Fleming says. “At the end of the day, it is about whatever gets the job done.”
When it comes to selling specialty paints and coatings, knowing what substrate or material a customer is working with is fundamental to recommending the correct product, Fleming says.
“Once you discover what substrate the customer is applying the product to, it’s important to really listen and understand the full scope of the project and what a customer’s preference is before recommending a product,” Fleming says. “Some customers are sensitive to smells or need a specialty paint or coating for commercial application, which may need to follow government regulations.”
Asking for visual representations of a project can also lead to better customer service and more successful results.
“I’m a visual person, and I always tell customers that pictures help a lot,” Fleming says. “It’s great seeing a project’s progress, and it helps me build a better relationship with the customers as well.”
Visual aids are beneficial to customers as well, so Fleming and The Color Bloc provide visual learning opportunities in a few different ways.
“I’ve received questions about why I’m making a product recommendation—especially when it is different from a product a customer researched on the internet beforehand,” Fleming says. “The first thing I always do in response is provide the customer with the documents we have on hand from the manufacturer, point out information from the sheet that is relevant to my recommendation and discuss past examples. I even provide pictures of finished projects if I have relevant ones.”
The Color Bloc team prints, laminates and hangs manufacturer product sheets on displays. Doing so allows customers to learn on their own from a credible source if employees are busy and assists staff in showing—not just telling—customers which product to use, simplifying the shopping process and building trust, Fleming says.
Videos are also a valuable asset during customer interactions.
“Some customers are visual learners, so I try to point them to videos—usually on YouTube or from a manufacturer—when I can,” Fleming says. “The hardest part is sifting through all the videos available to find one that focuses on the project your customer is
Richard Fleming shares what specialty paints and coating products are popular at his operation.
Epoxy specialty paints and coatings
Lead encapsulation paint
Low VOC options
Discover more ways specialty paints can ignite sales in your operation at PDRmag.com/specialty-paints.
attempting and does so correctly. But once you find the right videos of popular projects, you can save customers a lot of time and headaches.”
Endcaps are also a great visual tool that can be utilized to show product availability, share products needed for a complete project and create a more interesting shopping experience.
“We have a specialty paints and coatings endcap that we rotate with the seasons,” Fleming says. “In the spring and summer, we feature products like pool paint. During the winter months, we put out specialty paintings and coatings that are used indoors, like fire retardant paint or freezer paint.”
Walking customers through the entire scope of their project, including the prep, application and cleanup and presenting the information in a digestible way— especially when it involves a newer product or the customer doesn’t have a lot of experience with the medium—ensures the successful completion of their project and fewer errors.
Oftentimes, 75% of the job is cleaning and preparing the substrate for adhesion, Fleming says. If that step is not completed correctly, the results are generally subpar and occasionally customers have to remove and reapply the coating or paint. Explaining every step of the process keeps customers from blaming the product for a failed project, resulting in high customer satisfaction and return business.
“The most common mistake I come across with both professional and DIY customers who are using specialty paints and coatings is they skip a step in the preparation process,” Fleming says.
Add-on sales are an impactful way to boost business while selling an entire project, ensuring customers don’t have to make return trips.
“Minimizing unexpected processes and product purchases builds trust and repeat business,” Fleming says. “For specialty paint and coatings, the add-on sale opportunities lay in the necessary prep and cleanup products.”
78% say they look for discounts or free delivery.
73% say they buy less or put off larger purchases.
47% say they prioritize product quality and do more research
15% say they buy private label.
82% of U.S. consumers buy tools and hardware online.
49% say positive reviews are important when shopping online for tools and hardware.
42% say fast shipping is important when shopping online for tools and hardware.
Get
Your Free Copy of the 2023 Cost
Each year, NHPA’s Cost of Doing Business Study delivers data and insights to help retailers increase profits, cut costs and strategize for their financial future and success.
Participate by June 30 to get a free copy of the study
Built for owners, managers and key employees in the independent home improvement industry, NHPA’s Retail Management Certification Program focuses on learning skills to grow store sales and profits.
Follow in the footsteps of more than 250 retailers who have graduated from the program. Students on average have earned more than 5X the return on tuition paid after implementing their student projects and putting what they have learned into practice!
These companies are advocating for independent retailers by supporting the program.
EACH MONTH, 3 to 4.5 million people in the U.S. quit their jobs, according to the Job Openings and Labor Turnover Survey, conducted by the U.S. Bureau of Labor Statistics. Of the individuals who quit their jobs, one-third said they would have stayed if they had received more training from the company.
Losing an employee to turnover results in financial and nonfinancial consequences. Nonmonetary impacts include a loss of productivity, decreased team morale, damaged employer reputation and overwhelmed managers whose time is monopolized with onboarding.
To mitigate these issues, the North American Hardware and Paint Association (NHPA)
gathered feedback from retailers and created the Employee Retention Toolkit. This resource goes beyond best practices for keeping employees from leaving—it shares insights for creating engaged and highly productive employees who feel empowered by the knowledge you give them and who will want to stay with your operation.
The toolkit shares effective strategies for reducing turnover, which starts with comprehensive onboarding and training processes. It offers resources for retailers to understand why employees choose to stay and when they choose to leave and how to conduct stay interviews, performance reviews and exit interviews.
» Retention Strategies That Work
» Onboarding Handbook
» Identify Disengaged Employees
» Stay Interview Best Practices
» Exit Interview Best Practices
» Performance Review Template
Discover how to put these practices and more to work in your operation to improve relationships with your employees and reduce turnover.
B
B U SI N E S S F O R S AL E
Northwest Farm & Home Supply Co.
Location: Lemmon, SD
Gross Revenue: $3 21 million
and warehouse space on 4 acres. The main bldg was constructed in 1994 with additions constructed in 2002 & 2004. Single story with 22’ clear height level doors and two dock height doors
B U S I N E S
Central Vermont Paint , Flooring , and Decorating
Business
Location: Vermont
Gross Revenue: $2.82 million
Price: $1 1 million
Full-service decorating store providing
kitchen/bathroom remodeling, cabinetry product o erings, design assistance, specialized service, and professional installation
B U S I N E S S F O R S AL E
Home Improvement Supply Store
Location: Missouri
Gross Revenue: $1 04 million
This historic home improvement and hardware store is a staple of its community and operates from its headquarters in Missouri. The Company is a long-standing retailer and installer of consumer and commercial improvement products
Hoosick True Value
Location: Hoosick Falls, New York
Gross Revenue: $1.26 million Price: $1.875 million
This opportunity o ers a turnkey sale of a general hardware operation located in northeastern Rensselaer Co., New York The business serves five towns, southwestern Bennington Co , Vermont, and 25 miles east of Troy, New York
B U S I N E S S F O R S AL E
Private Business
Location: Alabama
Gross Revenue: $2.21 million
Price: $649,000
B U S I N E S S F O R S AL E
Private Business
Location: Pennsylvania
Gross Revenue: $1.6 million
SEE KI N G B U S IN E S S E S
Gold Beach Lumber Yard
We are looking for:
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• We prefer to keep all employees as part of the acquisition
• Single-store and multi-store
hardware operations
• Located in the Pacific Northwest
• Store size of 5,000 ft2-30,000 ft2
