A love of paint flows through this multi-generational family business in Tampa, Florida
COLOR STORE INC.
An automotive paint store diversifies to include architectural coatings and finds success with a new business model
THE BIG “TO DO” Creating a content strategy that will stick
NETWORKING WITH NEXTGEN Get to know accountant, plant enthusiast, and NextGen retail member Rebecca McKenzie
MICHAEL BEAUDOIN
Executive Vice President
ike many of your businesses, ALLPRO is in a constant state of evolution to ensure that we are more impactful in the future than we are today. This is an important discipline in any business: to keep challenging your model and looking for ways to become better. It is important that your model can adapt to the changing times. The trends in our industry are very apparent: members are expanding by adding stores and acquiring other members, suppliers are looking to ship larger orders to combat the increasing challenges with freight, and suppliers are also consolidating and getting larger. These are just a few trends, but important ones that require an ALLPRO modification as well. The consolidation of both members and suppliers is not limited to the independent paint channel; it is happening in all other channels as well. The headlines to start the year were Kelly-Moore going out of business, followed by PPG being up for
GEARING FOR CHANGES
sale. This is just how we started the year. The repercussions of these two major events will have a major impact on the group, and I am confident that there will be more in the coming months.
To gear the group for the future, ALLPRO has invested extensive resources to open distribution centers that help all members meet the demands of the changing industry. As suppliers raise minimum orders, we have the option for distribution centers to make larger purchases and make products available to members. This is very evident in the caulk and tape categories where there is considerable growth coming from the distribution centers. The great thing about the ALLPRO distribution model is that all members receive the same benefits, from the single store to the largest multi-store chain. There is also the trend that the largest suppliers only want to engage the largest customers; we combat this by allowing all members to use their warehouses as a “bill to” to make products available to them competitively. In times when sales are growing more slowly and margins are challenged, members have the option to use the distribution centers where they get 60-day terms to help with cash flow. We will always be a direct buying group; however, it is nice to have the distribution centers to augment the direct buy when they make sense.
Investment and evolution are not just limited to warehouses; it also includes people. ALLPRO has expanded by adding new people (Bradley Calkins, Annette Jones) who have been instrumental in upgrading and developing all aspects of our systems to ensure that they are secure and robust enough to handle the demands of the future. This is not an easy task when we interface
with 160 suppliers, process close to one million invoices per year, on top of our four warehouses’ systems. We also added an accounting person (Melissa Cuebas) to accommodate approximately 100 warehouse orders per day and all the deliveries needed to keep the warehouses in stock. This is in addition to the warehouse managers, assistant managers and warehouse associates needed to run the growing operation. We also have our insurance and 401K programs that are run through the group and require accountants and auditors.
As with our members, people are the most important part of a successful organization. We are going to be challenged with four major departures in the next 18 months; Tim Jeffries (BDT), Mike Roesch (BDT), John Shingledecker (BDT) and Martin Applebee (Warehouse buyer/operations) all announced their retirement. Each person has unique abilities and there are no direct replacements. This will require bringing in new talent and a reorganizing the entire operations. We have found a person who has extensive buying experience who will join the team in November. We have interviewed several trusted and experienced industry people for the Business Development Team, and plan to announce a new member by the end of the year. As we bring in new people to the team, we will assess the needs of the future as well as the talent of the team and redistribute responsibilities accordingly.
When the changes are complete and the new employees are up and running, the group will look and feel different. There will be a transitional period as we perfect the model and ensure that we are positioned to meet the demands of the future. This is an opportunity for new people to shine and bring the group to greater heights.
Congratulations to the new additions to our ALLPRO family!
Welcome to our ALLPRO family! Please join us in welcoming BAKERSFIELD PAINT with one location
Congratulations to the following members
will be opening their second CANPRO DECORATING PRODUCTS with four locations in Surrey, BC, in Surrey, BC; added new locations in Tigard and Salem, added new locations in Eugene and has added their fourth store, will be opening their will be adding PRESERVE PAINTS opened their will be opening a SPECTRUM PAINT COMPANY will be opening new locations in Wichita, KS, and Oklahoma City, OK; and has opened their fifth store, located in Alpharetta, GA.
If you are involved in a community event, special project, charity, or are celebrating a milestone, please share your news with Susie Fontana at
Scott Morath
Or contact us at 813.628.4800 allpro@allprocorp.com
Pictured (front row L to R): Bobby Floyd, Walker Tanner, Massiel Tanner, Rashad Hooper. Back row: John Phillips, Dave Koontz, and Jason Fowler
tanner paint company
hat started as a temporary job during the Great Depression turned into a permanent multi-generational business for the Tanner family.
In 1933, Henry “H.D.” Tanner moved from Pennsylvania to sell bankrupted paint stock in Tampa, Florida, to make ends meet.
“He sold it out of a garage, and it was just supposed to be a short-term thing for six months, but he really enjoyed it and 91 years later, we’re still selling paint,” says Walker Tanner, great-grandson of H.D. and current owner of Tanner Paint Company.
“He was a salesman, and he always had that drive and just really enjoyed it. And so, he just carried on,” Tanner says about the founder, who created a Tanner-label paint tailored for the Florida climate.
“When my granddad came back from World War Two, he joined him. I guess there’s an inner love of paint in all of us. We all have that trait – we just really enjoy it. It doesn’t really feel like work.”
Tanner’s grandfather Jack took over the business in 1955, working until he was 91, a testament to how passionate he was about the industry.
“I worked with my granddad and then my mom and dad, so I was surrounded by great people that really helped make me into who I am today – someone to take the reins for the next 90 plus years,” he says, adding that carrying on the family legacy was never something he felt obligated to do, rather something he is honored to do. “They’ve been great mentors for me and still are.”
Tanner’s wife has also joined the family business and their kids – the fifth generation of Tanners – are growing up with the company values and community pride instilled in them.
Over the years, Tanner Paint Company has built their reputation on quality products, superior service, expert advice, and competitive pricing. But more than anything, it’s the tight-knit family-over-fortune focus embedded in the store that continues to bring in customers.
“It almost feels like we work at ‘Cheers’ with all the different characters that come in the store,” says Tanner, referencing the popular TV sitcom. “We love our customers – they’ve become like family to us. We even have multiple generations of customers, which is really nice to see.”
Longevity is a common theme at Tanner Paint Company, with some staff on board for up to 30 years. Tanner himself has been involved in the family business for approximately 20 years, taking over the ownership in 2003.
“I’m very active in the store. I love meeting with the customers, being around my employees, who I consider like family,” he shares. On any given day, Tanner can be found visiting his two stores, waiting on customers, and ensuring the shelves are stocked. “I like to be in the trenches with [our staff]. I have a
great team that really takes the reins and a lot of the workload, so I just fill in wherever is needed. My leadership vibe is that we’re all in this together, working together to hopefully have a great paint store that takes great care of our customers for another 90-something years.”
While Tanner carries on the vision of his forefathers, he’s also ambitiously positioning Tanner Paint for the future by upgrading technologies, streamlining operations, remodeling the store, and forming new partnerships. One of these advancements came with the company’s membership with ALLPRO.
“Once we were presented and really shown what the advantages were, it was a no brainer,” he says. “We were buying the right amount to make it pliable and make sense for us. When you really looked at ALLPRO, the buying power, the better pricing, the rebates, and then financially, it just made total sense.”
Unsurprisingly, once Tanner and the team became involved in ALLPRO, the peer dynamic became just as valuable as the financial aspect.
“The thing that I also love about ALLPRO is the people. The people are wonderful,” he enthuses. “It’s a great group of similar minds and everybody’s very open. And that’s what you feel in the room and in the conversation and at ALLPRO meetings – you feel energized to go shake it up and take on the real competition like the big boxes.”
Part of that means partnering with major manufacturers, like Benjamin Moore, who, Tanner says “is a big factor of our business and has been a great partner with us.” The affiliation with Benjamin Moore provides Tanner’s team with the tools to combat the national brands that are aggressive in his area of the country.
“It’s a challenging time, but also an exciting time. If they’re coming after you, they know you’re doing well. We’re fighting the good fight – fair and all above board – and trying to win customers by taking great care of them, providing great products and great service, and the rest of it will come out in the wash.”
Along with top-of-the-line paint products and “every tool to have the most successful paint project,” it’s the integrity, service, and family values ingrained in Tanner Paint and its people that will bring customers back again and again.
fast Four:
Q: What is your favorite paint color? That would be Benjamin Moore, Quiet Moments 1563.
Q: What is your go-to hotspot in Tampa? Wright's.
Q: When you're not at work, what can we find you doing?
I am extremely active with my kids — soccer, activities, swimming. I just love spending time with them.
Q: What is the worst paint spill you've ever experienced?
Aluminum paint exploded and it was all over the place. We poured mineral spirits over it, trying to clean it up, and it just kept spreading. A similar thing happened with a gallon of colorant — the lid popped off and it just spread. It was a mess that just kept on giving.
Traditional Oil Stain For A Modern World
Pictured (L to R): Jon Snyder, Kim Snyder, Sean Snyder
color store inc .
rom putting out figurative fires to getting through two literal fires, Jon and Kim Snyder have hit a few bumps in the road as owners of Color Store Inc. Now, the partners are back on the straight and narrow, not yet ready to cross the finish line.
In 1986, the couple got married and opened the Body Parts Store Inc., an automotive and parts store that supplies automotive paint, in Des Moines, Iowa. Thirty-eight years later, Kim and Jon are still working side by side.
“My desk and Kim’s desk are currently about 12 to 15 feet apart,” says Jon. “It used to be that the bassinet was between us when we were much, much younger.”
Starting a business from the ground up meant the young couple had to make sacrifices, going so far as to stop at the store to do payroll on their way home from the hospital after welcoming their son. The couple’s son, now 28 years old, works for the family business, which introduced architectural paint back in 2008.
“We were at a point where the automotive industry had changed drastically and was a shrinking market,” Jon explains. “We decided to find something we could bolt on or a business that was similar. You know, we had phones, we had trucks, we had computers, we had space.”
At the height of the 2008 crash, the Snyders met with a retail friend and ALLPRO member who was selling automotive paint as well as Benjamin Moore paint and having a lot of success with his business model.
“We knew that Benjamin Moore was a premium brand, our automotive paint was a premium brand, and we’re used to selling top of the line. This is the direction we think we want to go,” explains Kim. “We flew out and spent a week with our friend at his California store, just kind of watching what they were doing. And he does a tremendous retail business. And that solidified that this model would work with what we already have in place.”
Sixty days later, the Snyders opened Color Store Inc., the architectural, decorating, and commercial paint side of their operation. In 2010, Color Store expanded to a second location. With the urging from their West Coast friend, the Snyders joined ALLPRO to leverage their buying power.
“And we just continue to grow with [ALLPRO]. It has brought us a long way from where we were. It brought us lines that we would never have picked up. It is competitive against the bigger people – and I don’t mean just big boxes,” Jon says. “There’s been a couple of things in our business that have made us successful over the last 38 years, and I would say joining ALLPRO would be one of them, because it has allowed us to have the buying power and still be a small company.”
While small, Color Store continues to grow, opening a third location in November 2022, just as the COVID-19 dust was settling.
fast three:
Q: What is your favorite color?
Jon & Kim: In the automotive realm, Kim loves Royal Blue and Jon is all about Guards Red. On the architectural side, the pair are enjoying a recent home remodel featuring Benjamin Moore, Revere Pewter HC-172 and Kendall Charcoal HC-166.
Q: What is your go-to hot spot in Des moines?
Jon & Kim: Noce Jazz & Cabaret
Q: When you're not at work, what can we find you doing?
Kim: At the farm. We have a farm we disappear to on the weekends.
Jon: We travel a lot. We just got back from Barcelona.
“We had the supply chain issue, so we waited almost eight months on shelving, getting product was iffy, everything was iffy. It took until November to get that store open,” Jon says.
Managing unexpected turns of events, pandemics, and catastrophes is something Color Store is all too familiar with. Back in 2014, the Snyders experienced a tragic loss.
“We had a fire and our main location burned down to the ground,” Jon reveals. “And then, six months later, we had a second fire and we ended up having an employee pass from that.”
Amid their suffering, the independent paint industry stepped up and rallied around the Snyders and Color Store.
“When we told people that we were going to reopen, we were open within 48 hours,” Jon tells. “I was shocked when I started having manufacturers ship me products. I turned an order into Wooster for what I knew I needed, because I didn’t have anything – I had no shelves, I had nothing. So, I just kind of threw an order together and somehow, they found out what was going on. They tripled my order and only charged me for the order I sent.”
The help continued to pour in – from Color Store’s major manufacturer, right to small independent companies.
“Benjamin Moore shipped a machine out of Chicago’s distribution center so that we’d have something to tint paint and then they started shipping paint,” he adds. “A lot of companies stepped up and helped us – they’re not big companies and we don’t buy a lot from them, but I get that they care like we do.”
It’s the caring and personal customer service that separates Color Store from many of its competitors, and likely another factor that made the industry want to support them. They go out of their way to accommodate the client, even if it means staying late so that a contractor can pick up some paint.
“We know our customers on a first name basis,” Kim says. “It’s really just about that customer service.”
“Our staff will go out of their way to help people,” Jon adds. “And they’ll go out of their way, even to our own detriment, to spend time getting a color correct.”
It’s the type of business plan that continues to work for the independent paint retailer, and one that the Snyders would like to replicate a few more times.
“We still have plans to open more stores. We’re still trying to figure that out with the economy the way it is,” Jon explains. “We know we’re not ready to retire. We’re not sure what we’d do if we left this business. This is all we’ve ever really done.”
With ALLPRO, many supportive manufacturers, and an amazing team along for the ride, the Snyders are in it for the long haul.
Pictured (front row L to R): Kim Snyder, Sara Bower, Stevie Blaine Back row: Jon Snyder, Sean Snyder, Jerome Allen, Eric Williams
TALKS
WITH AUSTIN YOUNG, Sales Director, A&E Paint
Austin Young has been making sales and making friends at A&E Paint Centers for most of his adult life. Aside from a few side jobs during his college days, Young has always been interested in joining the family business.With 16 years in the industry, the newly married sales director continues to be focused on building relationships –both with colleagues and clients and with his wife and stepdaughter.
ALLPRO INDEPENDENT:
what was your first job ?
Austin Young:
I did room service at a hotel in Cincinnati. I was in college, and it was a summer job. It was interesting, I enjoyed it.
AI: What is your background & what led you to where you are today? Tell us about your history in the paint business.
AY: Both my parents worked for PPG for years. And I worked summers in the paint stores. We had stores in Kentucky, and then they moved down here to Port Charlotte, Florida. As PPG employees, they requested to be transferred down here and they worked in the Port Charlotte store. They moved down here in 2006, right after Hurricane Charley. And then in 2008 the craziness happened, and PPG decided to close the store. My dad was an outside sales rep, and my mom was the store manager and they didn’t want to be transferred again, so they recruited me and my brother. We negotiated a deal with PPG and purchased that store.
AI: Tell us about your position with A&e Paints and what a day on the job looks like for you.
AY: I do outside sales between all the stores. I’ve got 15, 16 years of relationships with people. My sister Nikki also does outside sales, and we also have several other outside sales reps. So, I work in conjunction with them, alongside them to help them, and go out and try to generate sales myself. We also have a director of operations who is helpful and monitors things on the store side and in-store personnel side. But just kind of monitoring things on the store side and the in-store personnel side. I kind of bounce around between all four of the stores, trying to help where I can and trying to generate some business where I can.
AI: With four stores in Florida, you have experience with expansion. Any words of wisdom for a successful expansion?
AY: I don’t know that there’s any specific formula to it, for us, at least. We’ve always wanted to expand and grow within the capacity that we’re able to – you don’t want to overextend yourself. But we’ve always been interested in the markets that we’re in now and just tried to time it properly. When we opened our second
store, it was probably the most exciting for us. Our expansions have been opening our own stores, we haven’t had the opportunity to purchase an existing store, at least at this point. First, it’s just a matter of identifying the markets that we’re going to be in, then timing it properly, and then finding the right location.
AI: Considering you've had expansion and success with those four stores, do you have a current store goal that you're working towards?
AY: No, we don’t necessarily want to open X number of stores. I mean, certainly if opportunities arise, we would look at those on an individual basis. And we certainly have ideas of additional markets that we’d like to get into at some point, but as long as we’re providing a good customer service experience to our customers, we just want to make sure they’re taken care of in a top-level way.
AI: What is a career-related or store goal you're currently working towards?
AY: Our plan this year, and it’s actually going to be starting in the next couple of weeks, is to try to revamp our website and our Facebook page. That’s just not something my generation grew up with, and it’s not something I’m very good at. And so we are getting involved with someone who’s going to help progress that a little bit.
AI: Tell me about A&e Paint's history with Allpro. How has involvement in the group benefited the business?
ay: It was a game changer for us. [We joined] within a couple of years of opening, and it was a scary thing because we’ve never been part of [a buying group] and there was some initial investment at that time. We weren’t sure how it was going to work, but it’s been one of the best things that we’ve ever done as a business. And not just because of the good deals and the suppliers and rebates and discounts - certainly that alone is worth it, but even more so for us is going to the shows, meeting dealers, creating relationships and long-lasting friendships with other dealers, some of whom are way more successful and have a lot more locations. The networking part of it is worth every penny. Just being able to network and meet and talk to other dealers all over the country about the things that they’re dealing with – a lot of that stuff is the same thing that we’re dealing with as well, no matter if they’re in Washington or California or Canada. Their feedback is invaluable.
AI: What do you like to do in your free time? If you’re not at work, where would we find you?
AY: I like to fish when I can. I just got married a couple months ago and I have a stepdaughter now who’s four years old. She’s great. So, most of our free time is spent running around with her. Last week we ended up going to the Peppa Pig Theme Park and LEGOLAND in Winter Haven.
AI: Tell me about the connections or relationships you have created through the paint business.
AY: We have developed many relationships over the years on both sides of the counter. Some of our current customers I have known for years and consider my closest friends. We have also developed friendships with other dealers, almost all of them through ALLPRO. We reach out to them from time to time to get advice and check the temperature of what is happening in their markets. There are many that we’ve gotten to know over the years that we reach out to and they’re always very gracious with their time and advice.
AI: How has your major paint manufacturer supported your business and contributed to your success over the years?
AY: We started off as a PPG Porter-only store and then quickly, within a couple years, we brought in Benjamin Moore, and that has been great for us. With my parents being former PPG employees, there’s some loyalty to PPG but certainly, just as much so to Benjamin Moore as a dealer. We’ve got great reps that we’re able to lean on and that help when needed. So, the Benjamin Moore and PPG relationship has been critical for us. We recently brought in Florida Paints and that relationship and their people have been wonderful.
AI: What would other ALLPRO members be surprised to learn about you?
AY: We play poker every week or two at the store. We do it in the evenings, obviously not during business hours. It’s very much a fun, social-type thing as opposed to anything else. We’re not playing poker for big bucks or anything like that. We order pizza and hang out for a few hours. We’ve got some painters, some employees, and some buddies who play, so it’s a good mix and it’s good on multiple different levels.
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the big "To Do"
the big "To Do"
Creating a Content Strategy That Will Stick
The difference between setting goals and accomplishing them lies in the development of a detailed action plan – a formal term that essentially refers to a series of lists that will bring you from ideation to execution. We use lists every day to stay on track in our personal lives, from remembering to pick up milk at the supermarket to ensuring the lights stay on. But utilizing their mobilizing potential to organize our business progress is a tried-and-true, simplified approach to help you get granular with your goals.
For this issue, we wanted to take this approach into practice to model the creation of a sustainable content strategy that you can actually stick to. On a broad scale, an initial break down of tasks will look like this:
• Write out your content ideas
[See list of proposed posts on pg. 23]
• Determine frequency
• Create a content calendar
• Gather content/imagery/copy
• Input content into a scheduler
In the development of a content calendar, each individual piece of content will involve its own set of “to dos.” Get granular with each post idea so you can prepare and execute accordingly. This can involve any relevant notes or reminders to delegate specific tasks to other team members.
WRITE OUT YOUR CONTENT IDEAS:
• Brainstorm topics with your team
• Research competitors for ideas
• Talk with ALLPRO members
PRO TIP:
As a brand owner or content creator, it’s common to feel as though we are repeating the same messages over and over again, but when we think of the amount of content the average (online) individual is consuming in any given day, repetition becomes a critical tool in creating content that converts. In fact, in the field of marketing, there is an unofficial “Rule of 7” that states a potential customer encounters a brand’s messaging at least seven times prior to making a purchasing decision. For every content idea in your arsenal, determine the number of dedicated posts you’re going to create. For channels that have a time-limited lifespan (Instagram Stories, for example, which expire after 24 hours), you can simply post the same content, but for in-feed posts (Twitter, Instagram, or Facebook, for example, which will live on your grid unless deleted), you’ll want to slightly adjust your messaging or imagery.
DETERMINE FREQUENCY:
• Consider ROI and engagement for each content idea
CREATE A CONTENT CALENDAR:
• Work in month segments to plug in content ideas to specific dates
• Specify channels/type of content
GATHER CONTENT/COPY/IMAGERY:
• Create questionnaires for staff, painters, and designers to help create content for recurring staff profiles, product spotlights, and client projects
• Ensure any imagery is the appropriate resolution for selected channels
• Predetermine any copy or captions
INPUT CONTENT INTO A SCHEDULER:
• Research social media schedulers that fit your budget and frequency of posting
• Sign up for a free trial to ensure compatibility with your content goals
• Input content and set to automatic post, being sure to conduct a final review
October
Content Ideas Content Ideas
WINDOW TREATMENTS SPOTLIGHT: The window treatment market is currently in an upswing – ensure your company is a part of the conversation by incorporating your window treatment offerings as a part of your monthly content schedule.
PRODUCT SPOTLIGHT: One of the benefits of being an ALLPRO member is the large range of product vendors we have access to. Show off your product range by incorporating a recurring “Product Spotlight” into your content calendar, where employees share some of their favorite products and what they love about them.
PAINT COLOR FEATURE: As an independent paint retailer, you’re bound to pick up on which paint colors are popular, what projects they are being used for, and which shades are those tried-and-true classics. Use this breadth of knowledge to your advantage and share it with your audience.
STAFF FEATURE: Show off your friendly staff, a few fun facts about them, and where their expertise shines. Gen-Z and Millennials are likely to make up a large percentage of your following on social media, and they are also known to favor small, family-owned businesses over big box chains. Sharing the people that comprise your workforce helps emphasize your status as an independent retailer while demonstrating your team’s abilities.
PRO TIP:
Make your content go the distance by slightly modifying main messages or images to fit the parameters of each platform. Start with a larger content piece like an email or Instagram caption, and then tweak your copy and image sizes accordingly!
Hootsuite, Monday, and Sprout are some recommended platforms for content scheduling!
HIGHLIGHT COMMUNITY INVOLVEMENT: The benefit of being a small-business owner is that your target demographic, although varied in gender, class, and age, has an important thing in common: geographic location, and therefore, community. Lean into this by sharing your own community involvement. This can be as simple as attending a staff happy hour at a local watering hole or sponsoring your local little league team. Be sure to tag any other local businesses involved – they might even repost!
CLIENT PROJECT SHOWCASE: Visual platforms like Instagram favor aesthetically pleasing images, so some stunning after shots are a great addition to your feed! Bonus points if you can put a few images together into a reel and back it to a popular tune.
WALLCOVERING SPOTLIGHT: Showcase your impressive wallcovering library, have your resident expert speak to a best-selling pattern, or share images of a recently completed project involving a well-executed wallcovering.
REPOSTS: If posting daily, or even multiple times a week, feels intimidating, it might be helpful to remember that sharing content can be as simple as clicking repost. Just ensure you are providing the appropriate credit and sharing content that is relevant to your values and niche.
PRO TIP:
You’ll notice this sample content calendar incorporates elements that help personalize your brand. Posts that share the human side of your company, from the individuals that work there to the community you belong to, can help build trust with existing and potential customers.
Repost
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high Paint Stakes
Competing with Big Box Stores Competing with Big Box Stores
As independent paint retailers, you are regularly competing against big box stores and national chains. With more money, bigger marketing budgets, and shelves stocked full of popular brands, it can be hard to measure up. They’re in every major shopping district and many are becoming household names.
And according to Mike Coffey, Owner of Colorize Inc., this year, the competition is aiming to gain even more customers.
“Their goal this year is 11% growth,” said Coffey, when he addressed a group of ALLPRO members at a Chicago roundtable event in May.
“They predict a flat architectural paint market for 2024.”
With a flat market and high sales goals from larger paint rivals, Coffey warned attendees that these corporate-owned companies are looking to draw new customers straight from locally owned independent paint retailers – stores like yours.
“So, what’s at stake if we allow [big box stores] to take their growth from us in 2024?” Coffey asked. “Negative sales revenue, lost market share, lost profits, lost resources, lost discounts. We become less relevant and it’s harder to attract talent.”
Coffey, who has an 18-year history working with SherwinWilliams, shared some of his own insights on the competitor, including their outside aggressive sales force, vertically integrated manufacturing platform, depth of product offering, and big money marketing.
Sherwin-Williams has 4,286 stores nationwide, Home Depot operates 2,200, and Lowe’s is right behind with 1,745 stores, all averaging between $1.6 and $5 million in paint and paint-related sales. Coffey encouraged ALLPRO members to set goals or run the risk of losing customers and sales to these aggressive opponents.
“If you are content today with what you have, will you be content tomorrow when it’s gone?” he asked.
In addition to the threat of losing customers to neighboring retailers and large chain names, Coffey said independents also need to be prepared to replace the regular customer turnover.
“You lose 6% of your account base every year,” he said, explaining that a percentage of your customers will die, move, change jobs, or go bankrupt.
“That means every year, there are people exiting and people coming in,” Coffey added. “It’s six times more expensive to land a new client than to keep an existing client.”
Big box stores that have the financial means to acquire new customers are focused on a minimum of 10% of store sales from new business. These retailers bring new customers in by offering low prices, test drives, red carpets, rebates, credit terms, tickets to sporting events and concerts, and plenty of freebies, including products, equipment, food, booze, and swag.
But Coffey warned that once the freebie high and savings spree wears off, your competition’s customers will experience product upgrades, annual price increases, selective price increases, and product shifts.
“This is a basic strategy of business today: Get you in, get you buying, get you accustomed to it and then we as consumers stop paying attention, and before you know it, ‘I’m paying what!?’”
With big box stores out wining and dining customers and contractors and offering a better price on paint products, competing with these companies might feel like a losing battle. But Coffey encouraged attendees to stick to their strengths and focus on the advantages current customers keep coming back for.
“What do you say to your customers who are being approached by big box dealers who can offer a better price?” Coffey asked. “What I say is, ‘That’s a great price. I can’t touch it. But I’m going to call you next week and see how it went. Go try it and let me know.’”
Coffey is confident that their experience will be unimpressive.
“We know our products are better. But it gives you an opportunity to reach back,” he said. “If he says, ‘It’s actually very good,’ now what do I say? ‘You’ve been doing business with me for a long time. What do we need to do better?’”
To minimize the loss, Coffey encouraged ALLPRO members to stay in touch with the customer, ask how they’re doing, but also to be ambitious – turn the situation into a competitive advantage.
“We are fighting a fight over 10%,” he reminded attendees. “But there’s so much opportunity out there.”
If your customer has a poor experience at the competitor, they’re going to compare it to your store. Independent paint retailers are known for their better products, multiple suppliers, expert product knowledge, customer service, and incomparable care.
“No one cares like you care!” Coffey said confidently. With big boxes focused on their top accounts, Coffey challenged members to target customers that are going under the radar at the competition: “Smaller property managers, people with under 2,500
units, locally owned, $20 to $30,000 a year in paint,” he said. “Decent margins, and care more about service with the right product than they do about any of that other stuff.”
It’s the same reason your current customers buy from you. And if you don’t know why your clients are loyal, ask them, Coffey encouraged. While it’s likely not because you offer the lowest price (and no, he’s not suggesting ALLPRO members lower their prices), it’s your other strengths that will keep customers coming back and away from that big store in the busy shopping district.
“Where does [the big box and national chains] want to [compete] with you? What playing field? They don’t want to be on the product knowledge field. They don’t want to be on the service field. They don’t want to be on the relationship field. They want to be on [the price] field.”
Don’t engage the competition on the price field, Coffey said. Instead, compete on the customer service and relationship field and you’ll win every time.
BRUSHING UP
STRATEGIES FOR RECRUITING & RETAINING
We asked ALLPRO roundtable attendees, given the pressure from the competition, some of their strategies for recruiting and retaining members.
RECRUITING
Learning what products they use and letting them demo any of our PPG or Benjamin Moore products. But learning what products customers use is the initial step to determining how to sell to new customers. Also, always remembering that contractors and DIY customers do not want to be sold, they want to learn and be educated, and selling products will follow. Patience and persistence are key to providing the service needed in our industry that [the competition] won’t provide.
– Patrick Olson, Maumee Paint & Supply
We rely on word of mouth; we see that people in the trade tend to listen to other people that use these products on a day-to-day basis. They don’t need to be sold on it. When they use a product that works, it’s like gold. There is a value there. Same for the expertise of our employees – having familiar faces that have knowledge and years of experience ties right into our credibility of being able to service them. We have been in Modesto for over 50 years now and have owned the store since 2002. There is a concentrated effort by all to give exceptional service to first-time customers and to the contractors we see on the daily.
– Erin Knutson, Modesto Color Center
We work hard on consistency with all our locations to be sure that we are offering and have available the most effective products in the market. We test, we ask, we listen to the industry and then perform an information path on a product to be sure it is something we can sell and represent to the customer base. What typically happens is that a
new customer experiences our level of commitment, professionalism, and added value by having a wider lane of product choices, allowing us to be positioned as a higher-level partner for the needs of a project and the customer. We have to offer more than a single brand as no single brand has an effective market share to live on. Our relationship with manufacturers includes deliberation on market presence, cost, and a partnering mindset so that we can position the products to effectively earn market share day over day. I feel that this model offers us new customers daily due to this work aligning products that are critical for the market to perform its work. For me the obvious is that if we didn’t focus on this then we wouldn’t have the chance with the customer at all.
– Douglas A. Caniglia, The Color House
There are a couple of different ways that we go about it, depending on the customer type.
We have made it a point to be the go-to paint and coatings supplier that architects and engineers come to for advice and information on projects they are working on. This generates new commercial business as specs are written for the products we carry.
When it comes to landing new clients that are new home or residential repaint painters, we rely mostly on our employees gathering information from other painters and contractors and then passing that information along to whomever should be calling on them. We are very deliberate on follow-up and building a relationship with clients the first time they step in our store. We always make sure we do not over promise but also make sure we are following through with whatever we talked about with the customer, getting them price quotes or other information in a very timely manner, and always out servicing our competition. With us being a small business, we are also able to customize credit terms and pricing on a per-customer basis much better than our competition.
Every so often we also scan through the local message boards on social media where people in the community are recommending painting contractors. If there are painters on the message board that we do not already know, we do our best to get in contact with them.
DIY customers are quite a bit tougher to get. We are never going to be able to spend the advertising dollars that the big box and national chains do, so we rely mostly on word of mouth and telling the story of our business whenever the opportunity arises.
–
Nick Hauert, Norberg Paints
RETAINING
PSA (which stands for price, service, and availability) is key to keeping customers. But I look at the acronym this way: SAP; because service comes first with delivery, great customer service, etc. Then availability comes next and making sure you are stocking the right amout of products for customers, knowing that planning is not everyone’s strong suit in our industry. Finally, the price, holding true to your price and knowing that we might be more expensive, but we don’t have all the flashy sales, coupons books, etc. [to] “get them in” [and] “get them up” by changing prices constantly.
–
Patrick Olson, Maumee Paint & Supply
I think we work hard on that value add in our relationships, going the extra mile on information, deliverables, and consistent customer service. As we work through every day, we try and maintain the highest level of service possible in our area. The reality is that customer motivations are always changing, and we cannot control that. We focus on our customers that trust us every day and we work hard to bring the best of the industry forward to them. Every independent is vulnerable to keyboard warriors, however we try to maintain our course of action so that we stay true to our model and listen to the industry on the most professional level. Staying ahead means always pushing the boundaries for the customer to realize the benefits of our work.
– Douglas A. Caniglia, The Color House
It is really all about relationships. We have a great staff that does an exceptional job not just servicing the customers’ paint needs but really building a relationship with the client. We make sure to prove to our customers as much as possible how much we appreciate them. A quick “Thank you” phone call from an owner or director goes a long way to make customers feel appreciated. We do a couple of customer appreciation outings every year that our customers really enjoy and look forward to. We also give away a lot of wearables throughout the year and we make sure they are always a better quality than what our competitors are giving away.
– Nick Hauert, Norberg Paints
Same as getting them in the door the first time. We try to provide knowledge and an understanding that we want to make their job easier and more profitable. We provide them with products that cover better and last longer. We try to get sundries that also help them move on to the next that much faster. We also give shirts and hats to the painters and contractors. We do four different designs a year. We love to see them being worn 365 days a year. We try and plant that seed with the visual of our building, delivery vehicles, and swag (shirts, hats, jackets, vest, stickers, keychains, etc.). We remind them that we are the place to get the coatings for their projects.
– Erin Knutson, Modesto Color Center
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Networking with
Get to know accountant, plant enthusiast, and NextGen retail member Rebecca McKenzie
In 2017, Rebecca McKenzie left her job in corporate accounting to follow her father’s footsteps in the independent paint industry. However, the daughter of Walter Rafolski is still using her math skills in her role as office manager at Adelaide’s Paint & Décor, St. Simons Island’s oldest full-service paint store. When she’s not setting up accounts, bookkeeping, or problem solving, you can find McKenzie in her backyard birdwatching or tending to her plants and flowers.
Here are five other things you might not know about our NextGen retail member from Georgia.
1. SHE KNOWS NUMBERS
McKenzie’s years working in corporate accounting set the stage for joining the family business.
“My dad bought the business in 1998 when I was 13,” she explains. “In 2017, I decided I wanted to be involved because I was tired of corporate accounting life and here I am!”
In her role, McKenzie handles everything from setting up accounts, to ordering, receiving, human resources, to bookkeeping.
“If it’s behind the scenes, it’s my job.”
2. SHE KNOWS MORE THAN NUMBERS
Since starting at the store, McKenzie has learned the ropes and is poised to take over as owner of Adelaide’s – someday.
“I have learned all the products and can order without much help from anyone else,” she says.
3. SHE APPRECIATES ALLPRO
“I think ALLPRO is our most important tool for success in this business,” McKenzie reveals. “I see the number of contacts and friends my dad has made throughout the years, and I love those connections. Some have known me since before I can even remember (he worked for a distributor before he bought the store). I enjoy going to shows and seeing familiar faces and everyone is always so supportive and happy. I think the shows are a great morale booster for life in general! They put so much work and effort into them and that inspires me to go back [home] and work even harder.”
4. SHE'S MAKING HER OWN CONNECTIONS
As an active retail member of NextGen, McKenzie says her career has been impacted by others who are dealing with similar experiences.
“It is nice to meet younger people who also walk in my shoes,” McKenzie shares. “This is a very unique job setting as paint can be complicated at times, especially if there are issues. It is nice to hear stories and feedback from those who deal with the same things.”
5. SHE ENJOYS SIMPLE PLEASURES
When she’s not at work, McKenzie can be found soaking up the beauty in her backyard.
“I don’t have a very extraordinary life, but I do love being with my family (my husband and two kids) and we all love being at home,” she says. “We have made our house the best place for a staycation because we are so busy at work that we can’t travel much.”
In addition to a life-sized metal bigfoot featured in her backyard, McKenzie is passionate about plants.
“I love plants and flowers! I also like to sit outside and watch birds,” she adds. “Can you tell I am almost 40?! I do like to exercise, mainly swimming and running, but I’d take the plants and birds over that.”
ANY MEMORABLE ALLPRO EVENTS THAT HAVE BEEN A HIGHLIGHT FOR YOU?
I really enjoyed seeing Jefferson Starship in Phoenix. That whole trip was great! I took my daughter and she had so much fun at the resort. She is allergic to grass and the grass there was fake, so she rolled and rolled in it!
WHAT IS THE LAST BOOK YOU READ?
I read a book called “Mountain Ghost Stories and Curious Tales of Western North Carolina” by Randy Russell. We visit the mountains during fall every year and I picked that one up on our last trip. I love anything spooky and paranormal.
WHAT MUSIC DO YOU LIKE TO PLAY IN STORE?
We play a lot of classic rock on Sirius XM radio. The only time it changes is for Christmas music!
WHAT IS YOUR FAVORITE PAINT COLOR?
My favorite color that I choose over and over is Benjamin Moore, Split Pea 2146-30.
WHAT'S THE BEST PIECE OF ADVICE YOU'VE EVER BEEN GIVEN? Don’t sweat the small stuff. Although it is MUCH easier said than done, it does seem to get a little easier with age!
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2024 FALL STOCKHOLDER MEETING
2024 Fall Stockholder Meeting Thursday, October 24 th through Saturday, October 26 th
