ALLPRO Independent Magazine November/December 2020 by ALLPRO Corporation

Ind epe n de nt November/December 2020

making resolutions for results

P ERS PECT I V E S PA I N T CO M PA NY Marking a 40-year milestone An ALLPROÂ® Publication

CO MIN G EA RLY 2021 ALLPRO aims to open new centrally-located distribution center

LOSS P REVEN T I ON Strategies for reducing shrink in your shop

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AT THE MIKE | FUTURE

@ A L L PROCOR P

BUDGETING IN A PANDEMIC

MI CHAEL BEAUDOI N Executive Vice President ALLPRO Corporation

s many of us do in business this time of the year, we start to plan and budget for year-end and make assumptions for the next year. This is difficult in normal years but considering the roller coaster ride of this year’s pandemic, it is considerably more difficult! Nevertheless, we must do it to ensure that we properly plan for our success.

S P O T L I G H T:

ALLPRO typically starts this process in August, refines the numbers in September, and using October’s numbers as the final analysis locks them in to present to the Board. This gives us 10 months of data to perfect the year-end finish and provide the Board the information to make decisions on how to allocate profits and approve the following year’s spending. This year is different, as there is a virtual meeting on October 30th instead of the physical meeting the first week of November. We are using nine months of data to make our assessment on the year-end finish

6 Perspectives Paint Company: 40 Years Strong 10 ALLPRO Talks With Anthony Ward of Farrell-Calhoun

and present the budget to be approved for 2021. Figuring out year-end was not the most challenging - figuring out next year certainly is. Like everything this year, we must maneuver and adapt as the budget must get done. I recently watched the opening video we produced for the Spring Show and listened to each featured member list their goals for this year. It was somewhat nostalgic and nice to be taken back to a simpler time, but it really is about moving forward. When planning the budget, I took the following into consideration:

All of these details were considered when trying to determine how to budget for next year. In addition, the pandemic isn’t over, and we must try to envision what 2021 will be like using today’s data. One of the tools that I used was to heavily factor in 2019 along with 2020 to get an average of the two years as a guide. I also broke out the PPE-related products to separate that business. Some other thoughts for next year’s business outlook that I considered when building our budget are as follows: • Shipping costs will continue to rise as demand continues to surpass supply

• Extreme panic in March

• Decrease in the cost and sales for PPE products as they become more available

• Extreme business slowdowns and closures in April and May

• Rising cost to attract good employees as they are highly sought after as more industries open up

• Nontraditional business boom in May, June & July

• Margins will be flat

• Ongoing bursts of business with PPE-related products

• Expansion of market share due to new business selling techniques (Zoom, e-commerce, etc.) will stay and pay dividends

• PPE loans and the non-recurring revenue (non ALLPRO Corporate) • Multiple product outages (widespread) • Sporadic disruptions to service levels (member & supplier)

• More member and supplier consolidation • Travel costs starting to come down as more hotels and airlines start to add services

12 Meet Our Newest Members

20 Shrink Is Growing: Tips for Loss Prevention

14 2021 Color Trends

28 Making Resolutions for Results: A Guide to Goal Setting for 2021

Continued on page 5

32 Prop Up Your Profits 38 Final Coat Celebrating Resilience in the ALLPRO Community

November/December 2020 | ALLPRO INDEPENDENT | 3

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INDEPENDENT | ON THE BLOCK

Congratulations to the new additions to our ALLPRO family! Welcome to our ALLPRO family! Please join us in welcoming STAN’S PAINT CLINIC, INC. and STERLING CARPET ONE FLOOR & HOME to the ALLPRO family of independent retailers! Stan’s Paint Clinic, Inc. has two locations in Idaho Falls, ID and Rexburg, ID and Sterling Carpet One Floor & Home has two locations in Grand Forks, ND and Bemidji, MN.

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 3 ISSUE 4

CANPRO DECORATING PRODUCTS welcomed a new member, NEW LOOK INTERIORS, located in Prince George, BC; HPM BUILDING SUPPLY added four new stores, MIYAKE/HPM BUILDING SUPPLY, located in Wailuku, Kihei, Makawao, and Lahaina, HI; and JC LICHT opened their 41st store, located in Crystal Lake, IL.

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

Continued from page 3

Other thoughts for next year regarding the shows and ability to operate:

This means that we will have to continue to fight for supply and change our ordering patterns to ensure that you can service our customers and meet market demand.

and help manage the affairs of the group. With this assumption in mind, we also moved our spring show date to later in April to hopefully be able to provide the group with a safe show. If that cannot happen, we have a virtual show ready to go so members can still take advantage of spring promotions.

• A new normal will take hold, eventually people will start to gather again in some capacity

• There is a great chance that our Stockholder Meeting in Nashville, TN will happen

This is starting with the Board of Directors meeting in Tampa, FL to review the budget

If we must wait until next fall to meet again, I do believe that first show will be the largest

• It will take suppliers longer than expected to get caught up with manufacturing supply to meet the demand

stockholder meeting to date. There will be a pent-up demand to see people and have fun. We will work to accommodate a larger show if necessary. In addition, we will look to add something new and memorable to the event. Although none of us truly know what next year will be like, I do think it is important to plan. With any disruption in business and life, there are opportunities that can be positive and lead to considerable growth!

November/December 2020 | ALLPRO INDEPENDENT | 5

6 | November/December 2020 | ALLPRO INDEPENDENT

SPOTLIGHT | PERSPECTIVES

perspectives paint company 40 YEARS STRONG

erspectives Paint Company was created by Phil and Carolyn Wyant in 1980, after Phil, who worked at the local Glidden store at the time, had a disagreement with the owner about how the store was run. Phil, with his mind set on a particular way of doing business, found a nearby location and set up his own shop, just a block away from his previous employer. The original store was 2,000 square feet, sharing the building with a civil engineer’s office and a beauty parlor (employees still recall the poignant smell of chemicals on perm day!). Fast forward three years and Phil was able to buy out those other businesses and embark on the first of many remodels. Capitalizing on a booming market interest in wallpaper at the time, Phil put his wife, Carolyn, in charge of growing the wallpaper business, while he focused on increasing the market share for the new Coronado Paint Line. In 1983, Jason Taylor—the store’s current owner—was hired on to take care of payroll and other administrative tasks. He had spent the previous several years in Illinois, but when President Reagan fired 10,000 air traffic controllers for striking for better working conditions and benefits, Taylor found himself back in his hometown of Lexington and in search of work. Leaving the air space behind, Jason blended well into the Wyant family business, working alongside Phil and Carolyn while he completed his bachelor’s degree in accounting at the University of Kentucky, becoming the first in his family to graduate from college. With a steadfast focus on customer service and Phil’s expert paint-matching skills, Phil and Carolyn turned their new venture into a successful family-run business, making Inc. Magazine’s list of 500 fastest growing companies. In 2004, Carolyn and Phil retired, entrusting Jason and his wife, Mary, with the business they had grown. Since then, Jason and Mary have worked tirelessly to continue the legacy the Wyants built, providing the products, services, and attention to detail that have always been a part of the Perspectives culture. In 2020, Perspectives is celebrating 40 years in business and their store now occupies over 7,000 square feet of showroom space, 18,000 square-feet of warehouse and office areas on three floors with forklift access to all levels. They are known in their Lexington community as the “go-to place for information as well as products.” The store’s unofficial motto is “every customer, a customer for life,” a sentiment that has enabled significant success

over the years. “We even get customers that call us for advice on how to use products purchased from other stores because they can’t get the information they need from [big-box stores].” Perspectives has supplemented their paint and sundries department with “an extensive library of special order and commercial wallpaper books, upholstery services, home fashions, window treatments, and more than thirty lines of ALLPRO products including brushes, rollers, buckets, caulk, tape, and everything else needed to complete projects.” Perspectives is keenly aware of the need to stay on top of trends and adjust their offerings accordingly, with Taylor stating, “customer demand has led us to add [many] different departments... Customer service is a priority; we listen to our customers to learn what they are looking for and try to fill their needs.” Equipment rentals, sales and repairs of paint sprayers, pressure washers, wallpaper steamers, sanders, and all the supplies to support them grew in response to customer demand. Perspectives joined ALLPRO in 1986 after hearing about the group through a dealer at a conference, and has enjoyed their involvement in the ALLPRO community ever since. “The ALLPRO brand is a key part of our success,” shares Taylor. “It allows us to offer better

November/December 2020 | ALLPRO INDEPENDENT | 7

pricing and certainly better service.” Taylor elaborates, “The knowledge that we gain from other ALLPRO members and our vendor partners keeps us updated and ahead of trends in our markets.” Through ALLPRO, Perspectives made contacts that helped them obtain a new point of sale system, taking a load off in-house collections. Taylor fondly recalls meeting a sales rep at a Spring Show, and within a two-minute conversation about access to a legacy tinting system he saved several thousand dollars that would otherwise have been spent on new equipment, not to mention all the time it would take to re-match thousands of paint formulas. Additionally, they frequently utilize the ALLPRO name in their Google Ads, which garners several hundred additional views in just a few days’ time. This year, as Perspectives celebrates their 40th anniversary serving the Central Kentucky area, we congratulate them for their efforts and celebrate their success. Although COVID-19 derailed the in-person celebrations they had planned to commemorate the occasion, Taylor says that he and Mary continue to share the milestone with their customers “on social media, in-store signage, and stickers on all the paint cans going out the door.” They are also hoping to introduce a line of private label paint, along with special launch pricing.

“Our 40 years has not always been easy,” Jason divulges. “There have been some rough spots. [But] Perspectives has built up a reputation as the go-to place for advice and products to solve problems for both our commercial and retail customers.” Taylor credits his team of twelve part-time and full-time employees for getting them through the ups and the downs. “Their greatest strength is their depth of knowledge across all areas of expertise, as well as their concern and empathy for our customers.” Many of these employees have 30 years of experience under their belts, with a combined total of over 200 years. “The base of knowledge is crucial in serving our customers, both retail and commercial.” The secret to maintaining their exceptional reputation for customer service lies in Taylor’s commitment to his team: they operate on a family first policy which, to Taylor, means “no evening hours and closed on Sundays.” He also encourages feedback from all of his employees on all aspects of business, from displays to product selection, pricing and advertising, adding, “I try not to micromanage. I try to give employees the tools to do their job and help them enjoy doing it.” A sincere congratulations goes out to everyone at Perspectives and beyond who helped make this anniversary happen. Here’s to 40 more!

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UK BLUE, OF COURSE. WE HAVE PROVIDED THE UNIVERSITY OF KENTUCKY WITH PRODUCT FOR A NUMBER OF PROJECTS, INCLUDING RUPP ARENA & THE FOOTBALL STADIUM. GO BIG BLUE! Q: W h at piece of b u s in es s advice wo ul d you give t o ot h er in d epen d en ts? A: Just do it! As an independent, you have the flexibility to try new things. Monitor closely, and if it doesn’t work, change it or discard it and try something different. Q: W ho is t h e employee t hat h as been wit h you r t eam t h e lon ges t ? A: Carolyn Finch worked with Phil Wyant when he was at Glidden. He brought her over shortly after I started in 1983, so she has been here for 35 years.

8 | November/December 2020 | ALLPRO INDEPENDENT

DAILY MIX | ALLPRO TALKS

ALLPRO

TALKS With Anthony Ward of Farrell-Calhoun We’re not sure what impresses us most about Farrell-Calhoun’s Anthony Ward – his experience expanding his family’s paint business, his ringing endorsement for the ALLPRO brand,

or the fact that he’s aiming to run 1,170 miles, bike 5,500 miles, and swim 52 miles this year. We laced up our running shoes and caught up with ALLPRO’s board member.

Allp r o i n dependent :

I had been a salesman in my prior job, but I was calling on engineers and calling on painters was completely different. I learned a lot about the paint business though, and was very lucky to have some very knowledgeable customers that I called on. They gave me lots of insight into areas where Farrell-Calhoun was lacking. I started working on projects and it eventually took so much time that I moved into our home office a few years later and have been there ever since. I have been working with the operations and sales side the entire time.

w h at wa s yo u r f i r s t j o b ?

AN THON Y W A R D: First job was cutting grass, then a paper route. My first real job was working in the paint factory.

AI : W h at i nf l u e n c e d y o u t o wo r k i n t he pain t busi ne ss? Di d y o u a lwa y s wa n t t o f o llow in your f ath e r’s f o o t s t e p s ? AW: It’s a family business. When I went to college, I was planning on going to med school, but after four years of college, I did not have the energy to study for the MCAT and realized more school was not for me. After my first job out of college, I knew I wanted to go to a job where I could have input and change things if they needed to. AI : P l e ase g i v e o u r r e a d e r s a b i t o f you r hi s tory i n t h e p a i n t b u s i n e s s . AW: I started working in the plant in high school and then went to work in the stores during the summer. I came back into the paint business in 1992 as a salesman because we had an older salesman who was retiring. While I worked hard, I was not a good salesman.

10 | November/December 2020 | ALLPRO INDEPENDENT

AI: Wh at is t he key t o s u cces s f u l successio n plan n in g wh en it comes t o a f amily business? AW: My father got lucky that my brother, sister, and I all decided to come to work in the business. We also have a lot of grandchildren that may come into the business. I think the best thing you can do is to make sure that you are keeping and promoting the right people. AI: Wit h 44 compan y- own ed s t or es, yo u have plen t y of exper ien ce wit h expan sio ns. Any wor d s of wis d om for a s u cces s f ul expansio n? AW: Yes, check your bank account and make sure you can afford to lose money for a few years. Everyone always thinks if you build it they

will come – that does not happen. My biggest piece of advice would be that without the proper personnel, just say no. People are what make or break your business. No matter how fantastic your pricing and products are, without good sales and store folks, you are dead. AI : W h at i s your b u s i n e s s p h i lo s o p h y ? AW: Hire the best folks that you can and then tell them to run the business like they own it, and don’t micro-manage them. Our best stores have people that act like they are the owners of the store and run it the way they would like to. It is amazing how many of our employees who come from some of the major paint companies comment on how happy they are to be working for us because they are not under constant scrutiny and pressure. AI : T e l l m e abou t y o u r h i s t o r y o n t h e ALLPR O board and w h at po s i t i o n s y o u ’v e h e ld . AW: I have only been on the board for one meeting. Prior to that I was on the Sundry Purchasing Committee as a member and the chairman for a few years. I worked with some fantastic folks there. AI : W h y do you p a r t i c i p a t e ? Wh a t d o y ou gain fr om b e i ng a m e m b e r o f t h e A LLP R O b o ar d ? AW: Like any volunteer position, you generally gain more than you give. Insight into the paint industry and being able to stay on top of new ideas. It also gives you the opportunity to meet other people that you may not have interacted with. 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? AW: I am an exercise nut. I do triathlons on occasion, but run, bike, swim, and lift weights almost every week. I am shooting to run 1,170 miles this year, bike 5,500 miles, and swim 52 miles. I also

love to travel and would love to see all 50 states and get to as many countries as I can. AI: T ell me ab ou t t h e con n ect ion s yo u have cr eat ed t h r ou gh t h e pain t b u s in ess. AW: I have been blessed to be part of both Color Guild and ALLPRO, and I have made some great friends and established some fantastic business relationships. It is great to be able to call on folks who are just like yourself and bounce ideas off of them. Finding out what has and has not worked for someone can be a huge help. I also cannot say enough about the folks at ALLPRO – Mike, Joe, and Scott. They are really an invaluable source of knowledge. I will miss Joe P. greatly and owe him a lot. AI: F avor it e s por t s t eam? AW: New Orleans Saints AI: H ow d o you u t iliz e/ lever age t he AL L PRO b r an d ? AW: We try to buy ALLPRO label whenever we can. It has become like the FC private label. All my folks know that when we buy ALLPRO label, we are more competitive. It has become so strong in most of my stores that no one questions anything when we switch from another manufacturer to ALLPRO. Truth be told, between the ALLPRO DC and the direct buys, I do not understand why more folks are not buying the ALLPRO label exclusively. From a financial standpoint, it is really a no brainer. AI: Wh at is you r favor it e pain t colo r? AW: No clue – ask my wife! We just repainted my daughter’s room with 0203 Whale Bone – a gray. Shocking, I know! It looked great.

F ast as t F i v e : C hoc o l a t e o r V a ni l la ? c h o c o l at e

Hockey 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 t r a l s o r b o l d co lo r s? neutrals

Mor n i ng p er s o n o r n ight owl?

i u s e d to b e a n i g h t o w l , b u t w h e n yo u h av e to g e t u p at

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i n t h e m o r n i n g to r i d e b e f o r e

w o r k , i t f o r c e s yo u to b e a m o r n i n g p e r s o n .

INDEPENDENT | NEW MEMBERS NEW MEMBER JA NE A. SM ITHL O T O O U R S AY H E L ERS M B 20 T MSHE IP W E SMB N ERO 20 ER ME AL LP

E TO AL LP RO W EL OM SH IP 20 20 AL LP RO ME MB ER LP RO W EL CO ME TO AL

We caught up with some of ALLPRO’s newest members to find out a little bit more about them, and what they’re looking forward to as members of ALLPRO. Join us in welcoming them to the ALLPRO family!

Modesto Color Center Modesto, CA Owner: Todd Knutson When did you open your doors?: “Modesto Color Center started in 1973, but I took over January 1st, 2002.” Tell us About Your city of operation: “Modesto, California. There are farms, orchards, even though it’s growing, it still has that small-town feel.” How many locations do you have?: “One location.” How many employees do you have?: “Eight. We just added another employee, just because the growth has been there. We’re actually looking to add more going into the winter season, which is a crazy thing in the paint business.” When did you join ALLPRO?: “We joined in April of this year. It’s been on our radar and we’ve spoken to [you guys] a few times. Looking back, it’s like ‘why didn’t we do this sooner?’ but things fell into place and we did it and it’s been phenomenal so far.” What’s the biggest benefit of being an ALLPRO member?: “Vendors seem to treat us differently, being a member of ALLPRO. The deals, the specials, the attention—the response time is better. We even got a call from a manufacturer just because we’re in ALLPRO saying ‘hey there’s a customer in your area and we don’t sell direct. Would you like their contact information?’” What’s the best piece of business advice you’ve ever received: “I read somewhere that success doesn’t come overnight. And it’s true.” What does your store do better than most?: “Customer service. We’ll carry a quart of paint out to the car for a customer. You just don’t get that at the big boxes.” Describe your team in three words: “Dedicated, knowledgeable, genuine. I’m very lucky; [they’re] the best staff I’ve had in the 19 years.” What’s a 2021 business goal you have?: “We’re laying the ground work to be more strategic instead of worrying about month to month; we’re laying that foundation to really look farther into the future and keep that momentum going.” 12 | November/December 2020 | ALLPRO INDEPENDENT

AAA Paint & Supply Tempe, AZ Owner(s): Andrew & Jessica Blatnick When did you open your doors?: “November of 2015” How many locations do you have?: “We opened our second store, also in Tempe, in February of 2020. As soon as we opened that store was when COVID happened. So we’re just trying to get past not being able to do a grand opening, not having contractor events. Homeowners are definitely doing [projects], but if they don’t know we’re there, it’s hard.” How many employees do you have?: “With Jessica and myself, we have six.” When did you join ALLPRO?: “We just joined ALLPRO this year.” What’s the biggest benefit of being an ALLPRO member?: “The amount of vendor selection and being able to buy at a competitive price. We are looking forward to meeting the other members!” What’s the best piece of business advice you’ve ever received?: “Make it yours.” What does your store do better than most?: “Our level of customer service. You might hear that a lot, but we’ve got that personal touch.” Describe your team in three words: “Diverse, customer-focused, and consistent. Three words is hard! In terms of customer service, it doesn’t matter what you’re buying, you’re going to receive that same level of service. We’re going to treat you well.” What’s a 2021 business goal you have?: “We hope to continue to grow. To get store two up and going. I think it’ll be great once we get the word out!”

Wishing both Modesto Paint Center and AAA Paint & Supply a warm welcome to the ALLPRO family!

DAILY MIX | COLOR OF THE YEAR

BENJAMIN MOORE’S COLOR OF THE YEAR: AEGEAN TEAL 2136-40 he experts at Benjamin Moore have spoken, and, after much breath-holding and speculation, have released their forecast for 2021’s color trends. Their take on the highly-anticipated Color of the Year is a comforting, sun-baked teal, radiating warmth and wellbeing. Like the rest of their 2021 color trends palette, Aegean Teal 2136-40 celebrates the simple pleasures in life and nurtures that need to be enveloped by the familiar and the beautiful. Promoting a simple lifestyle at the slowed-down pace we’ve grown more accustomed to after spending nearly half the year sheltering in place, Aegean Teal has a rustic sensibility that reminds us to live in each moment as it unfolds, appreciating the quiet in-betweens for the opportunities for reflection they offer. Like the cool coastal breezes of the ocean, this blue brings about rest and relaxation. It pairs beautifully with lighter creamy neutrals and natural wooden finishes (bonus points for raw edges!),

reinforcing its status as a color inspired by nature. Effortlessly welcoming and undeniably inviting, it works well as a punch of color on a front door or, a stunning sweep of soothing intrigue on kitchen cabinets. It’s bold enough to stand on its own as a wall color too, with the understated ease that prevents it from overwhelming the eye. The rest of the palette, twelves hues in total, have been hand-picked with equal attention to detail. Earthy greys, soothing whites, and warm blush tones all inspired by nature encourage the collective exhale we have all been craving since normal as we knew it disappeared. Togetherness was top of mind in curating the palette, selecting shades that feel intimate and enveloping. Each with its own gravitational pull, this palette draws us close and tells us to settle in and hold on to what is dear to our hearts.

CAPITALIZE ON THE COTY

A few ideas to help you utilize the 2021’s color palettes to your advantage: [1] ONL I NE : Create buzz on your social channels and website by announcing the trends and providing your own synopsis and descriptions. How would you use the shade(s) in your home? Share examples if you can. Read press releases and try to provide some background information to your audience about the thought process behind the selection.

[ 2] I N - S T OR E: Although pandemic restrictions may dictate whether or not you’re able to host an in-store launch event, there are still plenty of ways you can promote the COTY in-store. Increase visibility in your store by using Benjamin Moore and PPG’s media kits to your advantage. Create a display in a high-traffic area with images of the shades in action.

14 | November/December 2020 | ALLPRO INDEPENDENT

[3] AT T H E CU R B : If you’re doing a lot of curb-side pickups as of late, slip in a little print-out with descriptive information and potential applications. If you can, include a little tester of the shade so they can see it in the context of their home (and almost certainly fall in love with it and come back for more!).

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DAILY MIX | COLOR OF THE YEAR

PPG COLORS OF THE YEAR: THE “BE WELL” PALETTE After much deliberation, making space for comfort, intimacy, support, relief and joy were at top of mind for PPG. Moving past fear, transcending our limitations, aiming for a more balanced world and connecting with our fellow humans with compassion and kindness are some key themes. ith normalcy a thing of the past, everyone is craving the warm familiarity of nostalgia, which this palette produces in spades. A year of chaos has brought about wide-spread desire for the simple comforts in life, and nesting amongst loved ones in a soothing atmosphere is one of those pleasures that can still be relied upon in times of uncertainty. The ‘Be Well’ palette features three muted hues that offer intimacy, optimism, and nature’s restorative sensibility in their own unique way. ‘Transcend’ (PPG1079-4) is a moody mid-tone reminiscent of Sunday baking and sunbathing, or that first sip of a creamy latte in the morning. This beige is rich in earthy influences and a far cry from the cool greys which have ruled neutral palettes over the last decade. ‘Big Cypress’ (PPG1062-5), a shaded ginger, is effortless in its ability to drench its surfaces in easy-going comfort. It feels simultaneously expansive—like the grand canyon— and rooted—like a cozy evening spent nesting at home. The palette’s cool blue, ‘Misty Aqua’ (PPG1147-3) is careful not to overstate itself, maintaining a subtlety and ease while offering an airy contrast to the grounded warmth of ‘Big Cypress’ and ‘Transcend’. These shades pair well with greenery and invite layers and textures to play alongside them. Try rattan, velvets, and linen, or textures with plenty of intrigue and depth to highlight the easy-going and nurturing embrace of the palette as a whole. Much like the comfort foods we seek out in times of unrest and anxiety, this palette is comprised of comfort colors, a welcomed gift when marching into a year of unknowns.

16 | November/December 2020 | ALLPRO INDEPENDENT

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INDEPENDENT | PREVENTABLE LOSS

SHRINK IS GROWING Preventable loss is rising in retail locations. Joe Szvetitz, expert in loss prevention, gives us the inside scoop on what areas of our businesses are at risk and strategies to reduce shrink.

hether it’s due to a highly-skilled shoplifter, an inadvertent administrative error, or an untrustworthy employee swindling from your store on the side, chances are your shop is dealing with a rise in preventable loss, or shrinkage. According to a 2020 National Retail Security Survey from the National Retail Federation, shrink is at an all-time high, accounting for 1.62% of a retailer’s bottom line. Joe Szvetitz, Managing Partner, Risk Management Services Loss Prevention, LLC, says the stats include all merchants, including independent paint retailers. Szvetitz, who has been in the retail loss prevention sector for more than 40 years, explains that retailers aren’t always able to identify preventable loss. “The number one thing from a loss prevention perspective is that people tend to look at their business and they always go on sale – our sales are up. But is it translating to your bottom line?” Szvetitz asks. “You can have all the increase in sales you want, but if you’re not transitioning it to your bottom line then you’re losing it along the way.” Companies specializing in loss prevention, like Szvetitz’s, can help businesses navigate and reduce shrinkage by detecting where and how loss happens and by providing practical solutions. “What we tend to do first is help retailers identify where they have loss or loss potential,” says Szvetitz. “That can be internal or external penetration.”

20 | November/December 2020 | ALLPRO INDEPENDENT

While retail loss runs from outside sources like straight-up shoplifting to vendor fraud, it also includes inside causes such as admin errors and staff stealing. According to Szvetitz, when it comes to retail, profit loss is most prevalent in employee theft. “Employee theft is responsible for an overwhelming loss in the business,” Szvetitz explains, adding, “The number one factor is employees who steal and manipulate the process.” According to a 2017 study by Bain Statistics, workplace crime amounts to approximately $50 billion in the U.S. annually. That’s 7% of revenues lost to theft or fraud. In order to lessen those opportunities, Szvetitz says the best way to prevent the problem is to be visible in your business. “This is an area of opportunity, because most small businesses have a cadre of good, loyal, hardworking employees, and sometimes the owners forget to interject a process to inspect what they expect,” he explains. “They just assume that everybody is going to be 100% honest and they don’t have a process in place to inspect it.” In addition to having owners present and holding staff accountable, Szvetitz says a good initial step to deterring employee shoplifting is by developing a set of company policies and procedures, following best practices in the industry, and incorporating a positive work culture. “It doesn’t matter what you sell in retail – you could be selling a box of rocks – people will want to take a box of rocks. So, you have to protect your box of rocks, if you will. That starts with providing

a safe environment for your employees to come and work in and for your customers to be safe as well,” Szvetitz says. “It includes having a pleasant atmosphere to shop in, in a non-aggressive format, with employees that are helpful and present a good attitude. And that just translates to a more successful business.” Unfortunately, despite owners’ best efforts, stores still need to deal with dishonest employees. Szvetitz suggests having an audit trail on all employee transactions. “It’s very simple for any employee, if they have unaudited access to the cash, to manipulate the cash,” he details. “We strongly recommend that retailers have a blind balance policy in place.” But dishonest employees aren’t the only offenders. According to the National Retail Federation, external shoplifting accounts for 36% of shrinkage. Mitigating this loss can be as easy as integrating tools and technology that enhances customer, employee, and facility security. “Businesses need to start by protecting themselves,” Szvetitz explains. “You should have the appropriate security in place – proper locks on the door, alarm system, and even a camera system.” Basic security measures can be a small investment for a high impact and return. With proper procedures in place, businesses

will have evidence for crimes initiated against their business. And Szvetitz says, “A picture is worth a thousand words.” “That’s where the innovations are coming into play right now,” he adds. “There are camera systems that interface with the point of sale system that make it very easy for a business to track their sales.” It’s no surprise, then, that National Retail Security Survey participants say their organizations are devoting more resources to fight shrink in the coming year, with a majority of those developments coming in technology investments. Analytics are also a key way to discover a detailed picture of what’s going on in a store, as it relates to traffic counting, inventory management, sales records, and staff rosters. This data helps stores identify when shoplifting is most prevalent, merchandise that frequently goes missing, and inconsistencies in the cash register. And such strategies don’t have to always cost the company, or be as complicated as analytics. Methods can be as simple as arranging merchandise to increase sight lines and protect high-value or theft-sensitive merchandise, keeping displays full, knowing your store layout, and most importantly, adhering to great customer service.

3% 3%

reasons for retail loss

15% 43%

43% Employee theft

36% Shoplifting

15% Administrative Error

36%

3% Vendor Theft

3% Unknown

Source: National Retail Federation

November/December 2020 | ALLPRO INDEPENDENT | 21

THE AVERAGE DOLLAR LOSS PER DISHONEST EMPLOYEE IS $1,139.32

Top 10

Practical loss prevention tips for paint shops

Source: 2020 National Retail Security Survey

Curb Your Company’s Losses Due To Shrinkage With Ten Actionable Ideas Developing a strong loss prevention strategy

DEVELOPING DANGERS

takes time and expertise. If you’re looking for some quick-fire solutions, try integrating a couple practical

AND EMERGING AREAS OF RISK:

changes for a better bottom line.

Gift Card Scams Phone Scams Opioid Addiction & Mental Health Challenges

Cybercrime Organized Retail Theft

EMPLOY FRIENDLY FLOOR STAFF Chances are you’ve already hired happy people to guide customers to the products and services that they need. Encouraging your sales team to greet customers at the door, offer advice and assistance, and remain present while customers shop around, will help prevent theft.

HIRE AN LPO If you’re serious about cracking down on shoplifting in your store, consider employing a Loss Prevention Officer. An LPO’s top priority is to stop shoplifting and theft from store staff by maintaining a public presence and keeping tabs on shoppers and employees for unusual behavior. Continued on page 24

22 | November/December 2020 | ALLPRO INDEPENDENT

Continued from page 22

DESIGN AN OPEN FLOOR PLAN Your retail floor configuration is key to discouraging a five finger discount. Redesign your layout so that expensive or frequently shoplifted items are locked in a display case or kept close to the cash register. Ensuring a clean and tidy store with clear sight-lines throughout will also help to keep thieves at bay.

REQUIRE RECEIPTS FOR CASH RETURNS

AMP UP INVENTORY CONTROL

ADD A SECURITY SYSTEM

ADD SECURITY SIGNAGE

CREATE A POSITIVE CULTURE

LEAD BY EXAMPLE

Return fraud comes in many forms, including returning stolen or exchanged merchandise. Develop a return and exchange policy that is consistently enforced by employees, one that requires a genuine receipt for returns.

If you’re looking to reduce shrinkage in your paint shop, consider developing an effective inventory control system. The right system for your store can track stock and sales, reducing administrative errors that account for considerable profit loss.

Security measures are one of the most common methods for loss prevention because they’re the most effective for deterring shoplifters. Visible surveillance like cameras, security tags, and sensors make it clear to customers that you’re serious about curbing theft and make it more difficult for stealing to occur.

Even if you can’t afford an extensive security system, you can still convince customers that they’re being watched by advertising security measures around the store. Reminding shoplifters that you put an enormous emphasis on theft prevention will spark fear and could deter possible shoplifters.

24 | November/December 2020 | ALLPRO INDEPENDENT

A company that appreciates and empowers employees and promotes a positive work culture will earn employee respect, which can in turn prevent loss and decrease internal theft or fraud. Nothing improves your hearing more than praise, so providing specific, personal recognition for those who excel will encourage and motivate others to up their game. A printed certificate, a shout out on social media, or even lunch with the boss can go a long way in showing employees you recognize their efforts. Also try creating opportunities for employees to have input into or ownership over smaller daily business processes and encourage everyone to provide constructive feedback when necessary. When employees have a voice, they’re more likely to have pride in all aspects of their work.

It starts from the top. All eyes naturally focus on “the boss” which gives senior management the perfect opportunity to set the stage for everyone’s success. Work with company managers to create and employ a system of checks and balances that will help detect and prevent theft and fraud in your business – and then openly follow that system.

EDUCATE EMPLOYEES Education is power in the retail business. Strong hiring procedures and a properly trained staff will decrease the chances of shoplifting as well as internal theft. Educate employees on store property, security systems, and established policies regarding handling cash, extending discounts, and processing returns. Creating clear expectations regarding policies and procedures and reviewing them annually can help protect your assets and foster a culture of trust in your business.

INDEPENDENT | INSIDER

member insights We asked two of our ALLPRO members what steps they are taking to prevent loss in their stores.

James Fregosi, President and Owner of San Francisco Paintsource Inc. knows all too well the importance of loss prevention, after the company got hit 12 years ago with more than $400,000 in losses over a two-and-a-half-year period. The embezzlement turned out to be 1.9% of the cost of goods sold. According to Fregosi, they now have zero theft on their financial statements. Here’s how the San Francisco shop keeps shrink losses to a minimum: Review Reports “We pay attention and read our reports routinely. One minute of report reading and understanding your reports can save you a lot of money. We look at margin, we look at the customers who bought from us. Understanding what the reports say is critical for loss prevention, on a big scale, when it comes to embezzlement or counter cooperation with a customer outside the store.”

Know Your Customers “Getting to know your customer is key,” says Fregosi, explaining that if you don’t recognize company names that are doing big business with you, you better do some digging.

Cycle Count, Be Patient, Build Evidence Fregosi suggests cycle counting certain inventory items that are easy to put out the back door. In Fregosi’s experience, an employee “would bill a guy for one five (gallon) of primer and ship six fives (30 gallons) out the door. So, we were losing. But we were cycle counting that product because we knew something was wrong. And we looked at our cameras – we timed our cameras with our invoices and were able to prove that on that invoice, on that day, at that minute, one five was billed and six fives went out. We learned, with the help of the police department, that we had to let him steal from us for a while to build the evidence. Do not panic.”

Careful Credit Card Transactions “We don’t allow phone orders to be picked up other than by the person who has the credit card in their name, with a chip, and a driver’s license,” explains Fregosi, adding that credit card theft normally happens with higher priced tools and equipment. 26 | November/December 2020 | ALLPRO INDEPENDENT

JC Licht is serious about improving on loss prevention, having recently hired a security consultant to evaluate the company shrinkage. According to JC Licht’s Sharon McGuckin, the store looks at both external and internal customers: External customers Enforcing a strict credit card policy which includes asking for ID, “ asking for the CC to be presented at the time of pick up and not overriding the chip by manually entering the credit card number.” “We have a stringent return policy which requires a receipt and ID, or customer accounts set up in Décor with ID.” On JC Licht charge accounts we require a list of authorized “ users and an ID is required. No exceptions are made to the list of authorized users.” “Training for employees regarding looking for obvious signs of fraud like large home fashions orders for out-of-state clients or large quantity orders of untinted paint.” “In some of our stores, the design is part of our security plan. Some sundries are displayed behind the counter and expensive tools behind locked glass cabinets. Rental equipment is kept behind the counter. We also make use of mirrors in our aisles and cameras both inside and outside the store.” “Being in a large city in the US, this year we had to contend with both peaceful protests and unfortunately some not-so-peaceful rioters. We moved expensive equipment away from the windows at night and blocked off our windows in some of our city stores.”

Internal Customers: “Cameras in the store and outside of our stores.” We run an unmatched credit card returns report and investigate “ each of those.” “We also pay special attention to cash returns.” We use PayTrace for in-home services so that no CC numbers “ are ever in the hands of employees. We run on Square when we have issues in our stores with the internet going out or systems going down for the same reason.”

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INDEPENDENT | A LOOK AHEAD

MAKING RESOLUTIONS FOR RESULTS: A Guideline To Goal Setting For 2021 As we inch toward the end of the year, we’re all eager to put 2020 in our rearview and begin looking forward to the future, in hopes that it will offer some much-needed respite from the tumult and uncertainty that has characterized 2020. The reality is, however, that we just don’t have control over what this next year will bring. Uncertainty is a scary word for business owners, but rather than worrying

about the what-ifs, worry about what you can control, and set yourself up for success no matter what this next year throws your way. A global pandemic is no reason not to set out goals for your business. In fact, it may be more important than ever. Making smart goals and actionable plans around them will help bring order to chaos, stay focused on moving forward, and adjust to a new normal.

Keys To Success REVIEW YOUR COMPANY’S MISSION AND VALUE STATEMENTS before you begin setting out goals for your company’s future. You can’t determine where you want to go if you don’t have a clear grasp on where you are. If you don’t already have mission and value statements, spend some time developing them, and be sure to involve your team in that process as much as you can. Their involvement will instill pride in their workplace and give them reason to live the mission of the company. Make the completed statements visible and widely available to the whole team and not just management.

EVALUATE AND ANALYZE YOUR COMPANY’S CURRENT SITUATION and identify which factors may help or impede your realization of your vision. Self-awareness is an imperative when it comes to self-improvement, and that applies to business too. Utilize the SWOT method to identify your company’s strengths, weaknesses, obstacles, and threats. Look at creating goals that capitalize on your strengths, minimize your weaknesses, avoid obstacles, and tackle any threats. Keep your findings top of mind as you make progress on your goals and develop plans to achieve them. BREAK YOUR BIG GOALS INTO MUCH SMALLER ONES. It’s easy to let big dreams overwhelm you, but whittling these goals into smaller bite size pieces that feel more attainable will help you maintain motivation and it will also provide check points throughout the year to keep you accountable—a roadmap to where you want your business to end up. Start by thinking about where you want to be in ten years, your ideal vision for the future of your company. Are you interested in expanding into a larger space? Owning more of the market share? Adding more locations? Once you’ve determined the direction you want to move in, think about what milestones along the way you need to achieve to get there. Zone in on what first steps need to be taken and what actions can be taken to get you to your end goal. Set one large goal for your 2021 business year, and then break that down even further into quarterly goals: the steps that will help you achieve your main objective.

28 | November/December 2020 | ALLPRO INDEPENDENT

Subject your goals Both Annual & Quarterly, To The SMART Method

SPECIFIC

MEASURABLE

ACHIEVABLE

RELEVANT

TIME-BOUND

Being too vague is a common mistake with goal setting, & it makes it challenging to create an actionable plan.

You want to be able to check in on your progress & validate your efforts.

Don’t be too grandiose in your plans. Make sure your goals are in line with the scale of your operation & the resources you have available.

Are your goals in line with your overall vision & values of your business? Even the smaller milestones you hope to hit will help you to achieve your big picture aspirations.

This will help keep you accountable to your roadmap.

By subjecting each of your goals to the above criteria, you’ll help to clarify your ideas, allocate your resources, focus your efforts, and organize your time efficiently. Once you’ve mapped out your milestones for your quarterly and annual goals, organize action plans around each objective. Be as detailed as possible, identifying which individuals are responsible for each aspect of the plan, how they will be kept accountable, and how your progress will be recorded.

WRITE DOWN YOUR GOALS and post them in a prominent place, visible to your entire team. This will help keep everyone accountable to your timeline. Refer to the objectives often to maintain focus, and always check off and celebrate milestones as you inch closer to your ultimate target. Sharing your plan with business partners and staff will bring everyone on board and help them to understand the why behind any new efforts you are implementing in your store.

LEAVE ROOM FOR FLEXIBILITY in your strategic plan. As the saying goes, you can plan a pretty picnic, but you can’t control the weather. This will be especially important for your 2021 objectives. So much of our decision making and day-to-day is dependent on forces out of our control right now. The global pandemic will no doubt continue to bring surprises and challenges, which may necessitate a few course corrections throughout the year. And that’s okay! There’s nothing wrong with adjusting your approach based on new information.

TALK TO RETAILERS IN YOUR INDUSTRY of a similar scale who have accomplished the goals you envision for your company. How did they achieve their growth? What did they find helpful in getting there? What lessons did they learn? You can save yourself a lot of frustration by talking to others who have walked the same path before you.

CON NEC T WIT H YO UR ALLP RO COM MUN ITY!

November/December 2020 | ALLPRO INDEPENDENT | 29

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MARKETPLACE | PROFITS

Prop up your profits For many of us, financial goals will be top of mind in 2021. As the landscape shifts, we are all seeking out new pathways to profit that can help improve our bottom line and bring us more stability in an

otherwise unstable climate. Here are a few areas of innovation and improvement you might want to look at as you create your action plans toward financial success in 2021.

Need your employees to buy in to the add-on pitch? Show them the math!

sales and be ways to increase One of the easiest add-on th wi rstar is a paint store supe this way: it t ou ab ink Th . sundry sales dry d-on sale on a sun ployee sells one ad fit margin, pro % If one full-time em 40 a ing um stomer, ass valued at $5 to a cu your bottom line. that’s $2 added to out same pitch through yee maintains the t’s an tha e, sal ir the If that same emplo to . stomers opt to add the day and five cu m that one employee fit per day, just fro pro in $10 al ion dit ad year. nth, and $2,600 a $200 dollars a mo ek, we a 0 $5 s at’ Th ployee!! All just from one em

Independent 20

32 | November/December 2020 | ALLPRO INDEPENDENT

People need to understand the why behind the ask in order to remain motivated towards the goal. Help them understand the impact they can have on the health of your company, or, sweeten the pot and make it into a contest! WANT A PRINTABLE INFOGRAPHIC TO HANG IN YOUR LUNCHROOM OR STAFFROOM TO DRIVE THIS HOME? HEAD TO THE ALLPRO WEBSITE FOR A COMPLIMENTARY DOWNLOAD! https://www.allprocorp.com/Content/UserFiles/Documents/MemberResources/AddOnSalesInfographic.pdf

STEP UP YOUR PRICING STRATEGY: One of the biggest threats to small businesses is the ability for big box chains to keep their prices low. It might be a good idea to re-evaluate your pricing strategy. It’s likely that the big box chains you’re competing with have better access to data surrounding other retailers pricing due to their corporate resources, which means you might have to do some of this research yourself. It’s crucial to keep an eye on your competition to see where their price points are. It’s never been easier for consumers to compare prices—especially when 40% of consumers cite online research as an “extremely important” aspect of their home improvement planning, according to the Home Improvement Research Institute. If you aren’t able to review your competitor’s circulars, do your research the old fashioned way and send an employee to the store to scope out their prices, and how they are marketing them. If you do have to have higher prices than your competition, educate your staff on how to position those prices to the customer. Is the higher-priced item of a higher quality than the brands big box chains are carrying? What can your store offer that big box chains can’t? Remember, great customer service can easily overcome a gap in pricing.

IMPROVE YOUR PRODUCT SELECTION: Stay on top of trends and capitalize on your customers’ curiosity. Your customers are busy, but a new idea, project, or product presented in the right way is sure to pique at least a few people’s interest. Attend trade shows to see the latest and greatest offerings in your industry, scour Pinterest for the latest DIY hacks, and review performance of current products in-store—perhaps your money would be better spent on a new product making waves online. This will help you be more intentional with your buying power and make sure your stock is in line with the needs and interests of your customers. A great example of this is the recent boom in demand for environmentally friendly paints. Look at your local market and see if you can fill a gap by introducing a new line—you might just attract a whole new demographic!

CONSIDER THE CLEAN UP: When we think about a big home improvement project, the prep and application stages are always top of mind, but the third stage, the cleaning phase, is often overlooked. By keeping your store stocked with the cleaning products needed to finish the job, you’ll help your customers see you as their one-stop-shop for any of their home-improvement needs. It will also help enhance the whole experience for the customer. Having the appropriate cleaning products will allow them to keep their workspace organized and tidy throughout the process, making for a more enjoyable overall experience. Make sure these products are visible. The clean-up is almost always an afterthought, so place them close to the check out or beside items they might associate with the mess factor. Better yet, get your team to ask for the sale of these products!

RECOMMIT TO CUSTOMER SERVICE: One way to boost your profits without spending a dime is to change the way your staff is dealing with their customers. Conversation can go a long way when it comes time to raising the average customer’s bill, and it’s as easy as asking the right questions. When a customer comes in asking for a particular product, make sure employees are getting the full picture of what they are trying to accomplish. What else does their project entail? Staff should be walking them through their task from start to finish, looking for areas where ideas, advice, and products can be inserted or suggested. The more information you have to work with, the better you’ll be able to anticipate the customer’s needs and offer solutions accordingly. Encourage employees to go the extra mile and prove to the customer that you are the best source for any products, advice, or support they need to accomplish their project seamlessly.

November/December 2020 | ALLPRO INDEPENDENT | 33

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PULSE | DISTRIBUTION

MIDD LE GROU ND ALLPRO’s new centrally-located distribution center will allow the group to deliver to members in one-to-two business days f we build it, they will come! That’s the intent with ALLPRO Corporation’s newest distribution center, located just outside of Kansas City, Missouri. The facility is the fourth of the group’s distribution centers, all intentionally located across the United States to best serve ALLPRO’s current and future members. ALLPRO’s three existing distribution centers are situated in corners of the country. A center in the Boston area supplies the northeastern quadrant, another in Florida serves the southeast, and a facility in Port-

land, Oregon, delivers to stores on the west coast down to Arizona and New Mexico. According to Michael Beaudoin, Executive Vice President of ALLPRO, getting over the Rocky Mountains proved problematic. “It left the center part of the country, which was somewhat hard to reach and has quite a few members,” explains Beaudoin. With the new distribution center, ALLPRO will be able to meet an important goal for the group – provide all members in the U.S. with a one-to-two-day delivery service, for a relatively small pre-paid minimum. ALLPRO acquired the 20,000 squarefoot property in May 2020, with the hopes to be up and running by the end of January 2021. Like existing distribution centers, the central location will house merchandise ALLPRO purchases directly from manufacturers, as well as ALLPRO branded products, including the 34 suppliers that make up the ALLPRO brand. “To ask anyone that has anywhere between one and five stores to go and buy from six or seven suppliers to take care of

a particular category is not an easy task. When it’s all housed in one distribution center and can be resold to them, it’s certainly beneficial,” Beaudoin explains. The newest facility will supply 70 current members and allow ALLPRO to expand its reach in the region. “We’d like to grow that area as well, so having something centrally located allows us to hit all parts of the country very competitively,” he says. And once the central U.S. distribution center is in operation, Beaudoin has no plans of slowing down, already setting his sights on rebuilding the northeast and expanding distribution into Canada. “In the northeast, our lease is up in September, so we’ve already begun the process of a much newer and larger facility outside of Boston,” says Beaudoin. “And at some point I will find something in the Greater Toronto Area (GTA).” Beaudoin is grateful ALLPRO has the means to provide its members, more than 280 retailers who represent approximately 2,000 retail locations throughout the U.S., Canada, Mexico, and Europe with a distinct competitive advantage. “When you have all the resources – money in the bank, connections, and a distribution network, it allows us to compete with anybody, any large competitor – home center or a large paint manufacturer – on their level.”

Distribution Center Stats LOCATION: Shawnee, Kansas SIZE: 20,000 square feet CARRIES: 34 ALLPRO branded products

36 | November/December 2020 | ALLPRO INDEPENDENT

SPEED: 1-2-day delivery SERVICES: More than 70 current ALLPRO members

FINAL COAT | CELEBRATING RESILIENCE

celebrating resilience in the allpro community ike a great coat of paint, one of the most valuable traits one can possess is that of resilience, something our members have demonstrated in spades this year. 2020 has brought about significant challenges, impacting us all in unique but significant ways. Since January, we’ve seen devastating wildfires, hurricanes, a global pandemic—all on top of managing the regular stresses of running a business. But as the steadfast and brilliant Helen Keller once said, “the world is full of suffering, but it is also filled with the overcoming of it.” It has been nothing short of inspiring to see the way our members have navigated these crises and maintained their commitment to serving their communities. We’ve seen countless examples of our members donating masks,

38 | November/December 2020 | ALLPRO INDEPENDENT

delivering supplies to those in need, and working to make their community a safer place for their customers and their employees. We have all been impacted in different ways and on different scales, but our members have exemplified the sense of community in mind when ALLPRO first was conceived. We could not be more proud of the way our members have banded together to support one another, learned from one another, and showed up as local leaders to help navigate this tumultuous year. And the good news? We’ve nearly made it through, and with every challenge comes another lesson learned. Wishing everyone a busy and lovely Holiday season and all the best in the New Year. Here’s to brighter days ahead!

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Save 20% of Installation Time by Removing the Primer Step when applicable

Remains Permanently Flexible

UV Stable & Waterproof

Stands Up to Ponded Water

For use on: Surface Cracks*, Control Joints*, Coping Joints*, Gutter Seams, Membrane Pinholes and More * May require the use of sacrificial tape

Gaco.com

800.456.4226

Stands Up to Ponded Water Permitted 33˚ Installation and Rising

4946 JOANNE KEARNEY BLVD. TAMPA, FL 33619

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