Virginiats Better Living gets better yet

T)errsn LtvrNc INc., CharlottesI-lville, Va., was saluted last year with a Governor's Environmental Excellence award for its new, eco-forward millwork shop.

Most often, in outfits that have been going since 1893-the year the original lumber company was founded-it's tradition that's trumpeted. So why lead the vanguard-why take the pains-to become the first LEED-certified building in central Virginia, instead of simply glorying in the good old days?

"It just made sense," says president John Nunley, the fourth generation of his family to lead the company, in his gentle, no-big-deal Virginia accent. Well, "sense" is what Better Living (formerly Charlottesville Lumber) has employed all along. So, it seems, we're looking at tradition after all.

John's father, Richard, demonstrated his own brand of forward-thinking by purchasing (gasp!) a forklift way back in 1958, then presenting his unwitting boss (and father-in-law) with the bill. In 1960 he went on to open a furniture store as a sideline. It's still going strong. Richard also guided the company, his son, John recounts, in opening a second building center in 2007 ,located 30 minutes distant, to capture further market share.

Today that vanguard forklift has grown to a versatile delivery fleet of 40 vehicles, all painted the same distinctive green-and-yellow colors and sporting the company's logos on both doors as free advertising as the company keeps on trucking forward.

To justify the new "green" millwork shop was a no-brainer, according to John's mode of thinking: "We've been in business since 1893 and plan to be around a whole lot longer." Thus, a solar-assisted heating system that will pay back after five years. An 80,000-gallon water storage tank under the parking lot that collects rainwater ("With so much sawdust, we've got to think of fire retardation"). In addition, low, or no, VOC materials were employed in its construction, and over 92Vo of building debris was recycled.

Do Better Living's customers, 85% of whom are pros, give a rip? Maybe they ought to. "It's the trend of the future," John declares.

Looking ahead is a huge part of what's helped Better Living grow from its three original employees to a current staff of I 10. "We watch trends through a very good group of managers heading our four departments: building supplies, cabinets, the door/mill shop and furniture. Each department is run as its own profit center by those managers, who foresee and meet market demands-by reading, attending shows, and seeking out customer feedback," says their boss.

Keeping abreast of technological innovations as well. live years ago Better Living adopted a deliveryldispatch software model with GPS that allows the sales department to track trucks; each driver is equipped with a mobile communications device as well. A recent decision to update its electronic network now assures that everyone is on the same page (well, screen).

Managers, schooled to sell addons, take advantage of those weekly meetings to report on jobs they're quoting as a nudge to other departments to get in on the bid and snare the whole package-the stairs man passing on leads to the lumber guy, and so on. In an even more robust marketing strategy. if a contractor is known to shop at Rival X for a certain item, he's likely to be visited by a Better Living salesperson who can demonstrate why his company's simi- lar product is more efficient, cheaper, a better choice.

These folks check building and remodeling permits on a weekly basis, then set out to woo those builders with insights on superior customer service (the company had developed and built many homes and commercial buildings on its own for years, so they demonstrate they can walk the talk.) As well as guaranteeing adept delivery, they set forth how they can deliver on their promise of easy, one-stop shopping-for Better Living not only has added millwork to its dance card, but the Nunleys also own Better Living Components, maker of wall panels and trusses.

And for its customers' customers-the home owners themselves-its design department gladly hand-holds prospective buyers through 3-D computerized demos of their options, from trusses down to cabinets. Add in the furniture line in a third, adjacent location, and folks are ready to move right in. "Furniture sells better in the opposite cycles, when home construction doesn't," notes John, who keeps eggs in several baskets. ("Except this time," he groans.)

Better Living recruits d-i-y devotees through "advertising that explains our products and promotes confidence in shopping here," says marketing manager Pat Mete, who nity made us successful, so we want to give back," John explains. also heads the furniture store. Traditionally, she has chosen a mix of radio, print and TV to convey the company's message, but when faced with budget cutbacks imposed by the recession, she decided to focus solely on print, explaining, "By shifting dollars to a single media source, we were able to increase buying power and exposure while lowering our overall advertising expensesand it's working effectively. Because of our longstanding support of public television, however, we continue to underwrite Home Time, a targeted home-renovation program."

Contractors are reached, and rewarded, with programs of their own, beginning with imprinted give-aways like carpenter pencils, sweatshirts and hats, chosen not only for quality but to convey a specific message. For instance, says Pat Mete, "Our mill shop wanted to bring attention to its onsite measuring service for stair systems, so 'Better Living...We Measure' was imprinted on the pencils."

The company regularly hosts appreciation events such as barbecues, in-store trade shows, golf tournaments, and outings that range from football games to concerts. But Mete doesn't simply toss tickets at anyone who wields a hammer. "Each social event is well-planned," Mete insists. "We would never just throw something together because the quality of the experience should reflect the quality of our business and the respect we have for those who trust us with their business," she emphasizes.

In hiring employees, John places prime importance on a strong work ethic, unearthed by "putting a lot of time into our interviewing process." Once on board, they receive cross-training to insure a backup for every position, as well as ongoing education in new products, including emphasis on the growing 'green' movement to which Better Living is committed.

And why do these staffers stick around? "Because we care about theml" John responds. "We're very conscious of putting the shoe on the other foot in the way we handle things. And my door," he likes to stress, "is always open."

Facing up to today's Slim-Fast economy, John has eliminated slow-moving SKUs from the company's diet. He's also curtailed overtime and bundled deliveries by geographical route. Prices are kept in line by shopping the competitors ("unfortunately, they are many"), and utility bills are pared by dimming lights and lowering thermostats in off-hours.

Every little bit helps the bottom line. But the big switch-focusing on remodelers-is what's keeping Better Living alive and kicking in these troubled times. Fortunately, there's a little gravy at the high end, too. "If people have the money, now is a great time to build, while labor costs are low and materials can be had at very competitive prices," John underscores.

The company also actively updates its website, www.betterlivingvirginia.com, as a customer resource for product and service info as well as to spur the more warrnand-fuzzy hometown connections fostered by sharing the history of a committed, fourth-generation family business. It also adds modestly stated insight into the huge impact on local quality of life its charitable giving program has effected. The Better Living Foundation, launched in 1988, focuses on education and feeding the hungry, John reports. But beyond donations ($313,000 in 2008 was typical), he and employees volunteer their time as well. "The commu-

Looking ahead, 2011 will be no picnic: "Rough," he intones: "Pretty flat. But things should get better by 2012, when we get out from under the blanket." In the meantime, calling on both his MBA and OTJ training (He's clocked time in the family yard since he turned 13), John, by his own admission, is "always looking for ways to improve the processes and the equipment-finding efficiencies and passing those savings on to the customer"-which means moving forward with everything from new software to greening his corner of the world, because he's in it for the long run. "Never a dull moment, and that's what I love about the business: our employees, our customers, visiting the jobsites-it's all about the people!"

Carla Waldemar cwaldemar@comcast.net

By fames Olsen