Paint & Decorating Retailer June 2024

Forging Ahead

NHPA’s Retail Management Certification Program is built for owners, managers and key employees in the independent home improvement industry, with a focus on training to grow store sales and profits.

Follow in the footsteps of more than 300 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! Scan the QR code or visit the link below to apply. Program Starts July 16 | Seats Still Available!

of Advanced Retail Education

These companies have advocated for independent retailers by supporting the program.

Forging Ahead

1025 E. 54th St. Indianapolis, Indiana 317-275-9400 NHPA@YourNHPA.org YourNHPA.org

COMMUNICATIONS

Lindsey Thompson Senior Content Manager lthompson@YourNHPA.org

Melanie Moul Research & Enterprise Content Manager mmoul@YourNHPA.org

Jacob Musselman Content Coordinator jmusselman@YourNHPA.org

Autumn Ricketts Graphic Designer

Olivia Shroyer Graphic Designer

Austin Vance Production Manager

Samantha Mitchell Production & Design Assistant

Freda Creech Sales & Production Assistant

Nathan Piper Marketing Coordinator

ASSOCIATION PROGRAMS

800-772-4424 | NHPA@YourNHPA.org

Katie McHone-Jones kmchone-jones@YourNHPA.org Director of Member Outreach & Events

Kim Peffley kpeffley@YourNHPA.org Director of Organizational Development & Consulting

Jesse Carleton jcarleton@YourNHPA.org Training Manager & Editor

Renee Changnon rchangnon@YourNHPA.org Retail Engagement Specialist

SALES

Jordan Rice 217-808-1641 | jrice@YourNHPA.org Regional Sales Director

CIRCULATION, SUBSCRIPTION & LIST RENTAL INQUIRIES

CIRCULATION DIRECTOR

Richard Jarrett, 314-432-7511, Fax: 314-432-7665

COMING IN JULY

Beyond

Brick & Mortar

Explore the data highlights and retailer stories about the independent channel’s approach to e-commerce in the July issue of Paint & Decorating Retailer. The data culminates in the 2024 Independent Home Improvement E-Commerce Study, the first measurement of the independent channel’s online strategy post-pandemic, published by the North American Hardware and Paint Association.

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, 2024.

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 & Publisher

David Gowan

Chief Financial Officer & Executive Vice President, Business Services

Scott Wright Executive Director, Advanced Retail Education Programs

Whitney Mancuso Executive Director, Marketing, Sales & Partnerships

NHPA BOARD OF DIRECTORS

CHAIRMAN OF THE BOARD

Ned Green, Weider’s Paint & Hardware, Rochester, New York

EXECUTIVE VICE CHAIRMAN

Joanne Lawrie, Annapolis Home Hardware Building Centre, Annapolis Royal, Nova Scotia

DIRECTORS

Alesia Anderson, Handy Ace Hardware, Tucker, Georgia

Jay Donnelly, Flanagan Paint & Supply, Ellisville, Missouri

Ash Ebbo, Clement’s Paint, Austin, Texas Scott Jerousek, Farm and Home Hardware, Wellington, Ohio

Michelle Meny, Meny’s True Value, Jasper, Indiana

Michael Sacks, FLC Holdings, LaGrange, Texas

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

whether it’s adding new

existing product lines, requires persistence. Hear from five retailers who bust common excuses for avoiding growth.

Get to know NHPA Top Guns honoree Darren Tomasini, who takes an unconventional approach to growth. As president and CEO of Dazey’s Supply, he has led the operation’s growth from one store in California to now seven locations in three states.

Lindsey Thompson

FROM THE EDITOR

I Mustache You to Grow

After five seasons of coaching fifth through eighth grade girls basketball, this past season I shifted and coached sixth grade boys basketball. There were a lot of differences between coaching boys and girls, but a lot of similarities too—a love for the game, a desire to grow and learn and a wish to have fun with their friends.

One of the biggest differences was the wide range of growth—physical and emotional—among all the boys on my team and the teams we faced. We showed up at one tournament and there was a sixth grader on one of those teams who was over 6 feet tall, and he had a mustache! Whether he was held back or they just grow them bigger in southern Indiana, he and his also-tall teammates were definitely the biggest opponents we faced all season. There were several times where the other team would literally reach over my boys for a rebound or to put back a shot.

During one timeout, when my boys were looking particularly defeated, I reminded them that even though they couldn’t out-height this team, they did have their own advantages, particularly speed and an intense defense. That reminder was what they needed to play to their strengths, and even though we didn’t end up winning, we were able to keep it close.

“Growth can come quickly or be a longer process, but it’s crucial to continually evolve.”

That whole experience got me thinking about growth in the independent channel. Growth looks different for everyone and every operation develops its strengths at different times, but you always have to continually desire to grow and do your best. Growth can come quickly or be a longer process, but it’s crucial to continually evolve.

In this issue, starting on Page 20, we hear from five retailers who share about the struggles and challenges they face in growing their operations. Each of their growth journeys looks a little different. Some are growing within the one or two stores they already have while others are aiming for a large chain of locations. Regardless, the goal is the same: Just keep growing.

It won’t be long before my team is taller than me, but as they grow at their own rates, I want to continue teaching them to lean on their strengths. The same should hold true for your operation too—grow at your own pace. What is important is that you are making progress.

The mustaches will come soon enough.

Lindsey Thompson Senior Content Manager

How to Reach Dan

Dan Tratensek dant@YourNHPA.org

Revolutionizing Retail

Over the last several years, I’ve watched the world change around me, endured the loss of loved ones, suffered with everyone through a global pandemic and started feeling my age.

This has led me on a personal search for guidance, support and answers. It might sound odd, but one thing that I found comfort in was recognizing the fact that I’m not unique. Sure, the actual situations in my life are unique to me, but the emotions, questions and often the solutions to my problems aren’t.

The idea that none of us are truly unique is very apparent when you start examining different philosophies and religions. These concepts written about thousands of years ago are still relevant today, and over the past several years, I’ve focused a lot of my reading on one particular branch of philosophy—Stoicism.

One of the foundational principles of Stoicism is that we can’t control the conditions that surround us, we only control how we react to those conditions. A common example to explain this principle is to ask, “What makes a professional poker player better than your average Joe? Is it that he always gets the best cards or is it what he does with the cards he’s dealt?”

I think we all know the answer.

“Focus on what you do with the cards you’re dealt, not with the cards you wish you had.”

Whenever I talk to retailers about growing their business, I tell them to focus on the things they can control. You can’t control interest rates, and you can’t control whether they build that new strip mall on your side of town. But you can control your payroll, investment in training and your willingness to embrace technology, among many other topics.

Focus on what you do with the cards you’re dealt, not with the cards you wish you had. There’s something liberating about realizing that the questions you have about life or your business aren’t unique to you. I’ve found guidance in writings thousands of years old from people who were dealing with the same issues I am today.

Running your business is no different. The challenges you face are likely not unique. So, to find answers to those challenges, try reaching out for guidance from others.

In a couple months, you will have a fantastic opportunity to do just that at the Independent Home Improvement Conference (IHI Conference) on Aug. 27-29 in Marco Island, Florida. More information can be found at ihiconference.org. There will be hundreds of other retailers, vendors and distributors at the event, all willing to discuss the cards they’ve been dealt and how they have worked to turn those into a winning hand.

While I cannot promise there will be men and women walking around the IHI Conference in togas—although it could happen—I can promise there will be retailers ready to share their experiences and wisdom, so please join us.

Dan M. Tratensek Chief Operating Officer & Publisher

RESEARCH

Where You Stand

Take part in the 2024 Cost of Doing Business Study and see how your operation stacks up compared to other businesses. Learn more at YourNHPA.org/codb

Meet Jim

Jim Robisch has been working in the home improvement channel for over 40 years. He recently retired from The Farnsworth Group, where he was a senior partner and adviser focusing on retail research and consulting. He directed retailer and wholesaler services activities for the firm, including customer intelligence, brand image and positioning, market expansion, customer satisfaction, growth and strategic planning. Jim has worked with more than 1,000 independent retailers and over 50 of the top industry chains and the largest wholesale groups. He has evaluated over 1,000 trading areas and visited over 10,000 stores. In retirement, Jim remains active with consulting work and serving on numerous industry and non-industry advisory boards.

Thinking About Market Expansion?

Most independent home improvement retailers are continually pursuing growth. This growth is often related to some type of market expansion activity within the operation.

Market expansion can take on many dimensions. It can be expanding the size of an existing store, relocating a store, an acquisition, a new store, energizing a web presence and capabilities or adding services or products. The list can go on and on.

Let’s look at a process approach and considerations for independents contemplating a store expansion, a new store or an acquisition.

This process starts with objectively examining where and what you are. Establishing your current situation and capabilities are critical first steps in this approach. Going through a thorough self-evaluation enables you to clarify your needs and objectives. This evaluation should include a deep dive analysis of revenues, sales trends, category sales and profit performance. It should also assess your debt, organizational structure, the strengths and weaknesses of your team, your facilities and location.

Beyond just good or bad, you need to rate the quality of each. I prefer using a 1-10 rating scale because it shows the variance between the elements being rated. You also need to gauge your brand image and penetration. “Voice of the customer” feedback can be brutal. It can also be most invaluable when trying to pinpoint opportunities and shortcomings for your business.

Get assistance from outside experts to ensure objectivity. This could include your accountant, financial advisor, attorneys, suppliers and other dealers.

Overall, I recommend that companies look first at growth opportunities that exist within their current situation. Increasing traffic (both store and website), raising closure rate and increasing transaction and ticket size will be less costly than relocating, adding space or opening or acquiring a new store. These paths to growth are perhaps not as glamorous as a new store, but are typically a cheaper path. This is especially true with today’s high interest rates, impacting almost every aspect of doing business.

Following this process when you’re thinking about market expansion can be very enlightening. It shows you what you’re capable of doing today with what you already have. It also helps you determine whether it’s time to pursue growth outside of where you are today.

I’ve worked with many companies that for whatever reason were hellbent on adding space, whether a new store, better location or an acquisition. They weren’t optimizing what they already have (had). I caution against falling into that situation.

Until next time.

Jim Robisch Senior Partner & Adviser, Ret. The Farnsworth Group

OPERATIONS

Find Financial Savvy

Build key financial management skills with NHPA’s Foundations of Financial Management program. Learn more at YourNHPA.org/foundations

Meet Jared

Jared Brown is the director of business intelligence for The Aubuchon Co. He has a degree in kinesiology and biomechanics from Miami University and came to Aubuchon in 2015 from the banking world. Jared grew up in Ohio and moved to Massachusetts in 2012, where he currently lives with his wife and daughter. At Aubuchon, he is involved in inventory planning and forecasting, margin management and retail pricing and process improvement and operations. Jared has been integral in streamlining and modernizing Aubuchon’s inventory management strategies after the company closed its distribution operations and transitioned to a supplier-based model.

RETAILER INSIGHTS

Something’s Fishy

Good management of our inventory takes a lot of experience and focus. Behind our people and real estate, inventory is our next most precious asset. Taking care of our inventory is to take care of our customers, our margins and the heart of the business itself.

I attended my first full inventory count when I was around 14. My dad worked at a small manufacturing facility in Ohio. Since I was paid in pizza and largely a nuisance, they gave me the grimy task of counting a lot of dusty products in bins. I remember eating Donatos and asking my dad about the inventory tags from the prior year I found while counting.

“Son, you found fish. There’s LIFO, FIFO and FISH. Last in, first out. First in, first out. That’s first in, still here.”

In my time with The Aubuchon Co., and while working with acquired stores, I’ve had the privilege to peek in many different point-of-sale systems. I can’t tell you how many times I found product where the first delivery date is the same as the last delivery date. In fact, it’s one of the first things I look at when working in a new store. Sometimes this happens due to an ordering error or it was an overconfident buy. Maybe it was a case pack that exceeds your annual sales. Regardless of how it happened, it’s our responsibility to correct it.

Our business is full of necessary evils, some slow-turning inventory and challenges. However, every year we see new products, new opportunities and are given a chance to try new things. A strong case can be made for minimizing those unproductive areas to make room for new productive opportunities.

Old fish start to stink. It’s true of the animals and the inventory. Whether due to neglect, sunk cost fallacy or just pride, we all hold onto things that generate no value. There’s nothing to be ashamed of, but it does no one any good where it is today.

Don’t leave your fish to rot. Move it. Throw it in the dumpster. Give it away. Clean out your rusty and dusty. And to quote my dad one more time: “When in doubt, throw it out.”

Jared Brown Director of Business Intelligence The Aubuchon Co.

EDUCATION

Leadership Know-How

NHPA’s Retail Management Certification Program focuses on learning skills to grow sales and profits. Learn more at YourNHPA.org/rmcp

Meet Rob

Dr. Rob Mathews specializes in how to build highly effective teams. His teaching style combines theory of human capital development mixed with practical knowledge that comes from previously owning a home center and growing up in his family’s chain of hardware and grocery stores. At Ball State, Mathews teaches a wide range of entrepreneurship courses, including business planning, decision-making, management ethics and finance. Mathews was part owner of San Marco Realty Inc., a retail home improvement business and real estate company, where he led a complete remodel that resulted in a more than 200% increase in revenue. Mathews was also owner and managing member of 67 Realty LLC, a retail home center and property management company, where he managed all strategic activities of the business.

CONNECT

Email rmathews@bsu.edu

LinkedIn Dr. Rob Mathews

EXPERT INSIGHTS

Different Paths, Same End Goal

Higher education is a heavily debated topic these days, as people question the ROI of a four-year degree and whether traditional paths are the right fit. I have a unique perspective. I grew up in the family home improvement retail business and went the traditional four-year university route because that was what I was “supposed” to do. After I graduated, I joined the family business. While I never thought I would pursue a graduate degree, a few years later I found myself leaving and enrolling in a MBA program while working for the university where I was pursuing my advanced degree. But something in me yearned to get back into home improvement retailing, so my wife and I launched a home center in 2006. Soon after, the university asked me to come back and teach, promising to work with my schedule as a business owner. I also pursued my doctorate at this time while working full-time at the university and running the store. Sounds like a lot, I know. On top of this, it was at this time 12 years ago when I became heavily involved teaching in the North American Hardware and Paint Association’s (NHPA) Retail Management Certification Program when it launched.

This experience, coupled with my higher education pursuits and love of home improvement retailing, has given me some unique perspectives on the different options available for continuing education.

As a business owner, when I first started my home center, the industry did not have the advanced training programs available today. We had to grind it out back then, learning things the hard way. Thanks to NHPA, the industry now has valuable educational tools and resources, like the Retail Management Certification Program and Foundations of Retail courses, that provide an industry-focused, college-level education, along with invaluable networking opportunities for students who attend.

As a professor, I know firsthand that a four-year college is not for everyone. I interact with students every day who are not oriented for higher education. From my own experience, I know that many college classes are not practical in stimulating and preparing you for the real world. While college does provide a chance to meet new people and gain new perspectives, it often comes at a high price and can delay the start of a career.

Finally, becoming a Retail Management Certification Program instructor has been one of the most impactful things I’ve ever done in my life—building and delivering programs that have a direct impact on students. I can’t express how highly beneficial this would have been when I was a retailer. The growth I see in students who participate is transformational. Many former students who went the four-year college route (some even had their MBA) have told us they got more out of attending the program because it was focused on their industry and what they need to know for their chosen career as a retailer.

The advice I would give to someone contemplating the pursuit of higher education is to consider your career goals and the different options available, including cost, time investment, career delay, networking opportunities and the applied learning potential of each. Education should be a personal choice guided by your goals and the obstacles and opportunities in front of you. But regardless of which path you choose, always remember that it’s never too late to engage in the learning process.

Dr.

Rob Mathews

Assistant Teaching Professor of Management and Leadership Executive Director of Entrepreneurship Center, Entrepreneurial Leader Institute

Ball State University

RESOURCES

Creative Marketing

NHPA offers a number of marketing resources to promote your operation at YourNHPA.org/marketing-guides

Meet Stacy

Builders was founded in 1977 by Stacy’s father Myron Andersen. Stacy serves the company as CCO and second generation owner, running the company alongside her brother Chad Andersen. Her vision and strategy while managing the business is winning customers, motivating team members and crucially, figuring out ways to remove the challenges that stand in the way of the company’s success. Stacy traded her career in fashion and design for a career in the home design and construction industry. Stacy has held roles in sales, design, purchasing, advertising, marketing and management at Builders. Her favorite part of the job is the people, both the customers and her Builders family.

RETAILER INSIGHTS

Stop, Collaborate and Listen

First off, for those of you reading who immediately heard Vanilla Ice lyrics going off in your head, congratulations. You are my people; we most likely are best friends and just don’t know it yet.

In this edition of deep thoughts by Stacy, I bring to you the reminder of validation. It’s important to validate that the products and services we are providing are relevant to our customers and is what they want and/or need from us. As we all know, consumer preferences can shift rapidly. Validating the demand for your offerings is not just a good idea—it’s imperative.

Understanding customers’ needs is critical. There are many ways we naturally understand these needs, including a long history of doing business, intuition, vendor feedback, etc. We tend to understand what the needs are of some of our longest customers before they even know it. Intuition tells us there may be additional products and services to add to our mix without a request to do so. And thank goodness for our incredible vendor partners who are consistently enhancing the product selections to the betterment of our industry standards. But, this is not the best way to validate that the potential products and services we bring into our stores will turn into a sale. Just because I like it, doesn’t mean it is right for our customers.

In many situations, we would like to react quickly and make the decision now. However, we need to take a beat to “stop, collaborate and listen” to our customers. We’ve got a variety of customer segments at Builders to cater to, but there’s one golden rule that holds true for all: tapping into the feedback from each segment’s focus groups is paramount.

Let’s say we’ve got a category that’s not pulling its weight. Sure, we could crunch sales data and scope out the competition’s pricing, but those are just surface-level cues. What we really crave is the “why” straight from the horse’s mouth. Are we missing the mark on selection? Pricing? Maybe our inventory is not hitting the spot, or perhaps the product line itself just isn’t hitting home with our customers. Instead of cooking up our own theories, we cut to the chase and dial into our primary customer segments for some straight talk.

In today’s customer-centric world, validating products and services based on customer demand is non-negotiable. It’s all about understanding their needs, dodging bad inventory bullets and nurturing those trust-filled, loyal relationships. That’s the recipe for long-term success and profitability. By putting customer validation front and center, we ensure our offerings hit the mark for every segment, ramp up satisfaction and pave the way for even more growth and green in the bank.

Stacy Andersen-Bivona Chief Culture Officer Builders Warehouse

EDUCATION

Communication Counts

The Everything DiSC® assessment measures your employees’ communication preferences so you can create a more cohesive work environment. Learn more at YourNHPA.org/disc

Learn From Customer Feedback

How do I get my team to consider customer complaints as an opportunity to improve?

—East Coast store owner with two stores

We all know that crushing feeling when you have helped so many people but then one person is upset—it can ruin your day. I have several memories etched in my head. I once couldn’t find a key for a customer, and they left my store upset. As the customer walked out, I found the key he needed and ran after them.

This incident still haunts me today—not because I was wildly running across the parking lot, but because I upset a customer, missed a sale and may have lost that customer for good. After that incident, I then focused on how to improve that process and worked with my team to improve on the successes we had.

Turning customer complaints into opportunities for improvement is a game changer for any business. Here are some tips to help your team embrace that mindset:

• Lead by example and openly discuss complaints as learning opportunities.

• Help your team understand the importance of addressing complaints positively, not just for customer satisfaction but for overall improvement. The customer is giving us an opportunity to correct the mistake.

• Invest in training sessions focused on communication skills, problem-solving and empathy.

• Encourage open dialogue and brainstorming sessions where everyone has a voice in finding solutions.

• Share the complaint, what we learned from it and how we are going to make it right going forward.

Kim Peffley is

With

• Provide your team with the tools, resources and support they need to handle complaints effectively. Practice dealing with situations that might cause problems.

• Recognize and reward positive behavior, celebrating any and all successes and milestones achieved through customer feedback.

• Encourage your team to make decisions—and give them the opportunity to do so. Some stores I have worked with give the employees a “make it right” budget.

• Create a culture that celebrates progress and encourages continuous learning and growth. By implementing these strategies, you can create a team culture that sees customer complaints as valuable opportunities for learning, growth and ultimately, business success.

Getting your team involved in creating the solution to customer problems will enhance the employees’ engagement and drive customer satisfaction. It’s truly a win-win.

Now, let’s go out and make a difference in someone’s day today!

Kim Peffley Director of Organizational Development & Consulting North American Hardware and Paint Association

in

Maximizing Your Paint and Decorating Business with Decor Fusion

he role of technology in running a business is critical. In today’s market, where customer data is crucial to personalizing customer experiences, independent retailers require a reliable partner to help them compete with big-box retailers.

For paint and decorating retailers, it’s a complex and highly demanding new world. Data breaches can cause significant financial and reputational damage if organizations fail to safeguard customer data. The proliferation of technology has forced retailers to seek solutions that integrate seamlessly. Add labor shortages to the mix and business owners face an even more complex challenge.

With disruptions increasing the need for business continuity in retail, cloud technology is becoming a significant driver of change. Rapid acceleration of cloud business solution adoption is happening across retail; 46 percent of retailers have now shifted to the cloud for all or most of their business processes, while 24 percent are using a balance of cloud and on-premises solutions.

Retailers can cut costs drastically and free up staff because they no longer must purchase, update and maintain servers, software and networking equipment. And they don’t need to worry about power requirements, storage capacity and computer hardware. Cloud computing gives retailers of any size the ability to increase capacity and apply new capabilities quickly and affordably. It improves flexibility and control, too. Retailers decide who has access to which data and applications and how data is shared throughout your paint and decor business. Process streamlining and task automation free up staff to work on higher-value tasks.

Decor Fusion software is the only point-of-sale software on the market created exclusively to help paint and decor retailers operate more easily and efficiently. Industry-specific, feature-rich and state-of-the-art, Decor Fusion keeps you compliant and helps you deliver the best customer experience. Intuitive, powerful functionality helps automate tasks to reduce human error and free up staff to spend valuable time on the floor with customers. In addition to robust POS, inventory and accounts receivable management, the optional Decor Fusion eCommerce module enables your business to sell online 24/7 and fully supports contractor-specfic pricing.

As the most experienced retail software provider, Epicor Software Corporation is a dedicated partner that provides businesses with the capabilities they need to focus on creating the customer connections that set independent retailers apart. Decor Fusion goes beyond helping businesses get the job done—it helps accelerate retail growth and profitability with future-ready technology that helps brands expand their reach while also protecting their business from disruption.

RESEARCH

Plan for Tomorrow

The Cost of Doing Business Survey is now open. Participate today and receive a free copy of the 2024 edition of the study. Learn more at YourNHPA.org/codb

BENCHMARK YOUR BUSINESS

3 METRICS YOU SHOULD BE TRACKING

AS AN INDEPENDENT OPERATOR,

you have the advantage of being able to make strategic changes more quickly than your big-box competitors. By tracking key performance indicators across your operation, you can be sure your operation is in peak performance—or you can quickly address shortcomings.

Transaction Size

This metric is one everyone in your business should understand because everyone can contribute to improving it. It’s one of the most effective ways to increase top-line sales. Incremental increases in transaction size can lead to better overall performance.

How does your operation stack up?

Single-store paint outlet: $163

Multi-store paint outlet: $237

One tool that is invaluable for any independent retailer is the annual Cost of Doing Business Study, produced by the North American Hardware and Paint Association (NHPA). See three vital metrics below from the 2023 edition, and head to YourNHPA.org/codb to learn how you can access the 2024 study for free.

Sales Per Employee

One metric that can be tracked alongside transaction size is sales per employee. This metric is critical in determining the overall productivity of your team, and you can also compare it across departments to see which areas of your business may need more training or additional staff.

How does your operation stack up?

Typical paint outlet: $394,226

High-profit

What’s the impact?

If a single-store outlet increases transaction size by just $1 per customer, the annual sales volume increases nearly $17,000. For multi-store outlets, the difference is about $15,000. For tools to help improve this metric in your operation, head to YourNHPA.org/transaction

Note: High-profit companies are determined by ranking all participating operations based on net profit before taxes. High-profit companies represent the top 25%.

What’s the impact?

This metric represents an interesting discrepancy for typical vs. high-profit operations, suggesting that typical outlets are tuned in to employee productivity but need to control costs in other areas to boost profits. Find selling skills and other critical training resources to fit your operation at YourNHPA.org/academy

Payroll Expense

Payroll likely makes up one of your biggest expense items, and labor costs are becoming increasingly more difficult to control. Because of how big an expense payroll is, even small changes can have a major impact.

How does your operation stack up?

What’s the impact?

In 2022, payroll for paint outlets was the highest ever and by far the highest of any segment. You can control payroll expenses by keeping a close eye on overtime and ensuring you align staff on the floor with store traffic needs. Learn more about ways to balance payroll at YourNHPA.org/payroll

PRODUCTS

Best of the Best

Get an inside look at the 2024 Retailers’ Choice Awards at the National Hardware Show at PDRmag.com/retailers-choice

2024 Retailers’ Choice Awards

NEW INNOVATIONS FOR YEAR-ROUND PRODUCT MIXES

For the past 58 years, the Retailers’ Choice Awards, presented by the North American Hardware and Paint Association, have highlighted the best products on display at the National Hardware Show. The Retailers’ Choice Awards differ from most award programs as the judges’ panel is exclusively independent home improvement retailers who know best about what sells in the channel. The judges walk the show floor looking for those products they feel would be bestselling options in any independent operation.

This year’s panel included:

• Tiffany Baum, City Mill Hardware

• Jay Engler, Busy Beaver Building Centers

• Cody Goeppner, Valley Wide Cooperative

• Adam Gunnett, Busy Beaver Building Centers

• Karen Mayer, Busy Beaver Building Centers

• Helen McDaniel, B&B Hardware & Rental

• RJ McDaniel, B&B Hardware & Rental

• Dalton Meny, Meny’s True Value

On the following pages, discover the products retailers felt had the most potential to excite customers and boost sales in their operation.

Bucket Organizer

Made in the U.S. using recycled post-consumer plastic, the Bucket Organizer from Pak1 Plastics fits all standard 3 ½- and 5-gallon buckets found at many home improvement stores. It features several slots and trays for holding tools, bolts and other job site necessities.

PAK1 PLASTICS | pak1plastics.com

Wall Organizer

Paintbrush Cleaner

Simplify cleanup with the Brush Skrub cleaning tool. This tool not only keeps hands dry during cleanup but also acts as a self-contained, 3-in-1 solution—it conditions and preserves the brush while effectively removing residual paints. No more messy cleanups with an efficient painting experience.

BRUSH SKRUB | brushskrub.com

The 18-gauge steel pegboard Wall Organizer from OmniWall puts hammers, drivers, drills, wrenches and other hand tools within easy access on a wall. All the accessories were tested to ensure the user has a secure way to proudly display their tools. The OmniWall is available in six different colors.

OMNIWALL | omniwallusa.com

Edger Guard

The Cut-N-Edge Pro comes in bright orange or black and allows users to paint edges with precision by holding brush bristles in place and keeping them together. It can be hooked to paint cans for clean storage.

BOXTOWN TEAM | boxtownproducts.com

Photo courtesy of Boxtown Team

Paint Cap

Removable Paint

Unpaint by Glasst is a removable, versatile, eco-friendly and easy-to-use paint that comes in over 50 colors. No more committing to a paint color—simply peel off your paint and try a new color. Unpaint can be brushed, rolled or sprayed on.

GLASST | glasst.co

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THRIVING, NOT JUST SURVIVING

5 Common Challenges to Growth and How to Overcome Them

BY LINDSEY THOMPSON

As the former college football coach and current sports analyst Lou Holtz once said,

“In this world you’re either growing or dying, so get in motion and grow.”

The same adage holds true for the independent home improvement channel. If you’re not growing, you’re likely getting complacent or even worse, declining. But don’t panic—growth comes in different forms and methods, and one operation’s goals for growth do not have to match another’s objectives. What matters is that you are growing or making plans to grow.

According to projections from the North American Hardware and Paint Association’s 2024 Market Measure Report, the home improvement industry will

experience a compound annual growth rate of just 1.3% through 2027. Organic growth will be harder to come by in the next few years, and retailers will need a growth mindset and ironclad growth plans to succeed. Gathering input from around the industry and from retailers of all sizes and affiliations, Paint & Decorating Retailer compiled five common growth challenges retailers are facing and shares ways they are overcoming these obstacles to expand the channel. From not knowing where to start to not wanting to grow too fast, these retailers share how embracing what you know, creating scale and remaining committed to customers can help accomplish growth goals both big and small.

I don’t want to overextend myself or my operation.

Growth can look like adding additional locations or simply increasing sales in your existing location; growth can include hiring new employees or adding new product categories. Whatever it looks like, growth should mean staying true to your operation’s values and committed to customers.

Brandon Donahue, owner of Westerly Paints Inc. in Westerly, Rhode Island, and Mystic Paints in Mystic, Connecticut, began working in his father’s business as a child. After graduating from Rhode Island College, he took over operations, and in July 2020, Donahue purchased a second location nine miles from the existing store. The additional location expanded his territory and increased profits by allowing for bulk purchases and the opportunity to join a buying group, making his stores more competitive and attractive to new customers.

“I always wanted to add another store, but what ultimately led me to the second location was how close it was to my first store,” Donahue says. “The strategy I had going into the multistore growth was to increase my territory to protect my store and expand to the neighboring communities.”

While Donahue has found success in adding an additional location, he is content with stopping there for now and growing in other ways. Adding more product lines and expanding existing ones has been one road to growth. He is also working on adding new accounts in their current territory.

“One lesson we’ve learned from growing in this way is not to sell against yourself,” Donahue says. “If you are making good margins and are familiar with the products you currently sell, there is no reason to start adding similar products to your store.”

Donahue is focusing on growing his staff and building a bench of employees so when the time comes to add another location, labor issues won’t hinder the growth.

When Donahue opened the second location, he moved one of his top employees at the first store to manage the second one and gave him autonomy to hire his own staff. He hopes to repeat that process as they open additional locations.

“In 10 years, I would like to see us with a strong staff that can operate without me needing to be as hands on,” he says. “If I can spend more time in the office, it would keep things more efficient, and we wouldn’t have to worry about being short staffed when someone called out.”

Donahue is also concentrating efforts on building company culture and leadership. Each of the store’s managers is given freedom to create the culture they want at their location that also includes elements of the overall company culture.

“This strategy involves constant communication between me and the managers from our two locations to be able to blend their vision with mine,” he says.

No matter what growth looks like, Donahue says leading by example with hard work and an open line of communication between the store managers is key.

“Listening is important, but going a step further and implementing ideas from your staff and managers, even if you don’t fully agree with them, will help build trust and let your employees know you value their opinions,” he says. “Obviously, if you are really against an idea you need to do what is best, but sometimes if it is not going to harm the business, why not give it a try? Growth sometimes comes in surprising ways.”

Key Takeaways

Keep customers’ needs as a priority during growth. 1

2

3

Build a bench of leaders so you can focus on growth.

Bring employees in on your growth strategies.

2I am afraid to fail.

Unfortunately, like any part of business, growth comes with risks and the possibility of failure. However, learning from those missteps is one of the best ways to grow.

A modern-day jack-of-all-trades, Isaac Weber has embraced growth and evolution to build not one but a handful of successful businesses—and he’s still growing. He’s grown through trial-and-error and a willingness to step out in faith. Plus, he’s not afraid to fail but rather learns from those experiences.

Weber started farming in 2015 in Archbold, Ohio, and added an excavation construction company in 2018. In 2020, another business opportunity came along, and Weber and his wife Leslie opened Temple Gym & Fitness, a 24/7 fitness center.

Not long after opening the gym, Weber joined a Bible study with the owner of Lugbill Supply Center, the local hardware store. At one of the meetings, the owner mentioned wanting to retire, and Weber told him he would be interested in buying the store.

“Later that day, he called me into his office and told me his wife had been praying that some local young guy would have interest in buying this place,” Weber says. “She was praying at the exact time Dave and I were talking. Some people might call that a coincidence, but I still get goosebumps when I think about it. I knew right then that was what I was going to do next.”

After that fateful meeting, for the next seven months, Weber worked on securing funding and closed on the deal in April 2022. From there it would be an uphill climb, but Weber was determined to succeed. Along with having no experience in hardware, Weber had to overcome the perceptions of the business. Lugbill Supply Center had been a part of the small town for over 50 years, but the physical building had never been updated inside or out, and the operation catered mainly to contractors with little DIY traffic. Immediately after he purchased the building, he was getting a haircut when his hairdresser, who had grown up in the town, told him she had never heard of the business.

Westerly Paints owner Brandon Donahue (right) grows his operation by training the operation’s next leaders.

“There are about 4,500 people in this town. I figured if she doesn’t know what this place is, I’m sure there are a lot more people who don’t know what the place is either,” Weber says. “That was a big motivating factor for me.”

He wasted no time remodeling the store in fall 2022, utilizing his wholesaler’s program that guides retailers in revamping stores.

“Our wholesaler had data showing how much we could increase foot traffic by undertaking a remodel,” Weber says. “I tried talking myself out of it because I knew it would be an expensive project, but I couldn’t get over how much it financially made sense.”

The remodel included replacing all the flooring and shelving, painting the ceiling and walls, updating the design center, refreshing the exterior and adding more space for lawn and garden.

Weber more than tripled the size of his fastener section and brought in software so his staff could do takeoffs more quickly for their pro customers. He is also planning on bringing in more outside sales reps to serve his contractors.

To bring DIYers into his store, Weber doubled the size of his lawn and garden department, added new product lines like knives and ammunition and revamped the store’s custom kitchen design center. He extended the store’s hours, advertised through radio ads, Facebook and Instagram and updated the store’s website, including adding e-commerce.

The lawn and garden center is now 3,000 square feet, offering additional space for new products, including electric mowers and outdoor power equipment, and providing more depth within those product categories.

The updates paid off. Weber says they have seen an average of 400 transactions a month and the average ticket has increased 39% since he bought the store. In his first six months of ownership, Isaac grew sales by 15%. In 2023, he grew sales an additional 20%.

“The renovation showed people that our store exists. It’s drawing them in, and they can see everything we have and that there’s no reason to travel to shop,” Weber says. “I’m pretty excited to see what happens going forward.”

Weber has his sights set on additional locations and building his DIY audience even more. Archbold is a small town in rural Ohio and residents often have to travel 50 to 60 miles to Toledo or Fort Wayne, Indiana, to shop. With the updated store and his plans for future locations, many of those customers can shop locally instead, Weber says.

In March 2024, Weber purchased a small lumberyard in a neighboring town and he wants to continue to serve pro customers in the best way possible.

“Our store is about halfway between Fort Wayne and Toledo,” he says. “I have a rail spur that runs here on our store property in Archbold. If I can add smaller facilities in the area, I can use our store here in Archbold as a hub. I can buy train cars of lumber at better prices and distribute them to smaller stores in the area. I can also sell big packages for building projects.”

The road to growth hasn’t all been smooth sailing. Weber says he struggled with staffing and having enough capital to fund all his ideas—but that hasn’t deterred his vision. He has focused on internal processes like pricing, margins and quality of product, and has made sure internal structures are

in place for growth. Weber hired a full-time merchandiser and a yard manager and is building an outside sales team.

He also asks a lot of questions.

“I will ask a question 10 different ways to 10 different people until I’m comfortable with something and it makes sense,” he says.

Weber says you just have to step out and be fearless.

“You can’t base everything on the what-ifs,” Weber says. “I still want to know about the what-ifs, but if I hesitated every time I heard somebody say something about our economy collapsing or something else going wrong, I wouldn’t get anywhere. You can watch trends, and should be wise to that, but be bold in your decision-making.”

Key Takeaways

Rely on your wholesaler or co-op’s resources. 1

Put effective internal processes in place. 2

Ask lots of questions. 3

I don’t know where to start.

3

As you look to grow, start with the needs of your customers and your local market. Seek out opportunities to provide something others currently don’t offer. Rely on what you know and build on past successes in growth.

For Dave and Lori Ables—who own Three Sons Hardware in Big Lake, Minnesota—the path of growth took on a decidedly nonlinear path.

For the majority of his career, Dave was a corporate executive in transportation and moved the family frequently for jobs. During their time in Ohio, the Ables owned a

Lugbill Supply Center owner Isaac Weber (left) takes a bold approach to growth, failing forward when necessary.

OPERATIONS Progress Starts Here

There are steps you can take right now to get your operation growing. Learn more at PDRmag.com/growth-now

hardware store in Minerva, ultimately selling it in 2019 after moving to Arkansas. From Arkansas, the family moved to Minneapolis and soon after, they purchased a hardware store in 2022 in Big Lake, which became Three Sons Hardware.

The couple immediately began looking for opportunities to buy more stores to expand their operation. Dave found Tri-County Lumber and saw a lucrative opportunity to scale their business in a new way, provide products not currently available to their audience and bring in new customers.

“We sold our store in Ohio to Busy Beaver, which operates stores with a small hardware store footprint and building centers that have both hardware and lumber,” Dave says. “That concept intrigued me, and I thought it would be one we could make successful.”

Bringing a hardware and a lumber operation together has benefited both sides, Dave says. The Ables are working on adding a kiosk to the Three Sons Hardware location where customers will be able to see the lumber and building products and services available through Tri-County Lumber. Customers will be able to place orders through the kiosk and have everything directly shipped to their homes or to Three Sons Hardware from Tri-County Lumber.

For the Tri-County Lumber location, having access to hardware and home improvement products and services that lumberyards don’t typically carry helps the operation’s contractor customers. Dave says Tri-County Lumber has over 200 pro customers who can now shop for supplies on the Three Brothers Hardware e-commerce website and have products transferred to Tri-County for them to pick up there. This location also has a small section in the store stocked with power tools and other hardware items.

In terms of revenue and deliveries, Dave says the lumberyard does the same amount of sales in a week that the hardware store does in a quarter, but he appreciates the challenge.

“The partnership between the two stores creates additional revenue streams for both operations,” Dave says. “We see

This fall, NHPA will launch a new educational program that will guide retailers through managing cash flow to support growth and success. The classes will be led by Kim Peffley, NHPA’s director of organizational development and consulting, and Brian Young, small business consultant. Learn more at PDRmag.com/cash-flow

good synergy there, and it will also give us a platform that as we grow and scale more smaller hardware stores, we can also provide building products and services.”

The Ables’ five-year goal is to operate 10 hardware stores that are 8,000 to 10,000 square feet and several 30,000 to 40,000-square-foot building centers to complement the hardware stores.

“We’re not going to play in the cities where there are big boxes but rather want to target those markets underserved by the big-box retailers,” Dave says. “When it comes to growth, we’re going to do it in a way that benefits our customers.”

A major contributor to the success of your growth strategy is building a team to support your goals. The Ables named their hardware operation Three Sons Hardware after their three sons, David, Sam and Nicholas, who they hope will one day take over the company. Currently, David works as a store manager at the Big Lake store, Sam is taking industry-related classes and working at Tri-County Lumber and Nicholas just graduated from high school.

Dave says he has identified several key players from Tri-County Lumber who he wants to tap into for leadership roles, and he will continue building his bench. Also key will be uniformity across all locations in terms of processes, employee compensation and benefits.

“Throughout my corporate career, I led teams at multiple facilities in varying regions of the country and have learned that communication and visibility are critical to ensuring team members working at any off-site locations feel valued, informed and a critical part of the organization,” Dave says. “We’ll be sure our communication across all locations is the best it can be and we have leadership visibility across the board.”

Key Takeaways

1

2

3

Start with what you know and grow from there.

Lean into your customers’ needs to drive growth.

Put a team in place who believes in your growth.

Three Sons Hardware has grown thanks to owners Dave and Lori Ables leaning into what their customers need.

Wisdom Passed Along

Past Top Guns Award honorees share their insights and lessons learned for growing in the independent channel at PDRmag.com/top-guns-growth

4

I don’t think creating scale will work for my operation. One of the biggest benefits of physical growth and multiple locations is taking advantage of scale. Rather than linear growth, scaling your business allows you to expand without incurring significant additional costs. Scalable growth gives you the ability to spread out costs across your operation. As an additional bonus, additional locations and larger operations often lead to more buying power with wholesalers.

Breaking the stereotypes of what makes an independent home improvement retailer successful, Darren Tomasini has built a successful career and continued the legacy of his operation, Dazey’s Supply, where he serves as president and CEO. His accomplishments have come from embracing scalable growth for the operation.

Stephen Dazey opened Dazey’s Supply in 1974 in the town of Redway, California, when he saw an influx of residents to Humboldt County who were looking to live out their counterculture lifestyles and needed lumber and building supplies. He started milling lumber and selling refurbished windows, and with customer input, added hard-to-find and premium gardening tools and supplies.

In 2015, an independently owned hardware store three miles away in Garberville, California, went up for sale. Tomasini says they originally bought it so another competitor wouldn’t, but that purchase ended up being a springboard for expansion.

The operation has since grown from those two stores in Redway to three additional locations in California, two stores in Oregon and a new store in Bluffton, Indiana.

While the move from the West Coast to the Midwest may seem random, when approached with the opportunity to buy in Indiana, Tomasini did his research and liked what he saw. The community was growing rapidly, and there was potential in the nearby Ohio market, which fit into Tomasini’s growth strategy of operating several stores in a central area to help with scale and provide support to one another.

“The store in Bluffton is located next to a Lowe’s and a Walmart—I love that,” Tomasini says. “Those are major companies that don’t put in a store unless they know the parking lots are going to be full. All I have to do is get those customers to choose to come to my store instead.”

Once a new location works out, Tomasini says he searches within a 100-mile radius for two or three more locations so each location can support the other. The company wants to establish clusters all across the country and build a network of stores nationwide.

“Our philosophy for growth is that we want three or four stores in a cluster so those stores can feed off each other,” Tomasini says. “It’s easier to buy better deals on inventory when you’re buying for a cluster of three versus one.”

Key Takeaways

Take growth one step at a time. 1

2

3

Consider outside-the-box ideas or areas for growth.

Utilize scale to grow in a financially sound way.

5

I can’t control the economy, labor challenges or the weather.

The retail industry can sometimes feel like the wild west with constant changes, uncertainty and cutthroat competition. Rather than letting those fears get in the way of growth, retailers should look at the areas they can control.

Rocky’s Ace Hardware has been in business for nearly a century. In that time, it has remained family-owned and operated and expanded to 50 locations in nine states. President and CEO Rocco J. Falcone II says Rocky’s has always been a growth-oriented company since the first location opened in 1926 in Springfield, Massachusetts.

President and CEO Darren Tomasini takes advantage of scale in growing his operation, Dazey’s Supply

OPERATIONS

An Eye on Progress

Before you can grow, the entire operation needs to be in the right mindset. See six ways to get your team on a path to growth at PDRmag.com/growth-mindset

“We are fortunate to have a succession plan. The multistore strategy has allowed us to grow geographically and financially, both top and bottom line,” Falcone says. “As our footprint has grown, we are able to meet the needs of other existing owners, customers, our associates and our own needs for growth. It is a win-win-win-win situation for all of us.”

Like any retailer, Rocky’s Ace Hardware has faced its share of challenges that affect both sales and operational efficiencies, including external competition, economic uncertainty and changing weather patterns. Falcone says preserving consistency and controlling those areas they can control has been key to overcoming the challenges.

Another challenge during growth is maintaining a consistent roster of employees and assuring the company’s family values and helpful culture are seen across all locations, Falcone says. Finding quality employees isn’t something the company can always control, so it focuses on investing in people development, putting significant time and resources into finding, training and developing leaders in the organization who they empower and trust to operate their business units.

The company holds an annual Leadership Summit for all store and district leaders for nearly three days of learning, presentation and discussions.

For all employees, the company utilizes its wholesaler’s training platform and joins with brand partners to provide weekly virtual training, allowing them to discover more benefits on key products and services customers want.

“We are guided by our strategic plan, which is signed off by leadership and grounds all decision-making and actions across the organization,” Falcone says. “We want to develop our employees at all levels to grow and maximize their potential. Our leaders must own their culture and be totally accountable to our core values.”

Even when you can’t control everything and your growth leads to some failures, Falcone says those speed bumps can be excellent growth opportunities in themselves and a chance to learn. From adding product lines that have failed to opening stores that ended up closing, Rocky’s has seen numerous failures in its 98 years in business.

“Not all growth opportunities turn out to be financially successful, but they are always opportunities for learning,” Falcone says. “Whether it is a particular product or category expansion, or a new location that doesn’t meet expectations, we constantly review what our growth objectives are, where we achieved and where we fell short. This enables us to hopefully make smarter and more informed decisions as we continually evaluate opportunities for future growth.”

Leadership has learned to embrace failure as an opportunity to learn, grow and build a stronger foundation as a result of that failure, Falcone says.

“A lesson that we have learned is that success is not defined by your strengths, but rather how you are able to recover from your biggest failures,” he says. “We also learned that we should always be in a position to pivot, adapt and prepare to recover from failure. As a 98-year-old business, we have had to adjust our business model several times to continue to move forward.”

1

2

3

Concentrate on the areas of your business you can control.

Maintain your culture and values across all locations.

Learn from your growing pains.

At Rocky’s Ace Hardware, growth involves constantly evolving and learning from the past. Pictured from left to right, vice president of human resources Brant Fahle, director of IT Helder Lucas, director of merchandising John Falcone, president and CEO Rocco Falcone, COO Luis Pedro and VP of operations Steve Poul

When performance cannot be compromised, FrogTape® – the brand that reinvented painting with PaintBlock® Technology – delivers professional results you can trust –when it matters most.

OUTSIDE THE BOX

NHPA Top Guns Honoree Darren Tomasini Embraces Unconventional Growth

BBY LINDSEY THOMPSON

reaking the stereotypes of what makes an independent home improvement retailer successful, Darren Tomasini has built a successful career and continued the legacy of his operation, Dazey’s Supply, where he serves as president and CEO. In recognition of his successes, the North American Hardware and Paint Association (NHPA) has named Darren a 2024 Top Guns Awards honoree.

DARREN TOMASINI

DAZEY’S

SUPPLY President and CEO

For 18 years, the Top Guns Awards program has recognized innovative, passionate retailers who are leading their operations and the independent home improvement industry at large with strategic investments focused on preserving independence and growing the channel. This award recognizes individuals as representatives of their operations who, through the work of engaged, dedicated staff, are making marks in their local communities.

Next in Line

Get a look at how one retailer turned her operation into an ESOP to assure the future success of the business at PDRmag.com/passes-reins

While his methods may seem unorthodox to some, Darren’s leadership has led Dazey’s Supply to grow beyond northern California and has resulted in a strong company culture that draws employees in and makes them want to stay. He hasn’t done it alone, however.

“My successes would not have been possible without the support and help of my employees, customers and community,” he says.

A New Direction

Working in the lumberyard for Copeland Lumber, a regional lumber chain in the Pacific Northwest, while he attended college was Darren’s first foray into the independent home improvement channel.

“I didn’t like it at first because I was 19 years old, and that’s not what I wanted to do,” Darren says. “But over time I grew to really enjoy it.”

Darren went through Copeland Lumber’s management program, and not long after, was asked to run a store in Eureka, California.

“Again, I did not want to do it, and I said, ‘No way,’” Darren says. “Somehow they convinced me. I ended up liking it so much that when I graduated from college, I decided not to follow my original plan to go to law school and ended up staying to manage that store.”

Darren also spent 15 years with Myrtletown Lumber until 2009 when he resigned as general manager. Not sure what he wanted to do next or where he wanted to end up, Darren received a phone call from the general manager of the Redway location of Dazey’s Supply, who was leaving and looking for a replacement.

“I drove there and came upon this funky little place,” Darren says. “I met with the owner, Stephen, who started the company in the 70s. I really liked him and the operation. Though it felt a little crazy, it also felt right. I told my wife I was going to take the job, and I have been here ever since.”

An Alternative Path

Stephen Dazey opened Dazey’s Supply in 1974 when he saw an influx of residents to Humboldt County who were looking to live out their counterculture lifestyles and needed lumber and building supplies. He started milling lumber and selling refurbished windows, and with customer input, he added hard-to-find and premium gardening tools and supplies.

After joining Dazey’s Supply, Darren helped grow the operation from that one store in Redway to three additional locations in California, two stores in Oregon and a new store in Bluffton, Indiana.

While the move from the West Coast to the Midwest may seem random, when approached with the opportunity to buy in Bluffton, Darren did his research and liked what he saw. The community was growing rapidly, and there was potential in the nearby Ohio market, which fit into Darren’s

growth strategy of operating several stores in a central area to help with scale and provide support to one another.

The newest store in Bluffton is located next to a Lowe’s and a Walmart, which Darren says he actually loves because those organizations won’t put in a store unless they know it will be successful.

When opening the Bluffton store, Darren turned to unconventional methods for advertising, targeting local customers with $100 in offers. The first mailer included a certificate for $25 off a purchase and a second mailer announced the grand opening and included another certificate for $25 off a purchase, plus a $50 certificate to use on opening day.

“That’s $100 of free money. It gets people in the door, and it works every time we do it,” Darren says. “The event drew thousands of attendees, and our customers even used Lowe’s parking lot to come to our event.”

Along with unconventional growth strategies, the company has been on the forefront in other areas.

A forerunner in the independent channel for the employee stock ownership program (ESOP) model, Dazey’s Supply has been 100% employee-owned since 2016.

With so many home center, lumberyard and hardware store owners getting to or already at retirement age, an ESOP can be a viable exit plan option.

The ESOP format has been highly successful at Dazey’s Supply, Darren says, giving employees an active interest in how the company performs because everyone has a personal stake in the business.

Darren Tomasini (center) loves working with employees in their 20s and acting as a mentor of sorts as they figure out their own careers.

“We encourage and have a lot of employee involvement, and we’re very open with our staff,” Darren says. “I believe if we’re an ESOP, our employees should understand where we are financially, they should know what a profit and loss statement looks like and they should know what happens when they make that big sale and how it positively impacts the company overall. I want them to know their effort matters.”

A willingness to adapt to the changing retail landscape and empower employees to be leaders have also been key for Darren and Dazey’s Supply. The management team frequently reads books on leadership and has discussions with employees about what being a leader looks like.

“I feel we’re progressive as a company,” Darren says. “We believe in knowledge. We believe that everything changes all the time, and we have to be able to adapt to those changes and think in different ways than maybe we are used to thinking.”

When it comes to innovation, Darren is not afraid to make decisions that are best for the company even if those decisions don’t make him popular.

A few years back, Darren decided to bring high-end dog food into the stores against the recommendations of the store managers. He saw potential with that product and now, Dazey’s Supply sells over $1 million in pet food each year. Those customers coming in for pet food often purchase other items as well, increasing overall sales.

Darren and the staff at Dazey’s also partnered with the Japanese company Chikamasa to create the molds for six models of high-quality gardening scissors made by Chikamasa.

The partnership began when Dazey’s became the retailer selling the most Chikamasa scissors in the U.S. Dazey’s Supply is now the U.S. distributor of the scissors for Chikamasa, selling wholesale its six models plus about 20 additional SKUs, Darren says.

“We’re risk-takers,” Darren says. “You’re not going to get anywhere by just staying put, so we think outside the box about the way we serve our market and the way we do things.”

A Respect for Others

From the beginning, Dazey’s Supply has been committed to its employees and community, and Darren honors that relationship today by staying involved in each of the local communities—whether it’s California, Oregon or Indiana—where there are stores.

“Stephen wasn’t going to a Rotary meeting every other week. His idea of community involvement was being hands-on in the community by cutting down trees and building a community center in Redway,” Darren says. “Those ideals he established are ingrained in everything we still do as a company.”

Along with giving to smaller causes like sponsoring local youth sports teams, Darren strives to make a bigger impact and gives larger donations to build fire stations, hospitals, community parks and more.

Celebrate With Us!

Meet the Top Guns Awards honorees at a reception on Aug. 29 sponsored by the National Hardware Show. The reception will be part of the Independent Home Improvement Conference, taking place Aug. 27-29 at the JW Marriott Marco Island Beach Resort in Marco Island, Florida.

LEARN MORE AT ihiconference.org

RECEPTION SPONSORED BY

“We have people in the Rotary Club and the chamber of commerce; we do all that,” he says. “But we try to also do things on a bigger scale, not to say we’re great but just because we want to give back in big ways.”

A Grateful Heart

Darren says he wants to make Dazey’s Supply the best place to work as possible for employees.

The company offered paid sick days before the state of California made it a law, has always paid a higher-than-average wage and provides an enticing benefits package, including dollar-for-dollar matching 401k, a rare benefit for employees part of an ESOP.

“Our culture is about our communities and is about growth, but not just growing our revenue. It’s about growing our people too,” Darren says. “Our mission statement is: How we grow matters. Nobody is more important than anybody else in our organization. Whether you are down at the bottom or up at the top, we see everyone on the same level.”

Having just celebrated a milestone birthday, Darren says his favorite part of the job is working with younger employees because they keep him feeling youthful.

“I love working with people in their 20s because that is when they are just starting their careers,” Darren says. “I don’t want to call myself a mentor necessarily, but I do enjoy guiding these young people because I was in the same boat in my 20s.”

Running a company that is an ESOP, Darren is motivated to get up each day and make the business as successful as possible for the employees and their futures.

“We have made promises to these employees about their retirement,” Darren says. “It’s up to us to be as successful as possible to fulfill that obligation to them.”

INDUSTRY EVENTS

Practical and Practically

MIND-BLOWING

Just like the Florida sunshine, the educational opportunities at the Independent Home Improvement Conference (IHI Conference) will shine bright. During the three-day event, taking place Aug. 27-29 at the gorgeous JW Marriott Marco Island Beach Resort in Marco Island, Florida, attendees will leave with practical takeaways, helpful insights and hopefully a little vitamin D.

Following the conference theme of retail operations and innovation (ROI) attendees can attend breakout sessions covering four tracks.

The Independent Home Improvement Conference Will Dive Deep Into Hot Topics

Each of the breakout tracks—technology; marketing, merchandising and advertising; retail operations; and employee engagement—include three sessions plus a “hackathon,” a collaborative event where individuals or teams work intensively to solve problems or create innovative projects within a set time frame.

Attendees will come together to brainstorm, strategize and prototype solutions, fostering creativity in a fast-paced environment to refresh, redesign and recharge the way you think about ROI.

DON'T MISS BREAKOUT SESSIONS

From These Companies

• ECI Software Solutions

• Watcher Total Protection

• Mountain Mojo Group

• National Cooperative Bank

• GMG EnviroSafe

• 4R Systems

• Pennsylvania Lumbermens Mutual Insurance Co.

• Epicor

• Rundoo

• Fluidmaster

INDUSTRY EVENTS

Breakout Sessions Are Filling Up!

The IHI Conference keynotes, panels and breakout sessions will refresh, redesign and recharge how you think about retail operations and innovation (ROI)— learn more and register at ihiconference.org

EXPERT INSIGHTS RULE

The Main Stage

After the morning breakout sessions, the main stage will host three keynote speakers.

Al Comeaux Change management expert and former executive at Travelocity, GE and American Airlines

Daniel “Rudy” Ruettiger Former Notre Dame football player and inspiration for the movie “Rudy”

Arthur Greeno Entrepreneur and owner/ operator of two Chick-fil-A restaurants in Tulsa, Oklahoma

Also on the main stage, three retailer and expert panels provide solutions to real-life challenges.

AUGUST 28 | 1:30 P.M.

Beyond Survival: Creating Growth in a Flat Economy

Hear from a dynamic group of retailers who make strategic choices to drive growth in their operations, regardless of what the economy has in store.

AUGUST 29 | 1:15 P.M.

Why Is This so Hard? Navigating the Labor Dilemma

This panel offers a platform for attendees to glean insights from industry leaders who are pioneering unconventional methods for sourcing, retaining, motivating and compensating their teams.

AUGUST 29 | 2:15 P.M.

On Track for Education

Here’s a closer look at the topics that will be covered during the breakout sessions. Breakout sessions are filling up fast, so register soon to claim your spot!

Technology

• Behind the Screens: Taking on E-Commerce

• AI Unleashed: Supercharge Your Business

• From Clicks to Cash: Navigating E-Commerce Trends

• Hackathon: Unlocking the Secrets of Tech Investment ROI

Employee Engagement

• Not Another Pizza Party: Fresh Ideas to Boost Employee Engagement

• Dollars and Sense: Maximizing Productivity With Minimal Investment

• Mission Retention: Finding and Keeping 5-Star Staff

• Hackathon: Developing Solutions for Your Dream Team

Marketing, Merchandising and Advertising

• From Repeat Buyers to Raving Fans: Mastering Customer Loyalty

• Home Turf Advantage: Mastering Local Inventory Advertising

• Ad Wars: Balancing Traditional vs. Digital Advertising

• Hackathon: Creative Solutions to Make a Big Marketing Impact on a Shoestring Budget

Innovation Unleashed: Inspiring Stories From NHPA Top Guns Honorees

These industry luminaries share their remarkable stories of innovation, community stewardship and strategic vision that have shaped the landscape of independent home improvement retail.

Retail Operations

• Shrink Survival Guide: Strategies for Retail Resilience

• Navigating Cash Flow: The Roadmap to Retail Prosperity

• Cyberthreats to Severe Weather: Managing Risk Across Your Operation

• Hackathon: Using KPIs to Boost Success

Photo provided by JW Marriott Marco Island Beach Resort

Register Now + Save

General $749 until August 5

Last Chance $949 until August 26

Check out the May 2024 issue of Paint & Decorating Retailer for the Q&A with Al Comeaux and stay tuned for July’s issue to meet Daniel “Rudy” Ruettiger.

CULTURE Service Through

Meet Keynote Speaker and Entrepreneur Arthur Greeno

Despite facing numerous challenges as a child, Arthur Greeno has found success as an entrepreneur and philanthropist in Tulsa, Oklahoma. As a result of his investments in company culture and his dedication to his team, his two Chick-fil-A restaurants have an average staff tenure of six years, with some members having been with him for over 20 years. Paint & Decorating Retailer sat down with Arthur, who shared about his path to become an entrepreneur and how company culture is key to customer service.

Paint & Decorating Retailer (PDR): Did you always want to be an entrepreneur?

Arthur Greeno (AG): I came to be an entrepreneur by accident. I was working as a team member at Chick-fil-A trying to get through college. During a pivotal time in my life, I donned a chicken suit for a Chick-fil-A grand opening. That’s when I decided that Chick-fil-A was the direction I wanted to go.

PDR: What are some of the key tenets of your company culture?

AG: When we’re looking at the key concepts for culture, it’s actually pretty simple—we ask, “Are we serving and caring for our team?” If we are truly looking for opportunities to serve and care for our team, there’s no shortage of opportunities. When you strive toward this end, no matter how hard it may be or how much time it might take, you’ll find your culture will thrive.

PDR: You say the key to hiring is finding people who have a heart to serve. Where do you find employees who want to serve?

AG: We start by looking in the right places. We created a cheat sheet with 10 to 15 places we turn to when it’s time to recruit. I can reach out to connections there and ask if they have anyone who might want a job. Most people

won’t send you inferior employees; if they’re sending you someone, most likely they’re going to be someone they think would be a good fit. Look at those around you who could provide these recommendations—coaches, teachers, counselors, youth, ministers. I use my personal social media to recruit when I’m looking for people.

PDR: What does the hiring process look like to bring on people who have a heart to serve?

AG: I am very particular when it comes to interviewing. If I see someone has moved from job to job, I already know they are probably not a good fit for us. When interviewing, we will ask “What extracurricular activities are you involved in?” If a potential employee is involved with the band, on a sports team or volunteers at church, that is a good indication they are committed and reliable and can be counted on to show up for work and be willing to serve customers.

PDR: How do you maintain a heart to serve after an employee is hired?

AG: Once an employee is hired, our training program starts, which includes opportunities for employees to serve. Whether it is serving the guest or one another, we publicize when employees are “doing it right” through our televisions, social media and messaging system. We try to emphasize what “right” looks like. We hope that the recognition we give employees motivates them to continue doing right.

PDR: Tell us about your philanthropy work.

AG: My mission is to teach, inspire, serve and give generously. One thing I have learned is that I give to what I’m passionate about, it’s a good long-term tool to keep me engaged with organizations. Currently, I serve as president of Tulsa Pop Kids. Our mission is to support literacy through pop culture, which we achieve by providing graphic novels and comic books to children through a number of organizations. I am the chair for the Tulsa Christmas parade, an annual Christmas parade that excites the imagination of the entire city.

THANK YOU TO OUR CONFERENCE SPONSORS

NHPA’s Retail Management Certification Program is built for owners, managers and key employees in the independent home improvement industry, with a focus on training to grow store sales and profits.

Follow in the footsteps of more than 300 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!

the QR code or visit the link below to apply.

These companies have advocated for independent retailers by supporting the program.

CATEGORY FOCUS

Merchandising Matters

3 Ways to Make it Easy to Shop for Applicators

BY JACOB MUSSELMAN

Anecessity for any paint job, applicators stand as one of the cornerstone categories in any paint store. Although paint applicators may seem like an easy sell, having a well-organized and well-stocked department can take those sales to the next level.

At Blue Mist Paint & Flooring in Spartanburg, South Carolina, co-owner Ashley Peterson, alongside her husband and fellow co-owner Heath, have learned practical lessons about merchandising, advertising and selling applicators since opening the store in 2022.

Although the Petersons have only been in the independent paint industry for a few years, they’ve gained a wealth of knowledge on how to run a store. Ashley shared three ways they improved their applicators category using creative merchandising, engaging in digital marketing and bundling products.

Empower Your Team, Elevate Your Business

NHPA now offers Advanced Paint Sales training, a series of four courses focused on paint-specific product knowledge and customer service. Sign up at YourNHPA.org/membership

Retailer

Recommended

“The

pink was obvious for me, the girly color gets your attention. With the market for flipping for furniture so hot right now, this product is a must-have. The roller provides a smooth finish and the paint brush gets into all the nooks and crannies and the box itself turns into a paint liner.”

—Ashley Peterson, Blue Mist Paint & Flooring

Paint Project Kit

The Wooster Renew Project Kit is great for touching up scuff marks, chips, missed spots or applying paint samples. The short-handled 1 ½-inch angled brush is easy to control and the compact 3-inch roller gets into small areas. Plus, the package converts to a ready-to-use paint tray. WOOSTER BRUSH CO. | woosterbrush.com

1 Shop Your Own Store

Using strategic presentation of products and effective organization is key when trying to pique customer interest and encourage purchases.

Grouping key products, like rollers, brushes and sponges, gives customers a convenient shopping experience. They’re also less likely to need help finding related products.

Ashley says over the past few years, she’s learned how to organize her products to better serve her customers. When thinking about organizing their store, she and Heath thought through their layout as if they were shopping there.

They analyzed their store layout and found that many of their sundries were sporadically located, with no thought put into how customers shop for these items.

“When we first opened the store, we had a lot of fixtures floating around the center of the store with different brushes, roller covers and other sundries, but they were mismatched all over the place,” Ashley says. “We decided to make a big change, moving all of our sundries to a 16-foot gondola along one wall.”

By consolidating her sundries, putting similar products near one another and keeping her best-selling products at eye-level, Ashley was able to show customers everything the store sold in one spot, rather than making them hunt the aisles.

“I noticed an increase in sundries sales almost immediately,” Ashley says. “Our sundries section is now a massive wall of tools, it’s really in your face. I’ve noticed that keeping your sundries together and making it the biggest presence you can, more people will gravitate to it, especially when your store is smaller.”

Blue Mist Paint & Flooring has diversified its applicator category while stocking them in the same area in the store.

2

Be Social Media Savvy

The Pew Research Center released its global entertainment and media outlook that says nearly 60% of Americans still prefer making purchases in physical stores, and social media can be an effective driver to catch your customers’ attention online and drive them into the store.

While online platforms like Facebook and Instagram can seem daunting to some, putting in just a little effort can pay off in the long run. In a digital age where more customers are choosing to purchase online, the Petersons recognize the importance of social media.

Ashley regularly uses her store’s social media accounts to promote sales, share reviews of the store and provide details about the business. To promote the store’s applicators, she posts special sales and deals on these products.

Ashley is also a member of multiple local Facebook groups, where she routinely posts community polls asking customers what they want to know, common DIY problems and what customers want to see their store carry.

3 Bundled Brilliance

When thinking about ways to compete with big-box stores, the Petersons devised a “Weekend Warrior Package” that includes everything a homeowner needs to begin a DIY project: 1 gallon of paint in any color or finish, a brush, a roller with covers, a sanding sponge, a paint trim cup and a paint tray.

Selling related products in a bundle allows customers to buy a complete project, rather than shopping around your store for what they need. Bundling products creates an instant project sale, leading to higher transaction sizes.

“We tried it to compete with the local box stores,” Ashley says. “When thinking about this deal, we thought about what a homeowner who wanted to paint a room would need, and that’s everything we put into the package deal.”

About Applicators FAQs

Customers will likely come into your store with questions about proper applicator use. Here are answers to three commonly asked questions to help you make the sale.

Should my brush type change with the type of paint I’m using?

Natural bristle brushes are preferred for use with solvent-based coatings, such as stain. Natural bristles are hollow and can absorb the water contained in a latex paint, causing them to swell and become soft and limp.

Most synthetic brushes work well with both latex and solvent-based coatings, but always check the manufacturer’s recommendations on the brush. Some of the solvents used in solvent-based products can break-down the composition of a synthetic bristle so always check the label.

Is an expensive brush really worth the additional cost?

High quality or more expensive brushes have distinct advantages over the inexpensive ones. High quality brushes will finish the job more quickly because a top-quality brush has the ability to “hold” more paint in the reservoir, which means you will spend less time “painting the can” than applying the paint to the surface. Also, a top-quality brush will have a tapered end, which means there are shorter bristles on the outside and longer bristles in the center.

How should I care for my brush so it maintains its performance level after use?

Clean every brush immediately after use with paint thinner or brush and roller cleaner for bristle brushes and soap and water for nylon or polyester brushes. Use a brush comb to clean and straighten the bristles. Do not soak your brushes for extended periods of time as it will cause them to lose their shape.

October 17-19 | Austin, Texas

What a Difference a Year Makes

BY MICHAEL BEAUDOIN Executive Vice President, ALLPRO

IN 2023, THERE WAS A MAJOR RESET in terms of the numbers we had to work through, and business finished down -5.4% with the fourth quarter being the toughest. Then, like a light switch, the business felt different starting January 1. We continued to fight and were up for the year slightly after the first quarter. Then in April, we had the single largest billing month in the history of the group and May’s numbers came in equally as strong, with the group tracking to be up about 10% heading toward midyear.

Aside from the numbers, there is optimism within the group that feels completely different from this time last year. As I knew they would, members spent last year working on their businesses in the face of margin and sales losses, which seemed to depict 2023. They adjusted inventories, reorganized their businesses and started this year determined to take back market share. This attitude was certainly felt at our spring show where numerous suppliers reported record sales. Members are now opening new stores as well as diversifying their business models to expand into new categories.

ALLPRO is doing its part to continue to expand and create value for its stakeholders. The spring show was the largest to date, which is a testament to our continued investment in this event. Another recent investment was the ALLPRO U Member Roundtable we hosted in Chicago in May. The event welcomed about 60 members and 100 attendees who spent two days with a robust agenda that included a presentation from world-renowned health expert Chris Johnson (author of “Eat Rest Move”) and roundtable sessions where members with stores close in size were paired to discuss strategies on how to handle many of the “blocking and tackling” subjects facing small businesses. Mike Coffey also spoke on strategies for competing with Sherwin-Williams.

The investments will continue as we are planning a Next Gen event at the upcoming Stockholders Meeting in Austin. We are also looking to conduct a Women’s Only event soon either at the Stockholders Meeting or in San Antonio in the spring. In addition, we are adding new categories such as decorative finishes, industrial coatings and lacquer programs, which seem to be driving the growth in the distribution centers. Our goal this year is to continue to invest in events and programs that have the maximum benefit to the greatest number of members and that also contribute to our foundational success as a group.

At the ALLPRO U Member Roundtable in Chicago last month, 100 attendees from member companies enjoyed networking and learning business improvement strategies from presenters.

Benchmark Your Business

Every year, NHPA’s Cost of Doing Business Study delivers key data and insights to help retailers cut costs, boost profits and plan for long-term financial success.

Participate in the 2024 Cost of Doing Business Study survey by June 30 and get a FREE copy of the 2024 Study and more. Participation is free, easy, and confidential.

Complete the Survey Today!

Scan the QR Code to watch the video

Cost of Doing Business Study

News to You

Stay up to date on the latest industry news by subscribing to our newsletters at PDRmag.com/subscribe

3M Invests in Nebraska Facility

What You Need to Know in June

Dunn-Edwards Announces Northern California Expansion

Amidst the closing of California-based paint manufacturer Kelly-Moore Paints, the Dunn-Edwards Corp. announced the opening of 17 retail stores throughout Northern California, extending its presence in the region by over 50%.

3M announced a 90,000-square-foot expansion to its manufacturing facility in Valley, Nebraska. The expansion will increase the plant’s manufacturing capacity and add roughly 40 new jobs. The $67 million investment includes new production lines, equipment and a warehouse.

Department of Labor Revises Fair Labor Standard Act

The Department of Labor announced it has raised the minimum salary threshold for overtime pay, allowing more workers to be paid overtime. The threshold for pay will increase in July 2024, January 2025 and every three years afterward.

To read these news stories and other news, visit PDRmag.com/news

Rust-Oleum Grows in California

Rust-Oleum has expanded its distribution capabilities with its center in Riverside, California, fulfilling products specifically tailored for roof restoration projects. This is the latest addition to the network of roofing product distribution centers currently located in Texas and Florida.

PPG Announces Record Performance in 2023

The company reported full-year net sales of approximately $18.2 billion, up 3% year over year. In 2023, organic sales rose 3%, driven by higher selling prices, and the company delivered on its commitment to shareholders to execute strong margin improvement.

Research Fosters Growth

PAINT STORE OWNER SHARES HOW NHPA STUDY

STRENGTHENS HER BUSINESS

If someone asked you how your business was performing, could you answer them? For Peggy Sue Wingard, owner of O-Gee Paint, a two-store operation in Miami, Florida, she easily paints a detailed picture of the company’s strengths and areas they are working on improving. Her secret to knowing the ins and outs of her business is participating in the North American Hardware and Paint Association’s (NHPA) annual Cost of Doing Business Study

“The Cost of Doing Business Study allows me to take a step away and look at the business as it compares to others in the industry,” Wingard says. “I enjoy the self-competition of the study because it’s not us against another retailer, it’s me against myself from year to year.”

Wingard, who has been a part of the study for a decade, shares the transformative power of participating in the study, highlighting how it equips independent home improvement retailers with a better understanding of how their operation is performing.

Paint & Decorating Retailer (PDR): Why do you think it’s important for independent retailers to participate in the Cost of Doing Business Study?

Peggy Sue Wingard (PW): The more retailers who participate, the more robust the results will be and the more beneficial it will be for everyone. I tell every retailer I meet they need to participate to benefit the industry as a whole and to better understand and improve their own operation. With NHPA running the study, you save on needing to hire a consultant, too.

PDR: What is all involved in the process for participating?

PW: Participating is very easy—there are a few simple ways to submit your data. Or, you can send NHPA your financials, and they’ll plug the date in for you. Plus, it is reassuring knowing that your data is secure and not shared with anyone else.

PDR: How do you use the information in the study to better your operation?

PW: As soon as the completed study and my financial data are sent to me, I immediately get the information, print it out and start going line by line through it to see where I fit in. Overall, it helps you develop a plan each year after analyzing the data and seeing some areas where your expenses are higher and others where they are perhaps too low.

Q A &

The 2024 Cost of Doing Business Study survey is now open for retailer participation! When you participate in the study, it can help you identify future financial opportunities and set goals for your business. Participating is free, easy and confidential. Learn more at YourNHPA.org/codb

CALE NDAR

Visit YourNHPA.org/cal to find more industry events online.

Lancaster’s National Road Show

August

*Events are current as of press day.

To add your event to the industry calendar, send an email to editorial@YourNHPA.org

Armstrong-Clark 31 armclark.com

ArroWorthy 19 arroworthy.com

Benjamin Moore IBC benjaminmoore.com

Corona Brushes 13 coronabrush.com

DAP Global Inc. 25 dap.com

Dumond Global 46 dumondglobal.com Epicor 11 epicor.com

NHPA Cost of Doing Business 43 YourNHPA.org/codb NHPA Retail Management Certification Program 35 YourNHPA.org/rmcp

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The Retail Marketplace Can Help You

Buy a Store | Sell Your Business | Post a Job, Get a Business Valuation | Find a Lender and More

BUSINESS FOR SALE

Northwest Farm & Home Supply Co.

Location: Lemmon, SD

Gross Revenue: $3.21 million

The main building is a total 27,213 sq. ft. of retail and warehouse space on 4 acres. The main bldg. was constructed in 1994 with additions constructed in 2002 and 2004. Single story with 22’ clear height in 11,459 sq. ft. of lumber warehouse, three grade level doors and two dock height doors.

BUSINESS FOR SALE

Hoosick True Value

Location: Hoosick Falls, NY

Gross Revenue: $1.26 million

Price: $1.875 million

This opportunity offers a turnkey sale of a general hardware business located in northeastern Rensselaer Co., New York. The business serves five towns and southwestern Bennington Co., Vermont, and 25 miles east of Troy, New York.

BUSINESS FOR SALE

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 the Kansas City Metropolitan Area of Missouri. The Company is a long-standing retailer and installer of consumer and commercial improvement products.

BUSINESS FOR SALE

Albrights Hardware & Garden Center

Location: Allentown, PA

Gross Revenue: $1.9 million Price: $800,000

Albrights Hardware is an established hardware store with strong neighborhood ties and has been a Lehigh Valley staple for over 50 years. The current owners have owned the store since 1992. Albrights serves its loyal customer base by providing quality products and exceptional customer service.

BUSINESS FOR SALE

Central Vermont Paint, Flooring and Decorating Business

Location: Vermont

Gross Revenue: $2.82 million

Price: $1.1 million

Full-service decorating store providing flooring, paint, window treatments, kitchen/bathroom remodeling, cabinetry product offerings, design assistance, specialized service, and professional installation.

BUSINESS FOR SALE

Private Business

Location: Alabama

Gross Revenue: $2.21 million

Price: $649,000

BUSINESS FOR SALE

Private Business

Location: Pennsylvania

Gross Revenue: $1.6 million

SEEKING BUSINESSES

The Aubuchon Company

For our next acquisition, we are looking for:

• Single-store and multi-store hardware operations

• Located in northeast and southeast United States

• Store size of 5,000-30,000 ft 2

• At least $3 million in average store sales

SEEKING BUSINESSES

Bolster Hardware

We are looking for:

• Geography agnostic

• With or without real estate

• Store revenues of $1.5M+

• We prefer to honor the family name and heritage in the local community by not changing the name

• We prefer to keep all employees as part of the acquisition

SEEKING BUSINESSES

Gold Beach Lumber Yard

We are looking for:

• Single-store and multi-store hardware operations

• Located in the Pacific Northwest

• Store size of 5,000 ft2-30,000 ft2

RESOURCES

Learning to Lead

NHPA’s Retail Management Certification Program offers targeted education for retailers entering new leadership roles. Learn more at YourNHPA.org/rmcp.

NHPA AMBASSADOR

REFINING HER SKILLS

Tina Green Takes on Challenges With Confidence

What is your favorite part of your job?

Whether for a customer or for one of our associates, I get great satisfaction from being able to help people find solutions to their issues. Every day there is something new. Having the autonomy to make decisions and the support from my organization to take risks and try things I may not have tried before has been invaluable to me.

When you were a kid, what did you want to be when you grew up?

I wanted to be a singer. My parents had a band when I was growing up, and I loved listening to them and singing along with them.

How do you stay involved in the community?

We sponsor many fundraisers in the communities where we have stores, and we are very excited to now be offering scholarships for local high school students going into the trades or other construction-related fields through our Nation’s Best Cares program.

Why did you agree to become an NHPA Ambassador? What have you enjoyed the most in your relationship with the association? I agreed to become an NHPA Ambassador because working with NHPA truly has been a life-changing experience for me. There are so many great programs NHPA has to offer, and participating in its Retail Management Certification Program helped me refine my skills and become a stronger and more empathetic leader. After the program, I’ve continued to grow and be challenged at different levels and have been able to meet those challenges with more confidence and decisiveness.

What is the best piece of professional advice you’ve ever been given?

Be early and make sure your words and feet are going in the same direction.

What do you do for fun when you’re not working?

I love spending time on the lake boating with family and friends and am very passionate about metal detecting.

NHPA AMBASSADOR About the Program

Nation’s Best Holdings 10 stores in TX, NM, AZ & CA

What kind of music do you like to play in the stores you support?

I like to play upbeat country and 80s music, anything with a good beat. I enjoy songs that people know the words to so we can all sing together.

What is your proudest moment as part of the independent channel?

The day I received the call to participate in Retail Management Certification Program, I was so excited. It was, and still is, a great honor to represent Nation’s Best in that program because I learned so much. My second proudest moment was when I was promoted to regional vice president. I was honored to be offered such an amazing opportunity with Nation’s Best.

The North American Hardware and Paint Association (NHPA) Ambassador Program brings together a small group of NHPA members from across the industry who are passionate about the independent home improvement channel and have a deep involvement with the association. NHPA Ambassadors help connect their retailer networks to NHPA, encouraging retailers to become more involved with the association’s offerings, like online training, consulting, college-level courses and more.

Tina Green Regional Vice President

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WITH OUR PAINT PRODUCTS AND PAINTING TOOLS, we’re not just supporting your DIY projects; we’re championing them.

From the first stroke to the final touch-up, our commitment to quality and affordability ensures that your creative endeavors are not just possible, but exceptional.