In dependent July/August 2022
JOHNSON PAINT
3 de cades o f su cce s s ac ros s 1 0 st o re s a n d 3 st ate s A D DRESS IN G YOUR L E A D ERSHIP STYLE
A GU ID E TO C U STO M E R SATISFACTIO N SU RVE YS
How to be a better leader and grow your business
Why taking your audience’s pulse is crucial
An A L L PRO® Pu bl ic atio n
N E TWO R K IN G WI T H N E XTG E N
Get to know triathlete and multi-tasking NextGen committee member Ash Ebbo
BEST THANK YOU, RETAILERS! THANK YOU, THANK YOU, RETAILERS! RETAILERS!
The customer has spoken, and when it comes The customer has spoken, and when it comes The customer has spoken, and when it comes to choosing the best for their paint projects, to choosing the best for their paint projects, to choosing the best for their paint projects, Benjamin Moore and our network of independent Benjamin and our network of independent Benjamin Moore Moore and our network of independent retailers are the BEST! retailers retailers are are the the BEST! BEST! We couldn’t couldn’t have have ranked ranked #1 #1 among among Interior Interior Paints Paints We We couldn’t have ranked #1 among Interior Paints and Paint Retailers in the 2022 J.D. Power Paint and Retailers in the 2022 J.D. Power Paint and Paint Paint Retailers in the 2022 J.D. Power Paint Satisfaction Study* without you. Satisfaction Satisfaction Study* Study* without without you. you. For J.D. Power 2022 award information, visit jdpower.com/awards. For J.D. Power 2022 award information, visit jdpower.com/awards. J.D.“M”Power 2022 award information, visit jdpower.com/awards. ©2022 Benjamin Moore & Co. and For the triangle symbol are registered trademarks licensed to Benjamin Moore & Co. All other marks are the property of their respective owner. 5/22 ©2022 Benjamin Moore & Co. and the triangle “M” symbol are registered trademarks licensed to Benjamin Moore & Co. All other marks are the property of their respective owner. 5/22 ©2022 Benjamin Moore & Co. and the triangle “M” symbol are registered trademarks licensed to Benjamin Moore & Co. All other marks are the property of their respective owner.
AT TH E M I K E | F U T U R E
@ A L L PROCOR P
AND THE BEAT GOES ON
MI CHAEL BEAUDOI N Executive Vice President ALLPRO Corporation | 813.690.7985
s we enter mid-2022, there is a lot to feel fortunate about. Although COVID-19 has not disappeared, it no longer has a day-to-day impact on our world as it has since March 2020. The result has been an inordinate number of requests to attend supplier outings and resume in-person engagements both personally and professionally. Business is still strong, though it has taken a darker turn from last year. The price increases from last year have picked up pace during the first half of the year and to date, we reported 156 increases with far greater percentages than last year. In some cases, core items have gone up over 20% just this year, which is unprecedented. A bright spot is the increases have slowed down and there is a good chance that we can achieve price stability in the second half of the year. That will give us the ability to see
what effect all the price increases will have on demand as well as how other channels have positioned their retails. My assumption is there will be an impact on market share for some of our suppliers. Shortages are still a major issue facing all channels. Some categories, such as applicators and most general sundries, have seemed to normalize in terms of supply and lead times while others have not. Others such as caulk have improved, but the demand is so high, it is hard to tell—once an order arrives, it quickly sells out. The caulk category is up over 30% from last year within the group, which is impressive especially considering that Henkel, former ALLPRO private label caulk supplier, is no longer part of the group. Other categories are in much tougher shape, including tape, traffic paint, primers and lacquers, all of which have become acutely scarce, causing the group
to have to compete with other channels for the limited supply. Suppliers are forced to make hard choices on which channels to ship and in some cases, it is not to our group. Within our group, there is strong competition for the available inventory, and we have many members shopping multiple warehouses as well as placing orders directly with suppliers to acquire needed products. To put it in perspective, lacquers are up over 40% given the focus of our suppliers on the group while tape is down 20%, with several of our suppliers not shipping their core items to the group. The group is up 17%; remember, this is on top of the 25.5% from the prior year. Given the circumstances described above, the group is working hard to “plug & play” areas where we need help. The distribution centers started stocking traffic paint in the Midwest and Northeast and placed over $750K
S P O T L I G H T:
(Continued on page 5) 6 JOHNSON PAINT ALLPRO Board President is proud to continue in his great-grandfather’s footsteps 11 THE PAINT CENTERS A labor of love in more ways than one
16 ALLPRO TALKS From screenwriter to Catalina Paints president 20 ADDRESSING YOUR LEADERSHIP STYLE How to be a better leader and grow your business
23 COMMUNICATION 101 Brushing up on the basics 30 USING SEO TO GROW What you need to know about incorporating SEO into your daily marketing
July/August 2022
38 A GUIDE TO CUSTOMER SATISFACTION SURVEYS Why taking your audience’s pulse is crucial 46 NETWORKING WITH NEXTGEN Get to know triathlete and multi-tasking NextGen committee member Ash Ebbo
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Congratulations to the new additions to our ALLPRO family!
Welcome to our ALLPRO family! Please join us in welcoming THE PAINT PLACE LTD. to the ALLPRO family of independent retailers! The Paint Place Ltd. has three locations in the Bahamas: two in Nassau, New Providence and one in Marsh Harbor, Abaco.
SHARE YOUR NEWS! 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 5 ISSUE 4
CANPRO DECORATING PRODUCTS has added a new branch location, NABOR’S PAINT 2, in Toronto, Ontario; DRIVE-IN PAINT MART opened a new store in Canton, MA; FLORIDA PAINTS & COATINGS will be opening two new stores, one in Pensacola, FL and the other in Santa Rosa Beach, FL; HOME DÉCOR GROUP will be opening a new store in Medford, MA; MALLORY PAINT STORE will be opening a new store in Snohomish, WA; MARKETPLACE PAINTS will be opening their third store, located in Greenwood, SC; REGAL PAINT CENTERS will be opening a new store in Catonsville, MD; RING’S END, INC. will be opening a new store, located in Newtown, CT; and TANNER PAINT COMPANY will be opening their second store, located in Tampa, FL.
ALLPRO Leadership board president Josh Johnson Executive Vice President Mike Beaudoin Vice President of Merchandising Scott Morath Chief Financial Officer Jonathan Garrett Marketing manager 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. on the cover: Josh Johnson, Johnson Paint
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
(Continued from page 3)
in truckload orders working with two suppliers. This allowed us to get product to numerous members that did not have access. The purchasing committee quickly approved a new tape supplier (Blue Dolphin) to provide an additional source of supply of tape to the group. In addition, the warehouses placed $2.5M in tape orders trying to get additional
product with very limited success. The purchasing committee also worked to add an additional lacquer company (CIC Coatings), which is helping to maximize our success in that category. Overall, the group has grown threefold in this category over the past several years. With the large increase in the cost of primers, we placed large price protection
orders, trying to secure supply and allow members access at a competitive price for as long as possible. We will continue to monitor each category and work hard to give members access to the best products regardless of the challenges. Our mission is to use every resource available to give this group the ability to compete at the highest levels.
6 | July/August 2 022 | ALLPRO INDEPENDENT
SPOTLIGHT | J OHNSO N PA I NT
johnson paint osh Johnson has been with Johnson Paint for the last three decades, a time that has brought his family’s legacy to new heights—the previously one-store operation now has 10 locations (with another on the way) in three states (Massachusetts, New Hampshire, and Maine). Back in 1939, Josh’s great-grandfather had just moved to Massachusetts from Norway and was heading up a fairly large-scale painting business. He and his 18-year-old son had stumbled across a property and opted to invest, allowing his extensive knowledge of the industry to be utilized in a brand-new way. Today, Josh—a man who isn’t a big fan of titles but would describe his role as “oversee-er of most things”—is proud to be continuing in their footsteps while keeping his sights set on steady growth at the same time. Since Josh came on board full-time in the early nineties, they’ve made several beneficial acquisitions, the first of which was a three-store establishment in Maine called Woodhaven Paint, marking their first location across state lines. This 1998 purchase provided more than just market share, though. The previous owners of Woodhaven were ALLPRO members, so when the deal was made, Johnson Paint were officially welcomed to the ALLPRO family as well. “It’s always been a benefit financially,” explains Josh. "The structure of the organization, the rebates, the clout and credibility that comes as a result of the partnerships with suppliers — we've taken absolute advantage of that, and we've been able to secure some hard-to-find items." But like many of us already know, the greatest perk comes with the people. “I see the networking as the best thing. We’re businesses of different sizes from across the country. Everyone is free and open and willing to share both success stories and failures. What a resource!”
Images: Matthew Guillory
Although Johnson Paint’s journey to ALLPRO may have occurred by happenstance, it was clearly meant to be—Josh has sat on our ALLPRO board for six years and is currently serving as President. Johnson’s growth has been impressive, but it’s also been strategically measured so they can maintain the same quality standards. “As far as how we maintain the same attention to detail and customer service, that’s really the secret sauce. That’s why we’re
7 | July/August 2022 | ALLPRO INDEPENDENT
Pictured from left to right: Ryan Marvel (Sales Associate), Mike Lettko (Inventory Manager), Evan Viveiros (Sales Associate), Mike Arundale (Sales Associate), Justin Gatie (Sales Associate), Josh Johnson (Owner)
trying not to grow too quickly—consistency is something we strive for, whether it be in product or service.” Having knowledgeable employees with a low turnover rate (or, as Josh puts it, “people tend to stick around”) is a huge part of keeping that family-owned feel intact. “We’ve been really lucky with that. In terms of benefits, I try to let my store managers run their stores autonomously. We try to pay fairly and pass along the wins when we have them. My team is great, and that stems from what our core values are business-wise: hard work, honesty, and respect. It’s what we strive for, and ultimately, it rolls up into our culture.” Josh also credits Benjamin Moore, their major paint manufacturer for the last 60 years, for Johnson Paint’s ability to keep the needle moving without disrupting their standards. “They’ve been fantastic with us. They’ve been a partner and a supporter of any strategic planning that has been needed. They’ve helped us identify growth areas and even given us tools to compete on some of these larger commercial jobs.” With multiple markets being served, Johnson Paint is intentional about which departments and offerings are brought into which stores, with some areas catering to more of a commercial landscape and others, residential. In more residentially minded areas, Josh and his team are working on increasing sales in the way of window treatments and wallcoverings, while stores that bring in a lot of contractors and commercial work have epoxy flooring finishes. Johnson has also added some industrial lines.
8 | July/August 2 022 | ALLPRO INDEPENDENT
“COVID-19 definitely encouraged us to diversify our product offerings,” shares Josh. In the upper east coast, the areas Johnson Paint serves were particularly hard hit by the pandemic. “We had a large drop in business. We went to curbside. Our city stores were affected quicker and longer.” This turbulence accelerated a project that had long been on the backburner: an e-commerce site. “We were presented with an opportunity with one of the existing ALLPRO members who does some web design, and we jumped in. It was something we were thinking of for a while, and this absolutely ushered that in.” Josh calls the initiative a huge success that continues to raise their bottom line. As Josh and company await the opening of their new store in Newark, they are looking forward to a more stable year ahead. As product availability and inventory shortages become the reality for many of us, he hopes to keep doing what he loves with minimal disruption—and we’ll be right here rooting him on!
Christiana Lauzon (Color Consultant)
Q:
i f yo u ’ r e n ot at w o r k , w h e r e c a n w e f i n d yo u ?
AT HOME WITH THE FAMILY OR AT A KID'S SOCCER/ BASEBALL GAME Q : N i gh t on t he t own or s t ay in ? A: More "stay in" lately. Q : What k in d of mu s ic is you r go t o in t he of f ice or in t h e s h op? A: Sirius XM... The Tragically Hip Radio, Hair Nation or Jam On. Q : Who is you r f u n n ies t employee? A: Mike "The Basement Guy." Q : I f we wer e comin g t o you r t own , wh e r e wou ld you r ecommen d for d i n n er r es ervat ion s ? A: Anywhere in the North End.
Pictured from left to right: Jordan (store associate), Aaron (co-owner), Ethan (store associate), Stacey (co-owner), Mike manager). Stacy(operations and Aaron Keller 10 | July/August 2 022 | ALLPRO INDEPENDENT
SPOTLIGHT | T H E PAINT CE NT E R S
the paint centers o call The Paint Centers a labor of love would be an understatement in more ways than one. Not only is their staff exceptionally passionate and disproportionately made up of married duos, but the husband-and-wife pair who own and operate the five locations actually met in a paint store just shy of 20 years ago. Stacey Keller had just purchased her first home and was frustrated with the quality of paint she had picked up from Home Depot. Her neighbor suggested Benjamin Moore and pointed her in the direction of a local dealer. “I walked out with a new can of paint and a date,” Stacey laughs. Aaron, the employee who helped her out that day, eventually started his own painting business while Stacey focused on her career in aerospace engineering. “[Aaron] was buying a lot of paint, so we toyed with the idea of buying a store. He was very much the dreamer and I’m the more logical one, so we work really well together.” After the couple got pregnant with their daughter, Stacey went all in on the paint business, making their partnership a professional one, too. The first store was opened in 2015 with the help of Benjamin Moore’s New Entrepreneurship Program (NEP). At the time, the program, aimed at seeking out and supporting new owners to open Benjamin Moore locations who had both the appropriate technical knowledge and funds available, was new at the time and Stacey and Aaron were one of their first participants.
Images: Derek Cookson Photography
“They’ve been critical in our success,” shares Stacey, adding, “The people who succeed are the people who realize they don’t know everything and reach out to those who know more than them for help.” Leaning on others and seeking out additional knowledge became that much easier last year when they officially joined ALLPRO. The business acquired a location that already held membership and that stroke of luck turned out to be the very best kind of bonus. “They’ve been so open with members. A lot of the time you feel maybe a sense of competition [with other retailers], but the ALLPRO community is not that way. Everyone is more than happy to help and share information. It’s been great.”
11 | July/August 2022 | ALLPRO INDEPENDENT
Clearly, the team’s combination of business savvy, industry knowledge, and support from the Benjamin Moore team and ALLPRO family bode well for The Paint Centers. With just seven years under their belt, they’ve already expanded into five locations, all within about 30-40 minutes of one another. Their growth came about quite organically after realizing they were doing a lot of deliveries to the same areas, propelling the opening of their Clarkston and Fenton stores. They acquired their latest addition, Waterford, from an existing store whose owner was ready to retire after more than 30 years.
Pictured from left to right: Cole Keller (8), Aaron Keller, Stacey Keller, Kiera Keller (6)
“We’ve built this platform, and the more you expand the more you realize how much procedural work you have to do to back it up,” says Stacey of their recent success. “We want to have calculated growth, not growth that’s out of control. For us, this is our family. My husband and I are all in and we have a lot of employees under our belt. The last thing we would want to do is ever compromise that.” Despite undergoing a lot of changes in their mere seven years of operation, Stacey and Aaron have cultivated an employee culture that keeps day-to-day life feeling steady, opting to promote from within (an employee that started as a driver three years ago is now the manager of their Fenton store) and build a staff mainly through referrals. “It’s really nice because they know the culture, they know the environment, and I know it’ll be a good fit.” This family atmosphere is bolstered by a generous benefits package, which includes a 401k, dental and vision, life insurance policies, a company vehicle for managers, and health insurance that extends to family members. These perks, and the constant opportunities for staff growth, act as powerful incentives too. “Mutual respect is a big one for us,” explains Stacey, referencing an attitude that extends to her customers and contactors as well. On their website is a “Find a Painter” feature that connects contractors who shop with The Paint Centers with homeowners, creating a win-win-win scenario where paint sales are encouraged, contractors are provided more opportunities for work, and residential home decorators are given reliable contacts to painters who have already proven themselves in the industry.
12 | July/August 2 022 | ALLPRO INDEPENDENT
Q:
i f yo u ’ r e n ot at w o r k , w h e r e c a n w e f i n d yo u ?
T HOME WITH MY KIDS OR AT A AN EVENT FOR ONE OF MY KIDS. Q: Nig h t on th e t own o r s t a y i n ? A: A balance of both, but most nights we're home. Q: W h at k i nd of m u s i c i s y o u r go t o i n t he offic e or i n th e s h o p ? A: I like most music, but country music is my go-to. Q: W h o i s your f u n n i e s t e m p lo y e e ? A: James and Nate are both hilarious. Q: I f w e w e re c o m i n g t o y o u r t own , wh er e would you re c o m m e n d f o r d i n n e r r e s ervat ion s ? A: I'm a huge fan of small local places so it would be Da Eduardo’s in Grand Blanc, The Fed in Clarkston, or the Laundry in Fenton. Q: I f you w e re a p a i n t c o lo r, wh i c h o ne would you b e an d wh y ? A: Benjamin Moore Backwoods. Green is my favorite color and I love a good adventure.
" A l l p r o ha s b e e n g r e at. T h e e x p e r i e n c e s w i t h p e o pl e, t h e a dv i c e a n d t he d i sc o u nt s . A l l ha v e b e e n b e n e fi c ia l . " ~ s t ac ey k eller “We heard so many stories about people hiring contractors and it not working out, so now, when people submit a request, they tell us about a project and I give them three phone numbers of people who are already shopping with us. So, it will hopefully help us gain a customer for life and help sell paint through our contractors.” Stacey, Aaron, and the team at The Paint Centers show no signs of slowing down with plans to open another location in the near future. But rest assured, their expansion doesn’t appear to be coming at the cost of their current business. “We’re always looking for ways to improve, to become more community driven,” shares Stacey. “We’ll take it as it comes. And we’ve found that the opportunities tend to arise if you’re open to them.” Congratulations on an amazing first few years in the business and we wish you the best of luck with your future plans!
July/August 2022
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Celebrating the Life of
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DAILY MIX | AL LPRO TA LKS
ALLPRO
TALKS With David Cohn, Catalina Paints Like any kid growing up in California, surrounded by bright lights, movie stars, and the infamous Hollywood sign, David Cohn aspired to go into show business. But David’s dreams of writing screenplays went by the wayside during his last semester of college, when he was drawn
ALLP R O I N DEPENDENT : w h at wa s yo u r f i r s t j o b ?
D av i d C oh n:
My first real job was at 16 working in food service at Universal Studios Hollywood. I’ve never been able to enjoy amusement parks since. AI : W h e n d i d yo u k n ow y o u wa n t e d t o follow i n your f a t h e r’ s f o o t s t e p s a nd j oin C atal i na P ai nt s ? T e ll u s a b o u t y o u r his t or y i n t h e p ai nt bu s i n e s s . DC : Although I worked in the paint store a little bit as a kid, my first real experience working for my dad was in college. I liked it but the business was much different back then. I was an English major in college and being from L.A., I thought I could write screenplays. But like a lot of people graduating college, I sort of said to myself during my last quarter of school, “The family paint business sounds pretty good.”
16 | July/August 2 022 | ALLPRO INDEPENDENT
to the family paint business. Now the president of Catalina Paints, David is famous in his own right, with 15 successful stores and more than 100 employees. We catch up with David to learn more about life in the Golden State, the paint industry, and his involvement with ALLPRO. AI: Cat alin a Pain t s is family- operated. Do es an yon e els e in you r family wor k w ith yo u? T ell u s ab ou t t h at d yn amic. D C: My brother and I are co-owners. I handle the majority of operations and finance, and he handles marketing. The separation of responsibilities makes us more efficient, I believe. AI: You ar e a s econ d- gen er at ion m ember of Cat alin a Pain t s . Wh at is t he key to s u cces s f u l s u cces s ion plan n in g w hen it comes t o a family b u s in es s ? D C: We’re in the process of working on that now. I think the key is getting it clear what your personal strategic intent is. If you know what you want to do, then succession should follow that. AI: Wit h 15 compan y- own ed s t or es, yo u have s ign ifican t exper ien ce wit h expansio ns. An y wor d s of wis d om for a s u ccessful expan s ion ? D C: Make sure you always keep your eye on your cash.
AI : W h at’s your b u s i n e s s p h i lo s o p h y ? DC : We want to be the best we can be for our customers and employees. AI : D o you h av e a p e r s o n a l go a l o r s t or e goa l you ’re c u r r e n t ly wo r k i n g t owa r d s ? DC : Not really. We don’t think that store count is necessarily an indication as to how good your company is. AI : T e l l m e abou t C a t a li n a P a i n t s’ h i s t or y w i th AL L P RO. H ow h a s i n vo lv e m e n t i n th e gr oup b e ne f i te d t h e b u s i n e s s ? DC: We were in Mid South originally and joined ALLPRO with the merger in 2007. In 2013, I was invited to be on the sundry purchasing committee, on which I served for many years. It was a great experience—meeting other members of all different sizes, seeing how they think about their businesses and then working toward the common goal of [determining] which programs and products would benefit the group. AI : W h at i s your f a vo r i t e A LLP R O b r a n d ed pr od u c t? DC : Personally, I love the Pro Stretch from Tower. It’s a great example of something we have that our competitors don’t where we can control our margins. AI : T e l l m e abou t t h e c o n n e c t i o n s o r r elat i onsh i p s y o u h a v e c r e a t e d t h r o u gh t h e pai nt busi ne ss. DC : I have made lifelong friends in this group. It seems every year I meet new and interesting people. I’ve visited many members’ stores over the years and vice versa. It’s great to see old friends twice a year and check in on them and their businesses. AI : W h at d o you li k e t o d o i n y o u r f r ee t ime? DC : I enjoy playing golf and spending time with my family.
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AI: H ow h as you r maj or pain t manufacturer s u ppor t ed you r b u s in es s an d contributed to you r s u cces s over t he year s ? D C: Benjamin Moore is our primary supplier. They are very customer-focused and will do just about anything reasonably possible to help us grow our business. AI: Wh at wou ld ot h er ALLPR O members be s u r pr is ed t o lear n ab ou t you ? D C: I’m a super-recognizer. It’s actually a thing; Google it. I used to think it was a disorder but now I realize it’s a superpower. AI: T hat mu s t wor k t o you r advan tage when r ecogn iz in g r et u r n in g cu s t omer s. D C: Yeah, for sure. I started working with my dad in 1991 when I graduated college and over the years, I’ll see someone I’ll recognize from back then and I can tell that they appreciate that. AI: Wh at is you r favor it e pain t colo r? D C: BM #1547 Dragon’s Breath
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INDEPENDENT | G ROW T H
Assessing Your Leadership Style Elevate your strengths to be a better leader and grow your business
20 | July/August 2 022 | ALLPRO INDEPENDENT
If you have superior products and merchandise, efficient and educated employees, and the best social media and e-commerce marketing amongst your competitors and you still aren’t building your bottom line, it’s time to look at your leadership style. Did you know that the direction you provide your team is a key element in achieving your goals and growing your business? To maximize your role as a manager, determine which leadership style best describes you, then fine-tune your strengths to get the most out of your company.
1. Big Idea Leader:
3. Participative Leader:
You have exciting ideas and grand plans. You think outside the box, envision big dreams, and bring passion and energy. If this is you, you excel at transformational and visionary leadership. You inspire change and motivate members of your team to innovate and take part in shaping the success of the store.
You invite your team into most of the business decision-making processes and encourage input from everyone on issues large and small.
Use Your Strengths: Use your leadership skills to
create a positive company culture with a focus on cooperation and common business goals. As a big idea leader, you can communicate your vision to your staff, igniting excitement and motivation to jump on board. Empower your employees to take ownership in the workplace and authority over assigned tasks. Encourage creativity and new ways of doing things, and be available for support, encouragement and mentorship when needed.
Careful Considerations: Big idea leaders can lack
Use Your Strengths: By seeking collaboration and
consensus from your employees, you empower them, helping them to feel engaged, dedicated, and disciplined. As a participative leader, you are showing your staff that you value their opinions, which in turn will improve employee morale, generate better ideas, and drive productivity.
Careful Considerations: If you lead with this style, it can take a long time to make decisions because of the number of people involved in the process. Ensure you manage meetings, keep tight timelines, and involve the employees only in decisions that are specific to their position.
focus on essential tasks and miss important steps and details for accomplishing the vision. Set clear expectations and encourage employee task-management to ensure productivity follows passion.
4. Transactional Leader:
2. Laissez-faire Leader:
You assign roles to your team members and pay them to do the tasks assigned. Also known as managerial leadership, this style is based on rewards and reprimands.
You are laid-back and go with the flow. You trust and rely on your employees to meet their goals without providing much instruction or guidance.
Use Your Strengths:
By entrusting your employees with autonomy, and providing freedom for them to make decisions, you encourage personal growth and innovation. With your hands-off approach, decisionmaking will happen more quickly with little guidance.
Careful Considerations: If you identify with
this approach, ensure your employees understand their roles and responsibilities, and have the required skills and knowledge. Check in on them occasionally, providing guidance or feedback.
Use Your Strengths: Strict rules, procedures, and
standards can benefit your business when you need to ensure duties are accomplished and problems are resolved. You are clear with what is expected of employees, and your feedback allows them to stay on task.
Careful Considerations: While a results-based
approach can be effective in some situations, it can also be considered deficient because it limits your team from reaching their full potential, achieving personal and company growth, and results in low job satisfaction.
July/August 2022
| ALLPRO INDEPENDENT | 21
5. Autocratic Leader: You’re the boss. You make the decisions and require your employees to comply.
Use Your Strengths: If this is your leadership style,
you are quick to make decisions, be direct with staff, and delegate, resulting in high productivity.
Careful Considerations: Consider consulting your team. Leaving employees out of important company decisions will result in low morale, high staff turnover, and additional stress on your decision-making shoulders.
The most successful business leaders…
If you think you fall into more than one leadership category, you’re probably right. Most leaders have characteristics of a few of the leadership styles described above. But by understanding your leadership traits, and how your strengths and weaknesses can affect the group you’re leading, you will be in a better position to use leadership tactics to get better business results.
Create a clear vision and strategy. Look to the future. What are your company and store goals for the next few years? And how will you get there? Figure that out and then bring your team on board. Are transparent with their team. Spend time with your employees and communicate the successes and failures of the company. Interact with employees. Walk the floor with team members or schedule coffee meetings with every employee. Get to know them, their latest wins, and their greatest challenges. Lead by example. It sounds simple but walk the walk and talk the talk. Just like your kids learn from your example, so do your employees. Recruit and retain top talent. Everyone
knows that people are your biggest asset. Take time to acquire topnotch employees and then invest in their progress and professional development.
Are able to delegate. While not all your employees can do it as well as you, they won’t learn how unless you release the reins and empower them. Ask for advice. Check in with other ALLPRO members and colleagues. Chances are, someone in the group has experience with what you’re going through. Keep learning. Stay up to date with new paint products and sundry merchandise, attend ALLPRO conferences, take courses (like ALLPRO U), and share your knowledge with your team. Measure success. Put operational metrics in place to measure the efficiency of your procedures.
Communication 101: Bru shing up on th e ba s i cs Effective communication is a prerequisite for entrepreneurs. So, what if you feel like you’re struggling to string sentences together? It’s never too late to brush up on your interactions with customers, suppliers, employees, and colleagues in the industry. Improving your communication skills will not only help you to feel more comfortable when addressing anywhere from one to 100 people, but it will also help you give your best sales pitch, share ideas, negotiate contracts, retain staff, and ultimately grow your business. Go from winging it to winning it with these strategies for becoming a better communicator. Short and Sweet: Develop a one-sentence spiel of what your company or store provides and how it adds value. Brand
consistency is key, so use this pitch everywhere — in your social media feeds, your e-mail signature, for in-person presentations, on the store floor, with suppliers, even in your advertising. Write it down and rehearse it so it becomes second nature for you to say.
Make it Personal: Know your audience and alter your address to their needs, interests, and background. Your new customer looking for paint and sundry goods isn’t the same as your paint supplier, so neither should your communication with them. Just like the message may change depending on your audience, so should the style of your exchange — your body language and tone should depend on the conversation, presentation, and audience. Do your Homework: Talk to your sales team, consult colleagues, and visit with close friends who can give you a customer perspective and take some notes. Come to the office, store, or conference room prepared to communicate with speaking notes for a variety of audiences. Not only will you have information handy, but you’ll also feel more comfortable and confident because you prepared. Talk Less, Listen More: Communication is more than just talking or giving your best sales pitch. Engage your audience with your delivery, but then be attentive to their verbal and non-verbal responses. Ask them questions, inviting them into the conversation and listening just as much as you speak.
" A good leader is one that does so by example: Listening to the team, being accountable and holding the rest of the team accountable for their commitments and taking responsibility as the visionary that must guide the ship." Jonathan Chiaro, Executive Vice President, Loconsolo Paints
July/August 2022
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Tackling
Tou gh C o n ve r s a t i o n s Tips to increase your confidence and better prepare yourself to handle difficult discussions If you dread having a tough conversation and would do just about anything to avoid it, you are not alone. Difficult conversations can leave you feeling uncomfortable, anxious, and overwhelmed. But ignoring the situation will most likely make the issue bigger. The sooner you deal with it and learn how to tackle tough conversations, the less you will need to have them.
Wendy Hofford, author of Rip off the Bandaid! Have That Tough Conversation! shares her strategies for increasing confidence and preparing for the next time you find yourself facing a tough conversation.
1. Face the fear “Any situation that leaves you feeling uncomfortable ignites your natural response of avoidance,” explains Hofford. “It is your natural fight-orflight instinct. The challenge is that avoidance can cause bigger problems down the road — short-term gain for long-term dysfunction. Facing the fear is knowing there is a situation that needs to be addressed and recognizing you are strong enough to handle the conversation. The fear in our head is usually far worse than reality.”
2. Remove emotion “When preparing for a tough conversation, focus on the facts of the situation and put aside any emotions you are feeling. Judgments can become clouded, with attention directed at what you are feeling rather than what needs to be done and said. To separate emotion from the situation, consider getting another perspective. Talk it through with someone you trust who is not involved. Or write out your thoughts and feelings so you can identify them and understand how they are influencing your perspective.”
" A good leader needs to listen to those around them but know when they need to make a decision. Listen, learn and act. Being able to make mistakes and learn from them is key. 'Success is the ability to go from one failure to another with no loss of enthusiasm.'” (Winston Churchill) Scott Herling, Director of Paint Operations & Marketing, Ring's End Inc.
3. Determine the desired outcome “What is the goal and intent of the conversation? Without a clear end goal in mind, the conversation can meander, and you can end up with a totally different outcome.”
4. Consider all angles “Prior to speaking with the other person, stop and consider how they may interpret the conversation. Think of all possible arguments, excuses, or angles. Do you anticipate any resistance or barriers? How might they react? How might you react? Prepare for as many different scenarios as possible. Role-playing prior to the conversation and preparing for different scenarios can help you stay calm and in control.”
5. Have the conversation “Before you begin, center yourself, take a deep breath and be focused. Start the conversation with a direct, calm, controlled introduction. Stay away from using “you” and focus on using the word “I”. “You” is accusatory and makes people get defensive or resentful, and therefore less likely to make peace. An easy way to start is to simply say, “Thank you for joining me today so we can talk and clarify some things.” This sets the tone as more of a partnership rather than a confrontation. Keep the focus on the facts and work together to achieve a mutual agreement. As you end the conversation, be clear on the desired outcome and what it will take to make the necessary changes.”
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USING SEO
TO GROW
Whether you’re just beginning your foray into the world of e-commerce, or you’ve been selling online since the aughts, if you’re not optimizing your website for search engines, you’re likely leaving money on the table. Search Engine Optimization (SEO) is the practice of incorporating relevant keywords on your website that improve your ranking on search engines like Google, making your pages easier to find for potential customers. Improvements to your ranking can be as simple or as involved as you’d like them to be. If you’re working with an agency, this is something that’s likely already an aspect of your online strategy, but if you’re more of a DIY-er, that’s okay too. Here’s everything you need to know to start incorporating SEO into your daily marketing initiatives.
D EF I N I T I O NS S EO (S earch En gin e Opt imizat ion ): A cost-effective
and stable revenue driver that relies on content and keywords to drive organic traffic to your website by improving its “rank” on search engines like Google.
Organ ic T raffic:
Whereas paid traffic refers to users on your website who have been referred from paid advertisements like Google ads or boosted social media posts, organic traffic comes from unpaid advertisements, social media posts, or organic searches.
Keyword : This refers to terms or phrases (typically between two to five words) that your potential customers would type into a search engine when looking for a product or service similar to your offering(s). googl e Ad s : An online advertising service that allows businesses to bid on keywords related to their service or product. After a successful bid, your page will automatically be ranked high when a user makes a search including your keyword.
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AREAS OF OPPORTU NITY C O LLEC T I O N P A GE S :
Collection pages on your website present an opportunity to include copy and keywords that will help your product pages rank. These pages will feature all products in any given category; e.g., your online retail store might have a collection page titled “Paint Products” wherein all of your product pages, from interior paints and primers, to decorative finishes, and paint supplies and sundries can be accessed. Experts recommend building links directing to these pages and investing in SEO terms here rather than on individual product pages, which Google rarely ranks well. Another benefit to this tactic is that when customers are led to the page through their search, they will be presented with several options that cater to their inquiry — more opportunities for your brand to be the answer to their questions. They’ll likely spend more time on your page, and they’ll gain insight into your inventory.
LO C A T I O N P A GES :
If you have multiple locations in different regions or neighborhoods, it’s advisable to create a unique page for each on your website, ideally linking from one location “hub” that lists all of your locations. This will provide the opportunity to boost your local SEO and increase your foot traffic at the same time.
B LO G :
A blog is arguably the best tool a brand has at their disposal to increase their ranking and integrate SEO terms in an authentic way. It provides you an opportunity to touch on topics important to your target audience in a timely manner. It allows you to produce fresh content that can be leveraged on other platforms to bring traffic directly to your website. It’s likely that during your keyword research you’ll stumble upon a whole slew of ideas to explore in longer form — keep track of them and create a monthly content schedule to ensure new articles are posted on a semi-regular basis. Beyond the SEO perks that will come with this initiative, a blog also provides an opportunity to position your brand as an authority or resource for your industry. Link new blog entries to social media posts and eblasts to create maximum impact.
" A blo g i s ar guably t h e be st t o o l a br a n d h as at t h e i r d i spo sal t o i n c r ease t h e i r r an k i n g an d i n t e g r a t e SEO t e r m s i n an aut h e n t i c way."
The All Pro Indep end e n t r eac h ed o ut t o so m e retailers for insigh t o n t h e i r SEO st r at e gi es ; here' s what t hey ha d t o say: " We are leveraging vendor co-op funds to improve SEO across our website. We are very focused on our content strategy to drive qualified traffic to the site interested in purchasing the categories we have available to ship nationwide." Scott Herling, Director of Paint Operations & Marketing, Ring's End Inc. “ We're focusing on SEO through the lens of a local retailer. As such, our primary focus is on building strong local business listings, curating healthy backlinks, and generating positive customer reviews.” Olivia Nix, Marketing and Events Coordinator, White's Lumber
" We decided to outsource the tracking/maintenance/new updates of our social media and overall online presence to a consultant. They also manage our company website and e-commerce site. We have a process in place that allows us to position ourselves according to the results from our monthly reporting. They also look at other indicators to determine if our strategy makes sense." Jonathan Chiaro, Executive Vice President, Loconsolo Paints
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S EO BES T P RAC TIC ES L ES S IS (S OMET IMES) MORE:
Although keywords should be strategically placed and used correctly, it’s equally important to avoid overusing them. This, commonly known as “stuffing,” can be flagged by some search engines as spam, impeding your page’s ability to rank.
MEAS U RE IT : A great analytic to examine when working on your SEO strategy (or struggling to see results) is your “bounce rate.” This metric reveals the rate at which visitors to your website enter and choose to leave after viewing only one page (they “bounce” away). A high bounce rate could be a deterrent to the algorithm, preventing your pages from ranking well.
" The m ore links you d irect t o yo ur web sit e fro m e xt ernal links, t he m o re credib le yo u read t o the s earch en g in e. "
Answers p. 50: search and find these seo keywords
interior paint exterior paint ALLPRO paint store house painting residential dealer
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BREAK IT U P:
Adding heading tags or subheads (the equivalent of headlines or titles) to your content helps make it more readable to both users and the algorithm that determines your rank.
L EN GT H MAT T ERS : Consider the density as well as the quality of your keywords. This is measured by taking the quantity of keywords by the total number of words that appear on a page. You can avoid “stuffing” by lengthening your copy, ensuring keywords are spaced adequately. L IN K U P:
The more links you direct to your website from external links, the more credible you read to the search engine. Of course, if you’re consistently creating good content through a blog, it’ll be easier to build the relevant relationships required to have links lead to your page—it may even start to happen organically. It’s also a good idea to create multiple link pathways within your own website—this also improves your credibility.
wallpaper blinds independent brushes roller decor renovating
CONTEN T IS KING Simply put, the best way to improve your website’s SEO score is by consistently publishing quality content (images, copy, infographics, videos, etc.). Rather than aimlessly writing into the void, it’s best to be thoughtful with your approach and produce meaningful information for your ideal customer. Learn to think like the algorithm and consider the same points it does for ranking your page:
I s t he c o n t en t unique ?
You may have some key points you’d like to hit home, but in the world of SEO, it’s best to say it differently each time. Duplicated text from elsewhere on your website or from another website won’t be helpful and could even be a detriment.
I s t he c o n t en t informa tive ?
Before publishing any blog post or page, try to put yourself in your customer’s shoes. Is it helpful to them?
I s i t n ew ? Search engines rank fresher content higher, so while there’s no need to reinvent the wheel, it’s a good idea to regularly update your web pages. If you’re forgetting about a page on your website, there’s a good chance Google is too.
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FINDING KE YWOR D S The true power in SEO lies in understanding the target customer and how they go about searching for products and services in your industry. While this will require a bit of research on your end, it’s worth it to find the keywords that are best suited for your business objectives. Essentially, this looks like gathering a list of all possible variants of words, terms, or phrases that could be relevant to your current page, ideal customers, and products or services.
K e y wo r d re s e a rch wil l h e l p with : •
Getting qualified leads
•
Building brand awareness
•
Increasing sales
•
Finding potential blog topics
•
Improving existing ad campaigns
• Understanding how to reach your target audience
ST E P O N E: Before engaging in your research, you’ll first want to determine what answers you are looking for. Write down a list of questions that will help you better understand your customer. ST E P T WO : You probably already have a list of keywords kicking around in your mind, and this is a great place to start. Write down a list of your services, products, and topics—this is where your keyword research can begin. ST E P T HR E E: There are multiple online tools available to help generate a more comprehensive list of keywords. We recommend using one to further flesh out your list of keywords. Look for terms with a high monthly search volume and high relevance to your company, but keep in mind that the more competitive the word (the more businesses that have deemed it relevant to their operation), the more difficult it will be to rank using the term. ST E P F O U R : Editing your compiled list is an important part of the process. If your research has generated a term that feels incompatible with your business or the sort of customer you’re hoping for, it’s acceptable and even beneficial to remove it.
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S T EP FIVE: Specialize or categorize specific terms relating to different departments. While some keywords might stay relevant on every page of your website, others will only make sense in the context of certain ones. You might want to do additional research whenever you’re launching a new page, but it’s a good idea to have a running list of relevant keywords related to your different departments and product categories for easy access.
SE O Te rms to Start W it h: Best interior paint Best exterior paint All Pro painting Paint store Benjamin Moore near me PPG Paint store Paint shop near me Ace Hardware paint The paint shop Deck stain
Buy paint near me House painting Residential painting Paint dealer Paint and wallpaper Independent paint store Paint brushes Painting equipment Home renovation Auto paint store
Targeting competitor keywords helps you appear on the same SERPs (search engine results pages) as your competitors so be sure to think beyond your lane.
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A guide to customer satisfaction surveys You may think your business is among the best in the industry, but the question you should be asking is: How do your customers feel about it? Customer satisfaction surveys provide the opportunity to hear directly from your customers and gain unique insights into your business. Taking your audience’s pulse can help you improve your offerings and overall customer experience, leading to higher revenues and more loyal customers in the long-term.
Though it may seem overwhelming to create a survey, there are plenty of tools available that make it feasible for businesses of all sizes.
THEY O F FE R A P ROACT I V E SOLU T I ON Surveys help you get in front of your customers to hear from them directly, offer solutions or respond to negative feedback. Don’t wait for a potential issue to snowball—or worse, for a customer to share a negative experience with others.
THEY S HOW C USTOMERS YOU CA RE You want your customers to know you’re trying to improve their experience and build a relationship with them. Satisfaction levels are often predictors of customer loyalty; if they feel like you care about them and their experience with your product or service, they may be more likely to revisit your brand or recommend it to others.
THEY H E L P YO U U N D E R STAN D YOU R C U STO MERS Surveys give you a glimpse into your customers’ feelings and interactions through every step of their journey with your brand, from the first interaction to making a purchase. Discover issues before they develop into bigger problems and ensure you recreate positive experiences in the future.
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WHY CONDUCT CUSTOMER SATISFACTION SURVEYS? Customer satisfaction surveys provide an incredible amount of information on how your customer feels about your business – and why they may feel that way. Some of their main benefits:
THEY PROVID E ACC URATE IN FORMATIO N Decision-making is easier when you have access to strong, accurate information. Surveys provide a wealth of data—and show trends or patterns—that allow you to take action to improve your offerings and your overall business practices.
Developing a strong strategy While creating a customer satisfaction survey might be straightforward, a strategy is still required to ensure your survey meets your goals and expectations. We’ve compiled eight key steps to consider when building a survey: 1. S E T OB J ECT I V E S Talk to different members of your team to learn more about your current customer base. You can also reach out to fellow ALLPRO members to hear their experiences with surveys and any words of wisdom they can pass along, member-to-member. What kind of information do you want to collect from customers and why? How might it help your business improve? Cut out questions that don’t fulfill your objectives. Think long-term so you can reuse a core set of questions and compare the results against previous surveys. 2 . D E T E R M I N E W H I CH C HA N N ELS YOU’LL US E There are plenty of options available—email, online, phone, face-to-face, etc.—all with pros and cons. 3 . K E E P I T S I M P LE Don’t fill your survey with jargon. Write in clear, concise words the average customer will understand at first glance. Also, keep it short! Customers are more inclined to fill out a survey if they know it won’t take long. Aim for no more than 10 minutes maximum. 4. START B ROAD Ask about overall satisfaction with your product or service, then dive into more detailed questions. Starting broadly will give you some initial insight that you can compare to benchmarks. 5 . AS K A QU E ST I ON AT A TIME Stick to one point in each question to avoid confusion and cut out unnecessary phrasing that muddies its meaning. 6. VARY YOU R QU E STION TYPES Include several types of questions, including open-ended questions with free text so you can gain even more insights about your customers’ experiences. Some of the most insightful feedback will come from customers describing their feelings in their own way. 7. D ON ’ T AS K LE AD IN G QUESTION S OR IN F LUEN C E THE C USTOMER Guiding respondents to a certain answer through leading or biased questions won’t help you in the long run as it will prevent accurate feedback. 8 . T H I N K AB OU T T I MING Hit your customer base at specific points in their journey, but make sure not to send out too many surveys to an individual customer. Determine when a survey will provide you with the best insights so you can capture accurate data.
July/August 2022
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Building surveys that get results When building your survey, the types of questions you ask — and how you ask them — can make a big difference in the data you receive. Asking the right questions in the right way at the right time is essential to obtain accurate, honest answers from respondents. Depending on your overarching objectives, vary the question types to glean both quantitative and qualitative data. Some popular question types for customer satisfaction surveys include: R ATIN G SCA L E Q U E ST I ON S Rating scale—or ordinal—questions can help you understand benchmarks over time. They typically display a range of response options, such as ‘Rate the following from 1 to 10’, and the respondent selects the number that best represents their response. Make sure to keep rating scales consistent throughout your survey—and across surveys, if you’re hoping to compare results—to help keep the data clean and accurate. LI KERT SCA L E Q U E ST I ON S This common question type measures how customers feel about a statement or topic, providing a range of options from one extreme to the other (for example, very satisfied to deeply unsatisfied, or strongly agree to strongly disagree). This format can also include a neutral response option or not.
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B INA RY QUESTION S More straightforward, binary questions typically require a yes/ no answer. Best for simple questions, they won’t take customers much time to complete. To make up for the lack of detail, follow up with an open-ended question if you require more clarification or information. MULTIPLE C HOIC E QUESTION S According to the online tool Survey Monkey, multiple choice questions are the most popular survey question type. Though they come in different formats, they typically provide easy-totabulate data. OPEN- EN D ED QUESTIONS Open-ended questions glean some of the best insights from your customers, who can express themselves, in their own words, about their experiences with your company and their satisfaction levels. They can stand alone or follow a more quantitative question.
Emails and phone calls and text messages—oh my! A customer satisfaction survey can take on many formats, but email is often preferred as it’s a direct, reliable way of collecting feedback from customers and one of the most effective digital marketing channels. The benefits of sending out email surveys include:
LOW COST Email offers a low- or no-cost survey solution, especially when considering the potential return on investment. M A SS D IST R IBUT ION You can send an email survey to multiple people at once, saving you time and resources. EA SE O F USE , FO R B OT H YOU R B U S I N E SS AND T H E C USTO ME R Customers can check their email on their own time and respond when they wish, while you can gain access to their data with a few clicks.
TA RG ETING OPTIONS You can segment respondents into different groups, such as where they are in their customer journey, their engagement level or a commonality between them. PERSONA LIZATION Email offers the ability to personalize a survey, helping to build connections and foster relationships with your customers. B ETTER, MORE ACC URATE DATA Email helps you obtain honest answers from your customers, who may open up more when they have time to reflect on their experiences in a private setting.
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What you need to know about email databases To conduct surveys via email, you’ll need a database that includes the names, email addresses and other key information from customers who have granted permission for your business to contact them. You can collect email addresses through your website, via opt-in forms (physical or online), at events, on social media and more. Whether you’re using a spreadsheet or a more comprehensive software, a clean, up-to-date database is essential.
Quick tips
1
Once your database is created, it’s imperative the information is properly stored. Keep all data in one central program or file instead of multiple files, and make sure everything is clearly labeled so you can use filters to segment your contacts as needed.
2
Update your database regularly—errors can lead to consequences like undeliverable mail or angry customers if you email them after they’ve asked to be removed from your mailing list. You can even add information to your database from previous surveys to flesh out customer profiles.
3
Finally, ensure your database is secure and regularly back it up to save your business a headache in the event of a security breach.
42 | July/August 2 022 | ALLPRO INDEPENDENT
INDEPENDENT | NE XTG E N 1. SHE SHIFTED GEARS FROM SOCIAL WORK Ash graduated college in 2007 with a degree in the social justice field, but after struggling to get a job during the recession, she moved back home and joined her family at Clement’s Paint. “I decided to move back home in 2012 and started back at the paint store while I was looking around for a job,” Ash explains. “While working there, I realized I really enjoyed it. My brother-in-law, Scott Lawson, had been working there for about a year at that point and my dad was (and still is) very involved in the company. It was a great opportunity to learn new things and have a chance to work closely with family in the process. With the addition of some new blood, the growth of the company really started to take off. I am really proud that I am able to be a part of what’s happening with the company.” 2. SHE’S A TRIATHLETE When she’s not managing the backend operations of the business or helping out at the paint counter, you might find Ash going for a run, riding her bicycle, or swimming laps. “I have done two Ironmans (Louisville in 2015 and Chattanooga in 2018), though to be honest, I think most people know this about me by now because I am typically wearing an Ironman hat at [ALLPRO] events,” Ash says.
Networking with
An Ironman Triathlon consists of a 2.4-mile swim, a 112-mile bicycle ride, and a 26.22-mile marathon, and is widely considered one of the most difficult one-day sporting events in the world. 3. SHE’S GROWING THE BUSINESS While the hiring shortage has been a hinderance for Clement’s, requiring Ash to help out in stores that are operating without enough employees, she’s still focused on expanding the business.
Get to know triathlete and multi-tasking NextGen committee member Ash Ebbo Ash Ebbo’s energy and vision for growth and diversification aren’t the only things that make her a perfect fit for ALLPRO’s NextGen committee, although they’re certainly fitting. This second-generation paint retailer from Austin, TX, understands what it feels like to be the newcomer in a sea of veteran paint retailers and is hoping to help other young leaders find community and belonging in NextGen. Here are four other things you might not know about our NextGen committee member from the Lone Star state. 46 | July/August 2 022 | ALLPRO INDEPENDENT
“Our goal right now is to build up a structure so the company can operate somewhat self-sufficiently, which will open up time for us to continue the expansion of the business,” Ash says, pointing out that the company has grown tremendously in the past 10 years. “We went from a two-store operation to opening our seventh location this year and owning some property. It’s not just the growth, though; we are building the business up so it can maintain a much larger footprint. It can be a bit overwhelming, but it is definitely something to be proud of.” 4. NEXTGEN GAVE HER BELONGING Even though Ash is a second-generation paint retailer, whose family has been involved in ALLPRO for years, attending events was intimidating for her. “It wasn’t until the first ALLPRO U event that I felt like I started to find my place here,” she says. “I met a bunch of next generation leaders and started to learn about what they are doing to help their company grow and evolve. When I was offered a spot on the NextGen committee, I saw it as an opportunity to help others find their place. I also see it as an important addition to help ALLPRO grow and diversify with the ever-changing demands of our business. Unfortunately, we formed the committee just before COVID-19 hit, so we haven’t had too many opportunities to organize events for NextGen folks, but there are definitely some exciting events on the horizon!”
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