Ind epe n de nt January/February 2021
Wallauer PAINT & DESIG N
A CEN TURY OF SERV IC E
A REMARKABLE RETIREMENT ALLPRO's
Joe Poliseo
bids farewell after a fond 40+ years
A L LP RO’S NE W B OA R D ME MB E R S bring energy and experience An ALLPRO® Publication
FAL L STOCKH OLD ERS’ ME E TIN G is a virtual success
A LLP RO TA LKS Hirshfield’s Michael Weber knows how to work hard and have fun
AT THE MIKE | FUTURE
@ A L L PROCOR P
LOOKING FORWARD TO 2021 make sure that we make the show the best it can possibly be. The fall show is at a new property in Nashville. If we cannot have a spring show, I will make provisions to change the format of the stockholders’ meeting to resemble the spring show by expanding the exhibitors and show hours. We will make all shows the best they can possibly be!
MI CHAEL BEAUDOI N Executive Vice President ALLPRO Corporation
t the time of writing this article, it is the closing days of 2020 with the challenges of 2020 having been well detailed in previous articles as well as my general session speech. The focus for this article is the optimism for 2021 and the opportunities that a new year brings. The challenges of 2020 are certainly not over and starting a new year will not change that. What is ahead are prospects for a much better year and regaining many of the things that we took for granted before the pandemic. The group is also taking a robust position for 2021 and you can expect the following:
S P O T L I G H T:
1. Shows We moved the dates for the spring show out until April 21 – 24 to give us the best opportunity to have a physical show. Assuming the vaccines are widely distributed and we can conduct a safe show, we will move forward. In the event we cannot have it, we will conduct a virtual show on March 9 – 12. In either case, I will
7 Wallauer Paint & Design Slow and steady wins the race 10 ALLPRO Talks Q & A with Hirshfield’s Michael Weber
2. Payment Portal The new payment portal will allow you to manage your payment more effectively by electronically creating an exception report and balancing your payment to the statement. It will also allow you to call up invoices on demand as well as pay your bill electronically. It took longer than anticipated due to the amount of customizing we did to ensure that it will connect seamlessly to our SAP system. This should be launched by May 2021. 3. New ALLPRO POP We have developed several different ALLPRO signs with a new modern look to elevate the brand awareness at your store level for all ALLPRO branded products, as well as your ALLPRO membership. All the signage along with the sign holders will be stocked in the ALLPRO warehouses for easy access. We will have a catalogue so you can view all options and identify what sign work best for your store. Our intent is to make ALLPRO membership and the ALLPRO brand a greater presence in your stores. 4. Training Videos/Modules As part of the process of elevating the benefit for ALLPRO, we are developing new training videos designed to help ALLPRO employees understand the strategic value of
membership, the ALLPRO brand strategy, ALLPRO brand overview as well as training tools to help owners, buyers, and sales associates take advantage of the many tools ALLPRO has to offer. These new training modules are set to become available in the second quarter and we will continually add new modules throughout the year. 5. Warehouses We are set to open our Midwest warehouse and start shipping in early March. This is exciting since many of our members in that trading area will now have access to better pool buys and the ALLPRO brand. In addition, we are going to relocate the Northeast warehouse in October and move to Sterling, MA in a much larger facility. This will give us the ability to expand our product offering and be more valuable to the many members being serviced by our existing warehouse. This one could serve as the future prototype as our leases come up. 6. SAP 10.3 As an exercise of continually investing in our systems, we will upgrade our SAP to the newest version of Business One early next year. This upgraded version will continue to add efficiencies to our systems, providing better connectors to our Magento website and improving our ability to farm data for our members. Regardless of the challenges of the times that we are in, we will always focus on ways to improve our group and be valuable to our stakeholders. I am hopeful and optimistic that 2021 will be a great year and that the lessons we learned through the challenges that we endured will prove to make us better personally and professionally.
14 A Remarkable Retirement ALLPRO’s Joe Poliseo bids farewell after a fond 40+ years
24 ALLPRO Goes Virtual Our Annual Fall Stockholders’ Meeting
30 Retail Business Strategies Keeping an optimistic outlook in 2021
20 ALLPRO’S New Board Members Recent additions bring energy and experience
28 Stress & Immunity Advice from health and wellness expert Chris Johnson
34 Meet ALLPRO’s New Business Development Manager Chad Gibson joins the ALLPRO team
January/February 2021 | ALLPRO INDEPENDENT | 3
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INDEPENDENT | ON THE BLOCK
Congratulations to the new additions to our ALLPRO family!
SHARE YOUR NEWS!
Welcome to our ALLPRO family! Please join us in welcoming ROZAR’S PAINT SUPPLY to the ALLPRO family of independent retailers! Rozar’s Paint Supply is family owned and operated and has six locations in Alabama — Birmingham, Anniston, Cullman, Tuscaloosa, Rainbow City, and Jasper.
If you are involved in a community event, special project, charity, or are celebrating a milestone, please share your news with Susie Fontana at susanne.fontana@allprocorp.com.
Congratulations to the following members on their recent expansions:
VOLUME 4 ISSUE 1
A & E PAINTS is opening a new store in Bonita Springs, FL; Canpro Decorating Products welcomed new members BAYVIEW PAINTS & DÉCOR, INC. of Richmond Hill, ON; BMV SUPPLY LTD. of Vancouver, BC; CENTRE STREET PAINT of Calgary, AB; and PAINT SOURCE PLUS INC. of Keswick, ON; CREATIVE PAINT opened a new location in San Francisco, CA; and THE PAINT STORE INC. added a new location in Basalt, CO.
ALLPRO Leadership President Elliot Greenberg Executive Vice President Mike Beaudoin Vice President of Merchandising Scott Morath Marketing Coordinator Susie Fontana
About ALLPRO Independent We are a bimonthly publication dedicated to strengthening the ALLPRO community with relevant stories and news. Your suggestions, opinions, and feedback are encouraged.
How to Reach Us Write to us at ALLPRO Corporation 4946 Joanne Kearney Blvd., Tampa, FL 33619 Or contact us at 813.628.4800 or by email at allpro@allprocorp.com All publishing services provided by Gallon Creative www.galloncreative.com
remembering a hero: bill ray cramer n November 18th, 2020, the ALLPRO community lost a true hero. Bill Ray Cramer, of Vienna Paint and Decorating Co., is now at rest after a lengthy health battle. He is survived by his wife and co-owner of Vienna Paint and Decorating Co., Carole Wolfand, two sisters, Shirley Bracken and Carol Walling, as well as his two daughters and granddaughter. Bill had a long and impressive career, graduating from Chamois High School in 1952, and enlisting in the U.S. Air Force, where he rose to the rank of Chief Master Sergeant before retiring in 1973. He obtained a BA in business management from the University of Maryland and an MBA from George Washington University, eventually going on to work in the White House for five US Presidents in the office of Management and Budget doing Policy Analysis. Bill happily moved into the next stage of life alongside his wife, opening Vienna Paint’s doors in 1986. Over the years, they grew their business and expanded to six locations, quickly becoming an integral part of their community in Virginia. During his years as a local business owner, he served on the boards of several organizations, such as the Virginia Board of Game and Inland Fisheries, the Hunter Mill Defense League, and the Hunter Valley Association. He also chaired the Fairfax County Redevelopment and Housing Authority. Friends, co-workers, and family alike will remember Bill’s contagious smile and kind spirit fondly. The ALLPRO family will not soon forget his generous contributions over the years and offer their condolences to those who knew Bill. A burial with full military honors will be held at Arlington National Cemetery at a later date.
January/February 2021 | ALLPRO INDEPENDENT | 5
6 | January/February 2021 | ALLPRO INDEPENDENT
SPOTLIGHT | WALLAUER PAINT & DESIGN
wallauer paint & design 100 YEARS IN BUSINESS Wallauer Paint & Design, a tried-and-true family business that has managed to maintain their good old-fashioned family values despite now having 15 locations and 120 employees, is celebrating 100 years in business this year, proving that a focus on slow and steady really does win the race. he Wallauer’s story begins in 1921, with Clarence Rudolph Wallauer opening his own paint store after years of being a salesman to other manufacturers. Despite operating amidst The Great Depression, Clarence was able to open a second location by 1935. Not only did Wallauer embed itself into the bedrock of its surrounding community, but they also played a crucial role in the inception of ALLPRO itself. After Clarence passed the reigns to his son-in-law, Robert Duncan Sr., Robert become one of the founding charter members, already understanding the value a buying group and its accompanying sense of camaraderie would bring to retailers like him. Robert became the first ever President of ALLPRO, and Wallauer would go on to become one of the original three members still active in the group today. “The founders had a really great vision,” explains Wallauer’s advertising and communications coordinator, Kim Scappaticci. “This was at a time when bigger stores like Home Depot were evolving. There was a lot of tough competition for a lot of people and ALLPRO helped overcome those battles.” Getting in at the ground floor of a group like ALLPRO has been instrumental in Wallauer’s success, giving them a solid network of resources to draw from throughout their sixty year tenure. Robert Duncan Sr. also solidified a critical relationship with Benjamin Moore that has enabled them to become one of the largest Benjamin Moore dealers in Westchester county. Robert Sr. retired in 1982, and was succeeded by his son, Robert Jr., who focused on bringing a design department into their offerings as they expanded their market share. From then on, Wallauer and its subsequent ownership were able to expand slowly and steadily throughout the years, with each generation bringing its own contributions along the way. Today, Wallauer has two women standing at the helm: sisters Donna and Debbie, who took over for their father, Robert Duncan Jr., back in 2016. Although he was happy to pass the torch and watch his daughters carry on his legacy, Robert Duncan Jr. still offers a listening ear and sound advice from behind the scenes. The sisters grew up in their father’s paint stores, with Donna eventually heading up the design department and Debbie playing an instrumental role in advertising. Where many born into the
business feel a compulsion to flee the coop and carve out their own paths, the sister-duo never had any hesitations about stepping into their father’s shoes. Donna states it matter-of-factly, “It’s just in our blood. It’s always been a family business. We just kept that momentum going.” Despite being the first female owners, they are careful to clarify that there has always been a strong female influence involved in all the decisions made throughout the years. With Debbie and Donna taking over, they made that official, becoming certified as a Woman-Owned Business and are making waves in their own right. Since taking over, they’ve been able to adapt quickly (a characteristic that has proven itself to be a clear determinant of survival amidst a global pandemic) and elevate their business in significant ways. One of those critical moves, according to Donna, was the addition of a new chief operations officer, Ed Klein. “It’s so important to have people that you really trust. And [Ed’s] been in the industry for a lifetime.” As most great leaders understand, it takes a village. Especially when you’re working with a company of this scale. A business can be easily traced by its pivot points: those course-correcting moments where a company defines itself in its industry. Certainly, COVID-19 has represented one of those critical points for many retailers. Fortunately for Wallauer, not only were they agile enough to adapt to the current market conditions, but they had already laid the groundwork for the safety nets that have helped them navigate 2020 and avoid a significant downturn. Before the pandemic took hold, Wallauer had recently acquired Modern Paint, bringing on four of its newest locations. They had also added hardware products to their offerings, hoping to assert themselves as a one-stop-shop for all things home improvement. Among the products included in that hardware line were supplies like personal protective equipment and cleaners/sanitizers, items that took on greater demand following the rise of case counts throughout North America. Consequently, the majority of Wallauer’s stores were deemed essential, enabling them to keep their doors open while many others were forced to close and simply wait out the storm that is COVID-19. “We actually did good retail business during that time,” shares Donna. “A lot of people were painting themselves. [They] were at home staring at their walls and they needed to keep busy.” Donna and Debbie felt fortunate to be able to provide the essentials to their community, as well as a sense of purpose for individuals isolating at home. “Wallauer supports all the communities we’re in,” shares Donna, discussing the give and take involved in owning a small business. “And we depend on them
January/February 2021 | ALLPRO INDEPENDENT | 7
Q:
fav o r i t e b e n j a m i n m o o r e pa i n t c o lo r , a n d w h y ?
IT WOULD HAVE TO BE THIS YEAR’S COLOR OF THE YEAR, AEGEAN TEAL, BECAUSE SINCE THE BEGINNING TEAL HAS BEEN IN OUR LOGO, OUR STORE COLOR. AS SOON AS I SAW THE COLOR OF THE YEAR, I CALLED MY DAD, AND I SAID, “YOU’RE NOT GOING TO BELIEVE IT, AFTER 100 YEARS WE FINALLY MADE IT!” Q: W h at k i nd of m u s i c i s t y p i c a lly pl ayi ng i n t h e s t o r e ? A: We have local stations that we always play in-store, and we also advertise on them. Q: W h at’s th e cr a zi e s t p a i n t s p i ll you ’v e se e n i n y o u r s t o r e ? A: It was in our parking lot. I think the painter put their paint on their tailgate and drove away and the paint splattered everywhere. And we thought well, we’re a paint store! Good advertising!
8 | January/February 2021 | ALLPRO INDEPENDENT
to support us too. Our value stems from being a mom-and-pop. We really appreciate the loyalty.” Although they already had a solid foundation in place to help them maintain profits in 2020, they attuned themselves to the needs of their customers and adjusted accordingly, developing an e-commerce site to assist with curbside orders for customers wary of entering public spaces, a feat that would have been much more challenging if they hadn’t already invested years asserting themselves in the digital space. Wallauer has been working on steadily expanding their online reach since Facebook first became an advertising platform. Now, they’ve garnered an impressive following on Houzz, Pinterest, and Instagram as well. “That newer generation that’s coming up, that is going to be our customer. That’s where they are. Everything is online,” says Kim, discussing the importance of exposure in the online world and demonstrating Wallauer’s proactive approach to business development. “You’ve got to keep pace with all the changes that are happening around you,” urges Donna, being a big believer in slow growth over time rather than sudden spurts of ambition. This has always been the Wallauer way, carefully moving through the last century, steadily expanding their storefronts alongside their product offerings, bringing them to where they are today. Certainly, every company experiences its share of hardship, but that becomes especially true when a business hits the 100-year mark. Wallauer is no exception to that rule, but they’ve proven that through an openness to change and dedication to their customers and community, they’ll always land on their feet. “There have been a lot of ups and downs,” Donna admits. “We’ve fought through a lot.” That journey stands as a testament to the power of persistence—a lesson in agility that feels equal parts inspiring and instructional. The ALLPRO team thanks the Wallauer team for all their contributions over the years and wishes them a sincere congratulations for 100 years in business. Here’s to 100 more!
DAILY MIX | ALLPRO TALKS
ALLPRO
TALKS With Michael Weber, President, Hirshfield’s Inc. Michael Weber knows how to work hard and have fun. The paint industry veteran has helped grow Hirshfield’s into more than 30 stores across Minnesota, North Allp r o i n dependent : w h at wa s yo u r f i r s t j o b ?
Mi chae l W eb er : I’m a CPA by trade.
Just out of college, I started working for a CPA firm which does auditing and tax work for a variety of companies.
and South Dakota, and Wisconsin. When he’s not expanding the empire, he’s taking his friends and colleagues out on the town to listen to live tunes. do we have fourth generation of the ownership, but we have a ton of people whose parents and grandparents work for Hirshfield’s. One family, the husband, wife, and two of their sons work for the company. We have an unusual amount of long-term employees at Hirshfield’s. And while we’re fairly large, we try to maintain that family culture as best we can.
AI : W h at i nf l u e n c e d y o u t o m a k e t h e sw i t c h t o th e p a i n t b u s i n e s s ? MW: Hirshfield’s, which is a well-established company here in the Twin Cities, had the need for a controller, so I interviewed for that job and accepted it and I’ve been there ever since. It’s been 36 or 37 years. I started as a controller, moved up to [work in operations, marketing, and IT], and then years ago I became president. It is a family-owned company. Hans Hirshfield is the CEO, he’s the fourth generation.
AI: H ow d id Hir s hfield ’ s h an d le t he height of t he COVID- 19 pan d emic? MW: We managed very well. Our doors were locked for two and a half months, so everything had to be delivered to the curb. The interesting thing was that our retail sales actually went up, which is kind of crazy. That helped from a market perspective. Fortunately, we had a retail website for ordering paint and we went from very few orders a day up to 80 orders a day through our website. We were fortunate because that became a competitive advantage.
AI : F our g e ne r a t i o n s ! Wh a t’ s t h e k e y to t h e c om p any’ s s u c c e s s ? MW: I think the key is the culture of the company. Not only
AI: Wh at’ s you r b u s in es s philos ophy? MW: Your company is only as good as your people.
10 | January/February 2021 | ALLPRO INDEPENDENT
AI : Sp e ak i ng of p e o p le , we u n d e r s t a n d you work c losely wi t h y o u r c o lle a gu es , C or ey and Sh an n o n . MW: We have two young people who started working for us right out of college. Shannon worked in our stores and went out and sold window treatments. Then we promoted her to managing our décor area, which includes wall coverings and window treatments. Corey started in high school, worked his way up to be a manager and then became our product manager for paint and sundry. In our company, many of us play multiple roles. Corey also supports IT and a variety of other things. I’m very fortunate to have two great young people who make my job a lot easier and who are very, very, very well respected within the ALLPRO community for the very segment that they work in. It’s important to find the right people and mentor them the best you can. AI : W h at’s your h i s t o r y wi t h A LLP R O ? MW: My involvement in ALLPRO probably goes back 20 years plus. I’ve always liked to say I’m an outsider. I’d rather exert some kind of leadership role as an outsider. People will tell you that about me. Because we’re a paint manufacturer, the ALLPRO groups I was really involved with, in a leadership role, had to do with our paint manufacturing plant, the marketing side of our paint manufacturing, the raw material side of buying. We were a small manufacturer, so the benefits were significant. Because our company is very involved in the décor side of the business – the window treatment and wall coverings, they asked me to be the chair of the décor committee for a number of years. Recently I was asked to be on the board of directors, so I moved from being an outsider to a theoretical insider.
AI: Wh at is you r favor it e ALLPR O branded pr od u ct ? MW: Quick2Coat. It’s a very small part of our business, but we find that it fits a unique need for us. AI: Wh at’ s t he b igges t b en efit of being an ALLPR O memb er ? MW: I’d say one of the best benefits of ALLPRO is the networking aspect. If people don’t utilize it from a networking aspect, they’re not really utilizing one of the best features of ALLPRO. People tell me I’m a professional networker. The problem is, as you get older, you forget people’s names. Fortunately, at the meetings and shows, everyone wears a name tag! AI: We hear t hat you ’ r e a fan of t he Gr at ef u l D ead an d have b een k n ow n t o en j oy live mu s ic. MW: I think everybody knows I’m a Deadhead. The last concert I went to was in Cancun last January – four nights of Dead & Co. music, right on the beach with 5,000 people. I’m starting to relive my youth. If I go to Chicago, I go to Blues Chicago. I kind of research entertainment spots. Here in the Twin Cities on Tuesdays, I take a variety of people to listen to reggae at Bunker’s. I just like live music of different genres. AI: What d o you lik e t o d o in you r free time? MW: I’m an outdoors person. I enjoy canoe trips, biking, and hiking – in this case, the Superior Hiking Trail here in Minnesota, but I’ve hiked a good portion of the Appalachian Trail when I was younger. AI: What is you r f avor it e pain t co lo r? MW: 3am Latte, a Hirshfield’s color.
F ast as t F i v e :
T ALKS SK C hocol a t e o r V a ni l l a? va n i l l a
Hock e y o r F o o t b a l l ? f o ot b a l l
B ooks o r M ov i es ? movies
N e u tr a l s o r b o l d c o lo rs? neutrals
Mor n i n g per s o n o r ni ght owl? night owl
THE ONLY CONSTANT IS... 14 | January/February 2021 | ALLPRO INDEPENDENT
FAREWELL | JOE POLISEO
A
As Mike pointed out in a previous issues, change is inevitable. Particularly in these current and strange times. Everyone at ALLPRO has worked very hard to manage and adapt on the fly. While not as severe as the adjustments necessary in 2020, change has indeed been a constant. And boy, oh boy, have I seen ALLPRO change and advance over the last four-plus decades. We have gone from 82 members and 250 stores to 285 members and nearly 2,000 stores. Early in my career, I witnessed the first month when member transactions exceeded $1 million, and now the group purchases more than $3.5 million every business day. In 1978, ALLPRO had 60 vendors and exclusively direct business. Today we have 170+ vendors along with re-distribution that alone exceeds $20 million. Early spring meetings with 350 attendees have progressed into events of more than 1,100 attendees. And in my own personal journey, I have evolved from administrative assistant/office manager at 24 years old, to executive vice president for 32 years, to vice president of merchandising for three years, to spending the past 18 months supporting the growth of our flourishing distribution business. I have worn all the hats at ALLPRO Corporation and as I approach retirement it is a privilege to reflect on the path I have traveled. If I took the time (and literary space) to thank everyone that has helped along this journey, this article would be much longer than a reader, or our publisher, would like. If you will allow the accommodation of compartmentalizing, I think we can keep it fresh and sensible. Thanks to our terrific suppliers. Throughout all dealings, we have always sought the win/win/win for member/supplier/ALLPRO and built relationships that have set the foundation for the ongoing success of the organization. We accomplished this while proving you can enjoy doing business. Thanks to our fabulous members, the backbone and heart of the group. You fight the good fight every day against formidable competition, and it has been very rewarding to work with and for you. I hope that my efforts have benefitted your businesses. Thank you for allowing me to be part of your families. Top right: Joe Poliseo, pictured with Past President George Working, at Herb Kimmerle’s retirement in 1984. Bottom right: ALLPRO President, Mark Puls, presenting Joe with a plaque recognizing his 25 years of service to ALLPRO Corporation in 2003 Opposite page: Settling into the new Rivergate Commons ALLPRO office in Tampa, FL, 1992. January/February 2021 | ALLPRO INDEPENDENT | 15
“I have worn all the hats at ALLPRO Corporation and as I approach retirement it is a privilege to reflect on the path I have traveled.” ~Joe Poliseo
16 | January/February 2021 | ALLPRO INDEPENDENT
Joe and his wife, Jeanne, at the 2000 ALLPRO show in Hawaii.
Joe in 2020.
Thanks to the hardworking committees and especially the chairpersons I worked with closely. We accomplished so much during meetings and conversations, always with the goal of making the members’ businesses stronger. Some of my fondest memories are of the long and sometimes late-night strategy sessions. Thanks to the boards of directors and especially the presidents of the group. Your guidance, leadership, and dedication have elevated ALLPRO to the very top of the industry. ALLPRO is an extremely diverse group and it can be a challenge to get everyone rowing in the same direction. Collectively, the boards and staff have accomplished this while growing larger every year. And thanks for keeping me employed for the past 43 years! Thanks to the ALLPRO staff in accounting, marketing, IT, and the distribution centers. These groups come to work every day with the goal of making members and suppliers daily tasks easier and they accomplish this with enthusiasm and professionalism. Thanks to the ALLPRO Business Development Team, our road warriors and the true eyes and ears of the organization. This team is committed to helping members and suppliers while enduring travel delays and 1:00 am hotel arrivals, while still making the following morning’s 7:30 a.m. appointments. It is an honor to call you colleagues and a treasure to call you friends. Thanks to the ALLPRO Management Team - Mike, Jonathan, Scott, and Marty. I will miss the discussions, whether in the conference room or by the coffee pot. So many great ideas were formulated and tested during hours of conversation and research, with unwavering focus on how we could improve the group. Under Mike Beaudoin’s leadership, ALLPRO is in very good hands today, and even better hands in the future. So, to my ALLPRO family, many thanks. All along the way I have been so fortunate to have my own family by my side. I am blessed with two beautiful and amazing daughters, Jackie and Jenn. They were born during my ALLPRO tenure and had the opportunity to interact with members and suppliers during meetings and even dinners at our house. It was a treat to have them involved. They are both married now, and I have two awesome sons-in-law, Ryan and Paul. I have often said that if my daughters hadn’t chosen them, I would have. And the most important person in my life, Jeanne, my wife of 43 (almost 44) years. She has been there every day of my ALLPRO career, endured the time away for travel, shared the joy of the many successes, and listened to the complaints over the occasional speed bumps. And there is one thing of which I am certain. I would not be writing this today, after 43 years, if it were not for her love and support. I cannot thank all of you enough for allowing me to complete a career that never really felt like a job. I’ll be working part-time into the 1st quarter 2021 to assist with the opening of our Midwest Distribution Center, and hope to speak with many of you as I (finally) wind down! Wishing everyone good health, success, and prosperity. Opposite page:ALLPRO’s offices in the Rivergate Commons Office Park, Tampa, FL from 1992-2011. January/February 2021 | ALLPRO INDEPENDENT | 17
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Me e t ALLP R O ’ s N e we st B oar d M em b er s ROD ABOFF BRINGS EXCELLENCE AND EXPERIENCE TO THE ALLPRO BOARD As the owner of Aboff’s Inc., Long Island’s number one Benjamin Moore retailer, Rod Aboff is carrying on his family’s business. A third generation member, Aboff started working for the company in 1984 and has been instrumental in running and growing the family’s historic 32-store operation. As a new member of the ALLPRO board, Aboff is lending his expertise in expansion to help grow and strengthen the ALLPRO organization. Allpro Independent: What influenced you to work in the paint business? Rod Aboff: It’s a family business that was started by my grandfather. I’m third generation, so when I was growing up, I worked in the store as a stock kid during holidays, summers, what have you. But I didn’t start working in the store full-time until after college in 1984. AI: Did you always plan to follow in your family’s footsteps? RA: No, it was not a plan. I had finished college, I was working for some Fortune 500 companies and I thought if I was going to be working that hard then I should be working for myself. So I thought I’d come home to work with my father and get involved in the family business. AI: What does your role as partner and owner consist of? RA: I was very instrumental for many years running and growing the business. Now today, I’m working part-time handling the bigger, overview things, whether it be liaising with our key manufacturers or suppliers or overseeing our executive team. AI: What is the biggest benefit to being an ALLPRO member? RA: Really I think it’s the relationships to the other retailers in the group. It’s great to share ideas, situations, business stuff. It also helps to improve relationships with our suppliers. It’s always nice to buy better, but it’s also about building the relationships with fellow retailers and suppliers. AI: Sounds like you’ve built some strong connections through the paint business. RA: Absolutely! And many of them are lifelong friends. AI: What is your business philosophy? RA: It’s being as good as possible to our customers, never telling 20 | January/February 2021 | ALLPRO INDEPENDENT
them no, and giving them everything they want. It’s to be a customer service superstar! AI: Why did you decide to join the ALLPRO board? RA: I was on the buying committee last year prior to being asked to join the board. AI: What do you hope to contribute as a member of the board? RA: I’m just looking to help ALLPRO grow and help the individual retailers grow and help make decisions that are good for everyone as well as the organization as a whole. AI: How do you leverage the ALLPRO brand? RA: We pick and choose the brands or the products that are best to be on the label with the ALLPRO branding and merchandise them in special ways amongst our other merchandise where national brands aren’t so heavily demanded. AI: What is one of your 2021 business goals? RA: The goal is to keep an eye on this pandemic to keep all of our sales associates and employees safe and healthy. And to continue growing because we now have our fourth generation in the business and we’re looking to expand off of Long Island and to add more stores. AI: If you didn’t have the job you have now, what would you be doing? RA: Playing golf every day! AI: What do you like to do in your free time? RA: Play golf, be outside, enjoy warm weather, and enjoy family. My children are my life, my world. I have three amazing kids and I’m just enjoying watching them grow. AI: What is your favorite paint color? RA: It’s like that James Taylor song, “Deep greens and blues are the colors I choose.”
THE ALLPRO BOARD ENGAGES NEW ENERGY WITH NEWCOMER KELLY SCOTT Kelly Scott’s future in the paint industry was always clear. General Manager of Barrydowne Paint, a local Canadian paint store in Sudbury, Ontario, Scott grew up immersed in the family business, inheriting a passion for paint. As ALLPRO’s new board member, Scott is bringing her upbeat spirit and unequivocal smarts to the boardroom table, excited to participate in shaping the future of the group. AI: What influenced you to work in the paint business? Kelly Scott: My experience is shared by so many multigenerational ALLPRO members! I often joke that I was “raised by wolves,” but the truth is I grew up in a paint store and at paint industry trade shows. I have always loved the paint business and while there were many open doors after university, it was always clear that this is where my passion lay. I will admit, there were many elements to our company and industry that I wasn’t enamored with in the beginning. It took me a few years to realize that I had to establish my own vision for the future and begin to carve out what things should look like at Barrydowne Paint. That is the beauty of being an entrepreneur and I could never give up that flexibility. AI: When did Barrydowne Paint join ALLPRO? Why? KS: Barrydowne Paint has been a member of Canpro, a Canadian Buying Group, since the mid-nineties. In 2002, Canpro joined ALLPRO and I guess that is how we were adopted into the ALLPRO family. It wasn’t until 2013 that I started attending the ALLPRO Spring Show and getting a sense of the magnitude of the ALLPRO organization. You really don’t understand how big ALLPRO is until you see the members and vendors gathered at scale! It was a very impressive first experience and since then I make every effort to make the most of the opportunity to be part of this group. AI: What is your business philosophy? KS: I believe in people and process, and I prioritize my time developing both. Early on in my career, I realized that our growth was going to be hindered if I was personally helping every customer that came through the door or making every managerial decision. Instead, I try to focus on inspiring and training our team so they can deliver the best experience for our customers. More than half of my time is dedicated to supporting our team and cooking up fun ideas to make our company better for our team, customers, and community. AI: Tell me about the connections you have created through the paint business. KS: First rule of Fight Club is you don’t talk about Fight Club.
AI: What is the biggest benefit to being an ALLPRO member? KS: Unequivocally, the friendships and networking. Imagine having the opportunity to exchange ideas and tactics with the most successful retailers in your industry. For me, that opportunity is at the core of my ALLPRO experience. So much of what we do at Barrydowne Paint was inspired by fellow ALLPRO members, and you can’t put a price tag on how valuable that has been for our business. AI: Why did you decide to join the board? KS: I am very excited to have the opportunity to participate in shaping what our future will look like for ALLPRO. Our future success at Barrydowne is tied closely to that of the independent channel, so in that regard this is an amazing opportunity. I haven’t had the chance to attend a board meeting yet, but I think I’m going to learn A LOT. The board is made up of a group of individuals with amazing track records and depths of experience, so the opportunity to learn from this team holds so much value for someone like myself. AI: What is one of your 2021 business goals? KS: Our top priority in 2021 is to start utilizing more of the software we have invested in for our company. We are just scratching the surface of what these platforms can do for us, and we are not making full use of the features and functions that are already available. We want to start unlocking more of the power in our POS to make better inventory and overall management decisions, and improve accuracy. As retailers, many of us are guilty of not really taking the time to set up this software to its full potential. Together with my team, we’ve decided that 2021 is the year that we conquer this challenge. AI: If you didn’t have the job you have now, what would you be doing? KS: If money wasn’t a factor? Either a software engineer or a summer camp counselor! Technology and team building are my passions, so I think I would find myself down one of those pathways. Luckily, I get to incorporate both passions into my day-to-day responsibilities at Barrydowne Paint. Continued on p.22 January/February 2021 | ALLPRO INDEPENDENT | 21
ALLPRO’S BOARD OF DIRECTORS WELCOMES MILLER PAINT PRESIDENT, JASON PALUMBIS Jason Palumbis, CEO and President of Miller Paint Company, is one of the newest additions to the ALLPRO Board of Directors, providing positivity and proficiency in the paint department. Palumbis oversees the employee-owned company, with stores throughout Oregon, Washington, and Idaho. ALLPRO Independent: How long have you been in the paint business? Jason Palumbis: I began in the paint industry in 1997.
AI: When did Miller Paint Company join ALLPRO? JP: I’m not sure of the exact year, but I know the relationship goes back at least to the mid-90s if not long before.
AI: What influenced you to work in the paint business? JP: I joined the Purdy Corporation in 1997. Although I wasn’t deliberately trying to get into the paint business, I knew of Purdy’s brand strength and reputation, and I thought I’d give it a shot… I’m thankful that I did. I worked in a number of management roles with Purdy for nine years before selling the company to Sherwin-Williams. I then stayed on at S-W managing multiple brands for another five years before leaving the industry in 2009 to serve in a number of executive roles in a different industry. I joined Miller Paint in late 2018, and I feel fortunate to now be back in the paint industry and to serve the Miller Paint Company, as it’s a company that I’ve always admired and has been a foundation in the Northwest since 1890.
AI: What is your business philosophy? JP: Be accountable, be respectful, and be grateful!
AI: How many locations do you have? JP: We have 56 retail locations throughout the Northwest (OR, WA, ID) and two manufacturing facilities.
AI: Tell me about the connections you have created through the paint business. JP: I really don’t think of it in terms of connections, but rather, I think of it in terms of friendships. One of the reasons I returned to the paint industry is because of the quality of people and the friendships that I’ve been fortunate to make and maintain over the years. AI: Why did you join the ALLPRO board? JP: I have a ton of respect for Mike Beaudoin, and I’ve always admired how ALLPRO cares for its members and is willing to grow and change to remain relevant. I’m simply wanting to serve and hopefully help the group to continue to improve. It’s an honor to be involved, and I’m looking forward to working with the rest of the board!
Kelly Scott, continued from p.21 AI: What do you like to do in your free time? KS: Like many entrepreneurs, I don’t have a tremendous amount of free time, but I try to spend every non-working moment around horses and with my daughter. I am a competitive show jumper and I have my sights set on the Canadian National Finals at the Royal Winter Fair next November in Toronto.
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AI: What is your favorite paint color? KS: Personally, I prefer un-tinted paint because it means I can sell it to more people! For someone immersed in the color and design world, I am surprisingly indifferent to color trends. I am fortunate enough to live in a log home, so I get away with not having to commit to any one particular paint color.
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STOCKHOLDERS | RECAP
ALLPRO GOES VIRTUAL
OUR ANNUAL FALL STOCKHOLDERS’ MEETING ue to Coronavirus-related restrictions, our annual Fall Stockholders’ Meeting looked a little different than in years previous. While we had planned to gather in-person, we realized quickly after our Spring Show in San Antonio that we needed to adjust our planning and explore other options if we wanted to connect on such a large scale. We set to work quickly on creating a virtual event that delivered the same value and connection that our members have grown to expect from our Fall Show, albeit trading the stage for the screen. The ALLPRO team was determined as ever to provide a memorable experience that afforded members the opportunity to feel hopeful about the future after a trying year. Scott Morath, who was instrumental in bringing this event to life, said, “We had to get creative to make it engaging. From adding the gamification element, to conveying the vision for the group, to using it as an opportunity to rally the group.” Ultimately, despite only having a few weeks and a limited number of hands on deck, the team put together a wonderful show that hopefully inspired our members and vendors alike. Scott hopes everyone took away at least one thing from the event. “We’re always committed to finding a way to meet the needs of the group, regardless of the circumstances.” The event kicked off in typical fashion with a message from
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Executive Vice President Michael Beaudoin, who provided some much-needed words of hope after a trying year for all of us. “There’s people from within our industry that forecasted that half of you would not make the year unless there was a major intervention,” Mike shared. “I can tell you I never believed that… I knew you guys had grit. I knew you’d fight.” Speaking further on the ability of our members to adapt and overcome, Mike reminded us that there are members that are second, third, and fourth generation owners, people who are no strangers to hardship. “They didn’t get there because they didn’t know how to handle hard times or they couldn’t maneuver challenges.” He congratulated members for their innovation during these trying times, whether it was adapting to curbside service, creating an e-commerce site, or finding new ways to communicate with contractors. Mike also provided insight into the work that went on at ALLPRO behind the scenes to help members navigate this tumultuous time and secure the products and services they’ve come to depend on. “The first order of business was to keep the distribution business running,” shared Mike, who thanked warehouse workers for their efforts. It certainly wasn’t without its challenges, with several shipments confiscated at borders and
“We couldn’t be more pleased with how members and vendors responded,” shared Scott. “It was the second day of the show at 7am, and we already had 60 members in the virtual environment. We’ll take that kind of engagement every time!”
shortages in supply. One of the major challenges was securing PPE. Although ALLPRO was fortunate to have made a large order of N95 masks back in January, our stock was quickly depleted after a surge in demand. The ALLPRO team worked tirelessly to get those supplies out, but it was all worth it after seeing the ways in which our members paid it forward. “You could have sold it to anybody at any price,” praised Mike, “but instead you gave it back to your communities. That’s what I’m most proud of.” The generosity that has been demonstrated by our members, despite many of them experiencing financial difficulties themselves, will surely stand as a bright spot in our memories of this crazy year. Our fall stockholders’ meetings are typically geared toward business-building, with seminars focused on strategy. In developing the agenda for the event, we realized it was best to pivot to fit
the platform better. We enlisted 80 suppliers with one entrance requirement: they had to offer a really great deal to our members. After watching Mike’s opening remarks, members visited virtual exhibits belonging to the suppliers, where they were able to read “about me” pages, browse sales and products, and interact with the vendor in real time. Members received points for each booth they visited with or video they interacted with, providing an incentive for members to engage. At the end of the event, these points were translated into a VISA gift card. This approach to a selling show seemed to resonate with both members and vendors. “We couldn’t be more pleased with how members and vendors responded,” shared Scott. “It was the second day of the show at 7am, and we already had 60 members in the virtual environment. We’ll take that kind of engagement every time!” Neal Purcell of
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Purcell’s Paint (ALLPRO members since 1991) said, “The big highlight was how efficient[ly] you could navigate through booths and visit companies that you were less familiar with,” claiming the digital platform provided surprising benefits, like exposure to sales and products they might not have had visibility on otherwise. Overall, we feel like people were able to make meaningful connections and forge new partnerships which will serve us well in 2021. As a testament to the ways in which our ALLPRO family steps up to support one another, particularly in times of struggle, it was one of our own members, Mike Weber of Hirshfield’s, who connected the ALLPRO team with the company Communique, who provided the technology that made all this possible. Certainly, there were challenges involved in online, but the new venue also provided new opportunities to connect and learn on a level that perhaps hadn’t been possible in previous years’ events. Scott’s mission in transposing the experience onto a digital platform was to maximize those benefits. “We didn’t have any experiences with virtual shows, but we did have a lot of experience putting on great shows. So what we sought out to do was to make this show as meaningful as possible, rather than just tick the box and get through it,” shared Mike. If the idea was to take advantage of the opportunities technology enables, ALLPRO certainly succeeded. “Instead of feeling
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flat and two-dimensional, the ALLPRO virtual show had texture,” commented Sarah Ross, Mallory Paint Store’s Brand Manager, who praised the show’s ability to pair “visual aesthetics…with really great content.” Elaborating further on her experience, Sarah shared, “I found Michael’s speech really inspiring. He encapsulated the balance between the vendors and the members, and the unity as far as ALLPRO goes. I’m new in my role so learning these relationships and seeing how they play out with each other is really valuable to me.” The show also featured a virtual helpdesk, which was ready to assist with any technical difficulties that arose (because let’s face it, they always do!). “They were so on the ball!” said Sarah. “It was so cool! You click on it and up pops a picture of the person who is sitting in a boardroom helping you out. It was those personal touches that made a difference.” There were some unintended benefits to having the show hosted virtually for our suppliers as well, with sales numbers considerably higher than last year’s event. Lisa Sapia, the Vice President of Sales and Communications at Benjamin Moore reported that their sales were “through the roof,” with four times the number of gallons sold in comparison to last fall’s event. Vendors also reported that they were better able to capture notes from interactions and hold onto information shared throughout the events. “When there’s a live show, our booth is always busy, so we’ll have times when people are four or five deep waiting
to talk to somebody, place an order, or learn about new stuff. So it helped us to get a little better organized than typically would have occurred if we were [in-person],” explained Ray Heck of Tower Sealants, who has been attending our ALLPRO shows since 1995. “Everybody really took it to the next level in terms of trying to create a way for us to connect to the member community,” continued Ray. “We look at the ALLPRO members as friends. They are customers, but we’ve had relationships with a lot of these guys and their families for years. We always talk about ALLPRO as the best part of our business. Because they are all different. Each member is the CEO of their own business. And that gives us a chance to make a real difference. This gave us the opportunity to connect again.” ALLPRO wants to offer a sincere thank you to all who participated and everyone who worked so hard to make this year’s Fall Stockholders’ Meeting a memorable event. Scott credits the enthusiasm of our members and suppliers for making this event a successful one, arguing it would have been “one sad trombone moment” had it not been for all the dedication and participation from everyone in the ALLPRO family. We’re looking forward to being able to gather again soon once it’s safe to do so. A decision will be made in February about whether we’ll be able to host an in-person event in Orlando as planned, but Scott has assured that they are already brainstorming new ways to make a virtual spring show come to life on the screen if required.
January/February 2021 | ALLPRO INDEPENDENT | 27
STOCKHOLDERS | KEYNOTE
Chris Johnson On stress & Immunity 28 | January/February 2021 | ALLPRO INDEPENDENT
LLPRO has always considered health to be a crucial aspect of success, but this year in particular, wellness was top of mind. In an effort to provide the necessary tools for members to navigate this incredibly stressful time, ALLPRO had Chris Johnson, a world-renowned health and wellness expert, conduct a webinar aimed at managing chronic stress in healthier ways. Chris began by reminding us of a mistake we often make when confronted with challenges. “We overestimate the threat and underestimate our ability to handle the threat.” While it’s so easy to get overwhelmed right now, it’s important that we remember that we still have control over the way we manage the hurdles that are thrown our way. He asks us to reframe the way we look at the problem, and in turn, rebalance our physical reaction to it. “All stress is physical,” Chris asserts, but it’s important to differentiate between acute stress and chronic stress. The former, acute stress, is the body’s natural response to an immediate stress, and it’s actually a survival mechanism that helps us mitigate risk. (Chris uses the example of an approaching bear to illustrate this category of stress.) Chris suggests it’s the chronic stress, the type you feel day-in and day-out, that leads to immune disruptions. As if being a business owner isn’t stressful enough under normal conditions, this pandemic has put us all in vulnerable positions: we each have feared for our safety, our families, and our businesses. Chris urges us that although the conditions that create our stress are out of our control, we are not powerless to the toll this stress will take on our bodies. The solution is simple, according to Chris: it comes down to breathing. When the body experiences stress, it triggers our sympathetic nervous system, which can shut down our digestion and prevent the immune system from functioning properly. By retraining our minds to think about our breath, taking air in from the nose and focusing on our diaphragm to create deep, belly breathing (the stomach should expand at inhale and concave at exhale), we can actually teach our brain to switch back into our parasympathetic nervous system, which is what we want. In a time of chaos and uncertainty, it’s uplifting to think that something as small as how we breathe can help us manage, and even combat, our stress and its impacts on the body.
get more on target living with chris johnson by tuning into his podcast. visit ontargetliving.com
to listen
Chris’ Motto:
Knowledge + Practice = Wisdom January/February 2021 | ALLPRO INDEPENDENT | 29
INDEPENDENT | BUSINESS STRATEGIES
Keeping an OPTIMISTIC OUTLOOK in 2021 Just as businesses begin to breathe a sigh of relief, having modified operations in the wake of the COVID-19 pandemic, a new year with a new set of opportunities has arrived. ALLPRO members are rising to the challenge and setting their sights on new business strategies for 2021.
LLPRO members have been masters at adapting to the shifting tides during the COVID-19 pandemic. But just as they’ve said so-long to 2020, a new year is here with a clean slate and a changing economic climate. If restrictions ramp up, retailers will once again be challenged with refocusing their marketing, maintaining customer connections, and building their roster of contractor clients. Early last year, businesses braced for big changes to their brick-and-mortar stores and their bottom lines. According to the US Department of Commerce, retail sales dipped 8.7% in March 2020, due to business closures and reduced consumer spending. During the following month, sales dropped an additional 16.4%. While the retail industry has weathered this unprecedented situation, many ALLPRO members have turned lemons into lemonade – integrating digital channels, expanding their customer base and product offerings, and taking on new marketing avenues, such as social media and search engine optimization.
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When the pandemic hit and restrictions were quickly put in place, Johnson Paint Company in Boston, MA scrambled to modify their business, switching to curbside-only pick up and ensuring the safety of their customers, employees, and families. According to Johnson Paint’s Josh Johnson, new ideas and strategies were acted upon after the store implemented a new set of protocols. “Our top customers were contacted and were given the direct contact of a key employee in the store where they mainly purchased,” says Johnson. “It was kind of like a personal shopper experience that some clothing or boutique stores have. These employees did an amazing job of asking all the right questions and making sure the customer picked up everything they needed to complete the job.” Prioritizing customers was essential for an independent paint retailer like Johnson Paint, who excels at the customer experience. For many ALLPRO members, luring the consumer from the big box stores to a more personal buying experience is their specialty. Johnson is keenly aware that they’ll face further roadblocks in the future as the economy fluctuates. While his team’s strategic planning doesn’t vary too much from year to year, Johnson expects his 2021 business plan to be different as industries change.
“Our top customers were contacted and were given the direct contact of a key employee in the store where they mainly purchased ...” Josh Johnson, Johnson Paint Company
“We usually have a heavy commercial focus but that will be lessened this year as that industry has been highly affected by the pandemic,” Johnson explains. “Large jobs are much more restrictive as to who and how many can be on site; office spaces are trying to re-invent themselves and are not getting turned over; schools and universities have small or no enrollment and less need for repaints; property management companies are dealing with high vacancy rates; and funding on new projects seems harder to secure. To that end, more focus will be directed toward the residential repaint market and direct consumer sales.” Adelaide’s Paint & Décor, looking to add to their customer base last year, increased their advertising budget. Because the additional publicity brought in new business, the St. Simons Island store plans to continue with the strategy. “We have had a lot of great feedback from radio ads and have also done more local print with various sales and have had great feedback on those as well,” explains Rebecca McKenzie from Adelaide’s Paint & Décor. In addition to expanding their advertising, McKenzie says hiring an outside salesperson to work with contractors and adding a couple of new products and services are approaches the store is considering for 2021.
“We will continue with the same products and possibly add more wallpaper choices to our Design Center,” McKenzie says. “As far as services, we may add local delivery for contractors. We recently started participating in Benjamin Moore’s storefront for local pickup, which was very easy to get started. We may also implement our own e-commerce component for popular items so we can get a feel for the process.” Johnson is also aware of the upsurge in online shopping, with many consumers depending on the internet to purchase everything from groceries to gifts. His business is leveraging the changing dynamic to expand their virtual capabilities. “There appears to be a new paradigm for online sales which can favor the independent paint retailer, so we will try and capitalize on that with our new e-commerce website which was launched back in June,” he says. Both Johnson and McKenzie are anticipating more changes to their retail business strategies but also opportunities to strengthen their stores. Despite service limitations, the demands of a distanced customer, and the reality for retailers, these ALLPRO members remain positive.
January/February 2021 | ALLPRO INDEPENDENT | 31
MARKETPLACE | THE YEAR AHEAD
Retail tips for 2021 It’s no surprise that 2020 caused chaos for retailers. Ensure your business not only survives, but thrives during 2021 with the following business tips:
CONCENTRATE ON CUSTOMER SERVICE
If customer or contractor connections are key to your company, focus on providing exceptional service and reminding your existing consumers why they shop with you.
STAND OUT
Differentiate yourself from the competition by offering shoppers something that they can’t get anywhere else, like specific products, added personalization, or a service that goes beyond selling.
CONVENIENCE
Delivery is all the rage. If you don’t believe us, look at the rise in Uber Eats and DoorDash, or Amazon and UPS. Capitalize on the desire for convenience by providing delivery services or curbside pick-up.
GET PERSONAL
Don’t discredit the value of a video chat, phone call, or personal email. Lining up sales appointments online or even over the phone can be a great sales tool – they boost trust, provide extra product information, and give your business the extra edge to stand out among the rest.
OFFER ONLINE
Online retail has skyrocketed in 2020, with numbers expected to continue rising in 2021. Consider balancing your in-store approach with e-commerce capabilities.
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DAILY MIX | WELCOME TO ALLPRO
Meet ALLPRO’s New Business Development Manager:
Chad Gibson 34 | January/February 2021 | ALLPRO INDEPENDENT
We’re pleased to introduce the newest member of the ALLPRO team, Chad Gibson, who steps into the role of Business Development Manager, where his main mission, in his words will be, “to assist the members in taking the full advantages that ALLPRO helps negotiate for them.”
had has a long history in the paint business, starting from his days as a painter working his way through college at Iowa State. After graduating, Chad moved out to the Pacific Northwest and landed a job with Sherwin Williams in their stores division, where he quickly climbed the ranks, moving over to the consumer brand division after just two and a half years with the company. In that role, Chad sold to bigbox dealers like Home Depot and Walmart, as well as directly into the paint channel of regional manufacturers and independents. For the last several years, Chad had been focused on coatings and industrial manufacturing. Over the years at Sherwin Williams, Chad had crossed paths with ALLPRO’s Mike Beaudoin and Jay Reighard, and a recent reunion played a role in facilitating his switch over to ALLPRO. It was more than just thirst for a new opportunity, however. For Chad, it was the culture of the group that made his final decision, citing “the way the group looks out for other members and is willing to help them, whether it be recommendations of products to carry or merchandising or advertising” as a key motivator in accepting this new role. Along with a genuine passion for the industry, Chad brings a unique perspective onto the job. “I’ve walked into paint dealers
as a painter, I’ve walked into paint dealers to sell to paint dealers, and I’ve been sitting on the other side of the counter mixing paint and talking to reps as they came up to the counter. I’ve also sold to and against all their major competitors or other channels of business whether it be other paint competitors or other distributors.” This diverse background and the accompanying lenses it allows him to see through, will aid ALLPRO members in maximizing their membership. Chad is looking forward to being able to meet and build relationships with members, as the current climate is impeding his ability to do so. “Right now, our members have done an incredible job in weathering the storm that has been 2020,” Chad praises. “And in flipping over that card comes new opportunities for them that maybe we hadn’t looked at in the past. Who knows what’s going to hold us out there, but we’ll just persevere and take them as they come.” A global pandemic isn’t the ideal time to transition into a new role, but Chad is “looking enthusiastically to a better 2021 than what we had in 2020,” leaving members with the assuring words, “Tomorrow is a new day and we’ll get through it together.” We’re so excited to have Chad on board and we have absolute faith in the value he will bring to our brand and beyond. Please join us in wishing Chad a warm welcome to the ALLPRO team!
January/February 2021 | ALLPRO INDEPENDENT | 35
FINAL COAT | A LOOK AHEAD
REVIEWING YOUR 2021 BUSINESS GOALS Goals are often easy to set, but tough to follow through on. That’s why gyms experience their biggest spike in January, and the same reason that studies show just 8% of individuals that set new year’s resolutions actually succeed in accomplishing them. In our November/December issue of The Independent, we shared some helpful tips about how to set goals that stick for your business, and one of the key components to that process was keeping yourself accountable to their progress. We figured now would be the perfect time for a check-in.
Here are three steps you should take at the end of each month to evaluate your progress: 1. Celebrate the Successes: Even if it’s as simple as having survived 2020, make sure you take the time to celebrate the progress you’ve made. 2. Mark Your Progress: Where are you at in comparison to where you hoped you’d be? Do you have new tactics or strategies you can add to your action plan?
SPECIFIC
MEASURABLE
ACHIEVABLE
RELEVANT
3. Make Edits: Is there something about your plan than suddenly feels untenable? Evaluate your whole plan in the context of your current circumstances and make changes where necessary. *At each review period, you should re-apply the SMART Method to your goals to ensure they are still viable.
Coll ec for t emails a di mail ing l gital goin ist whil with g green e pap rece erless ipts .
TIME-BOUND
S: Specific: Being too vague is a common mistake with goal setting, and it makes it challenging to create an actionable plan.
M: Measurable: You want to be able to check in on your progress and validate your efforts.
If you haven’t settled on your company’s goals for 2021 yet, it’s not too late! Here are a few ideas to set the goal gears turning:
A: Achievable: Don’t be too grandiose in your plans.
• Start a contingency/rainy day fund for your business
Make sure your goals are in line with the scale of your operation and the resources you have available.
• Diversify product offerings/bring on a new department
R: Relevant: Are you goals in line with your overall vision and values of your business? Make sure even the smaller milestones you hope to hit help you to achieve your big picture aspirations.
• Start a loyalty program
T: Time-bound: This will help keep you accountable to your roadmap.
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• Get an e-commerce site operational • Move to an online platform for contractor orders • Join the green team and change to paperless invoicing
4946 JOANNE KEARNEY BLVD. TAMPA, FL 33619
SPRING SHOW DETAILS
COMING SOON Information will be on the allprocorp.com website under “Events” as details unfold.