Building Products Digest - April 2011

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By Alan Oakes

When is it time to walk away?

f ncno RECENTLv oF A MUSICIAN tumed a simple idea into a $20-million business with a llot of profit. Certainly, he was an unlikely entrepreneur, but in solving a problem he personally had, he redrized there were many other musicians facing the same problem. About the tenth year of running his own business, he woke up one morning and realized it was no longer want he wanted to do. He tried ignoring this feeling as long as he could-after all, he was making millions annually. He was fortunate to sell the company just a few weeks later for a tidy sum (albeit less than he could have) and about eight months later completely walked away. Since then, he has no regrets and simply does not care what the new owners are doing with his "baby."

His story caught my attention because it is something I have seen others wrestle with, as I have a few times in my career. Many reading this column will not have a tremendous amount of sympathy with the above example, but it is an issue that plagues all of us in some way. When is the right time to sell, move to a new job or career, or retire?

Several times in my corporate life,I woke up and said to myself, "Enough!" Coming to those conclusions was always hard. In one case, we had grown our company from bankrupt to extremely profitable. But around year seven I knew it was time to get out. I stayed on until I absolutely could not stand it any more-about three years too late. In another situation, I knew that I would never be happy working for the owner and, despite earning the most I ever had, knew I had to walk away before it consumed me. The upheaval caused by both of those moves was quite dramatic for me and my family, but over time turned out to be among the best decisions I have ever made. In one case, it led me in a circuitous route to this magazine.

Whatever role we are in, the dynamics can change. And sometimes while it is regrettable, when the job or business seems like an albatross around your neck, when you grow bored, when going to work is the last thing you want to do, when you realize you've reached your limitations, or when the whole company or industry changes around you and you have taken it as far as you can go, it is time to walk away with no regrets.

In the first of my situations above, it was one of my top two favorite jobs and one of my greatest business accomplishments. It initially gave me the greatest joy, but time and circumstances changed. Typically, as a company grows, the demands and challenges increase. New pressures arise. You find yourself having to deal with politics or to get rid of employees who in the beginning were friends burning the midnight oil at your side, but who had been outgrown by the new demands. The business culture changes and you must make decisions you would have never imagined five years earlier. You even find yourself separating from the people who helped you in the beginning, as layers of management increase and you begin to focus on the strategic instead of the-day-to-day.

We often accept a job or launch a company to fulfill a personal passion or vision or simply to serve a gap in the market. Often, you achieve all your goals despite yourself, by being in the right place at the right time. And when you get there, you may ask yourself, "What's next?" Many will set a new round of goals or move to a new dream. Others will take stock of themselves, build some space, and fade into the sunset, temporarily or permanently. I know owners who had great vision and yet could not manage, so they and the management team became bogged down with a morass of daily problems. They would not delegate until they finally knew it was time to sell out. I have seen managers who had to suffer a heavy personal toll, including heart attacks, before they finally realized they belonged elsewhere.

Leadership skills and management skills are very different, and most owners and managers generally are not good at both. In whatever role you play, when the passion is gone, the best decision you can make for your company, your customers, and yourself, may be to move on to new pastures. And yet, so many do notl It is hard to walk away from something that earlier was so great.

Whatever the reason, when the light burns out, it is time to move on, hopefully to something even better.

BPII Building Plorlucts lligest

www. bu ld in g-prod ucts. com

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BUILDING PRODUCTS DIGEST is published monthly at 4500 Campus Dr., Ste. 480, Newport Beach, Ca. 92660-1872, (949) 852-1990, Fax 949-852-023'1, www.buildingproducts.com, by Cutler Publishing, Inc. (a California Corporation). lt is an independently owned publication for building products retailers and wholesale diskibutors in 37 states East of the Rockies. Copyright@201 1 by Cutler Publishing, Inc. Cover and entire contents are fully protected and must not be reproduced in any manner without written permission. All Rights Reserved. BPD reserves the right to accept or reject any editorial or advertising matter, and assumes no liabilitv for materials fumished to it.

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Does your wood measure up to Outdoof Wood? Wolrnanized"

Dispersed (aka micronized) copper azole preservatives are the most common wood preservatives in No*h America; the combination of azoles in the Type C formulation is the most advanced form, requiring the least amount of chemical.

Wolmanized'Outdoofl wood is the preserued wood backed by the respected Good Housekeeping Seal and its two-year consumer promise.

The treated wood process using dispersed copper azole is certified under Scientific Certification System's Environmentally Preferable Product program based on Life Cycle Assessment.

Wolmanized" Outdoof wood has been listed as a Green Approved product by the NAHB Research Center and can contribute points toward a home's National Green Building Certification.

The widely known Wolmanized name has signified effectively preserved wood for many decades. The brand has led the industry on both technological and mad<eting fronts.

For more information, consult your provider of Wolmanized' Outdoot* wood, or visit www.wolmanizedwood.com/bpd Download the white paper, "heated Wood Mo*et Moves to CopperAzole!'

lntroducing insulated EWPs

tTt*o MANUFACTURERS are rolling I. out engineered wood productsincluding studs, headers, rim board, and corners-featuring an inner layer of foam insulation to improve the thermal efficiency of conventional, stickbuilt exterior walls.

In conventional framing, the space between each stud is filled with insulation to reduce air leaks and increase energy efficiency. However, wood studs don't have the same R-values as the insulation, causing a loss of thermal efficiency.

"Our insulated structural framing components help increase a home's energy efficiency by reducing thermal bridging, plus they install easier and faster than field-assembled insulated framing members," said Chris Degnan, strand product manager for ilevel by Weyerhaeuser, Federal Way, Wa.

The products, according to Degnan, also help builders meet energy-efficient framing requirements of the 2009 International Energy Conservation Code and 201I Energy Star for Homes. "Builders are under pressure to meet these new, energy-efficient framing requirements," he said.

The TJ Insulated line from ilevel includes R-17 headers, R-10 rim board, and R-30 corners constructed of FSC-certified Trus Joist TimberStrand LSL and Dow Thermax insulation. All three are sized to fit conven-

tional 2x6 framing dimensions:

. The one-piece header combines 3ll2" LSL, l-112" thick insulation, and a7116" OSB face that allows fast and easy drywall attachment.

The rim board features a foil face and 1" of insulation to ensure the piece fits and fastens in one easy step.

. The structural corners are insulated with 4" of insulation for a better three-stud corner or interior wall.

"Many homebuyers today expect that energy-efficient homes are a given," said Jeff Rettig, ilevel's New England regional manager. "The latest standards boost a home's energy performance by focusing on framing techniques."

The new products are also environmentally friendly. "Advanced framing techniques not only add to the overall energy efficiency of a home, but can also reduce the volume of material and waste at the job site," said Rob Brooks, director of ilevel's green building program.

Currently, the new ilevel products are only available in the Northeast, through OneTree Distribution, with

locations in Lancaster and Syracuse, N.Y.. and Assonet. Ma.

"The new ilevel oroducts have been well received, even so early in the season," said president David Brown. "The header is selling better so far, as it is not as much of a new concept as the other products. The rim board would be second because it solves a number of new code issues."

EC Manufacturing, Lafayette, Co., has sized its new rStud to fit 2x6 framing dimensions. "Our products allow conventional, stick-built framing, with improved wall performance," says c.e.o. Dennis Clark. "Since they are lighter than conventional products, this means less effort to pickup and install."

The new products sandwich energy-efficient foam between two thin pieces of engineered wood. According to Clark, the company is currently producing 2x6 insulated studs and LVL insulated headers. "These are four times more energy efficient than conventional lumber," he says.

The manufacturer is in discussions with potential distributors.

STRUCTURAL FRAMING products feature Dow Thermax insulation for more consistent R-values than conventional framing assemblies.

INSULATED LUMBER from EC Manufacturino helps builders meet the latest energy efficienc! standards.

By Bob Pratt, MP Clobal Products

Underlayment can sell I engineered flooring

fn rooev's coMPETrrrvE environlment. the more vour sales associates know about the products they sell and what differentiates one within a category from another, the better their ability to close value-added sales. This can be especially true when selling products with attributes that are invisible but nevertheless very important.

For example, when selling underlayment for engineered wood and laminate flooring, it is very helpful to point out distinguishing characteristics of the various products you offer. What lies beneath a finished floor can, indeed, make a big difference in the overall performance of the floor.

There's a lot that can be talked about. The specifications and characteristics of an underlayment can affect walking comfort, sound transmission between floors, the perceived warmth or coldness of the floor underfoot, the ability of the underlayment to handle moisture emanating from the subfloor, and the smoothness of the finished surface. In newly sold or rental housing, imperfections in any of these qualities can lead to issues that can result in callback of the contractor or complaints to the owner and, perhaps, even reverberate to the supplier.

A salesperson selling engineered wood and laminate flooring should know about the standards that apply to underlayment and what the product labeling on underlayment packaging stands for. For example, to meet building codes, acoustical underlayment, which is designed to minimize noise transmission, has to be tested in a flooring assembly to make sure the assembly conforms to impact insulation and sound transmission levels.

Acoustical underlayment can quiet impact sound, dampen ambient sound, and inhibit noise from traveling into the room below.

Distributors and retailers selling engineered wood and laminate flooring to owners and contractors of new and renovated rental units and condos should recommend acoustical floor underlayment that meets or exceeds local building department acoustical

standards.

The best way to make sure an underlayment for engineered wood and laminate floors meets applicable standards is to look for documentation that the product has been laboratory tested as part of an assembly, because that is what the code looks for. When evaluating floor underlayment, building departments often rely on tests to define the performance of a

ACOUSTICAL UNDERLAYMENT can make laminate and engineered wood flooring perform better-by reducing sound transmission, adding thermal insulation, and wicking away moisture.

floor/ceiling assembly-how well they insulate against noise created by impact and airborne vibration. Manufacturers that have their products tested usually label the products to indicate the standards to which they conform.

There are two tests performed in a controlled laboratory environment that are recognized by the International Building Code for sound that travels from one living area down to another, including in a multi-family residential complex. One is the test for Impact Insulation Class (IIC) and the other is the test for the Sound Transmission Class (STC).

IIC evaluates the ability to block impact sound by measuring the resistance to transmission of impact noise or structure-borne noise. STC tests the ability of a specific construction assembly (e.g., floor, door or window) to reduce airborne sounds, such as voices, stereo systems, and TV. The higher the number, the higher the resistance.

In addition to minimizing sound transmission, acoustical underlayment with an appropriate compression resistance can help smooth out minor imperfections in the subfloor while properly supporting the floor, enabling the top finish surface to lay flat. It also adds thermal insulation that helps keep the floors warm in cold weather and cool in warm weather. Also, the cushioning effect of quality underlayment lessens the strain of each footfall on knee and hip joints, resulting in more comfortable walking. Some underlayment options that are engineered to wick away sub-floor or incidental perimcter moisture can help protect engineered wood and laminate flooring from subfloor moisture that could otherwise mar the finished floor.

And for customers aiming for environmentally friendly floors (a market that is growing every year), there are acoustical underlayments clearly manufactured to fulfill environmental interests, which are third-party certified for sustainable attributes and are made primarily from post industriallpre-consumer recycled fibers that may otherwise have ended up as land fill.

- Bob Pratt is technical direc'tor oJ MP GlobaL Products, Norfttlk, Ne., manujhcturer of sustainabLe underlayments, including QuietWalk, a sound-attenuating underlayment for laminate and floating-wood flooring. Reach him at (888) 379-9695 or via www.quietwalk.com.

Two Coat Exterior Prime

0ur two-coat process starts with an atkyd sea[er to btock tannin migration, fottowed by a high-performance acrytic primer The resu[t: RESERVE quatity, inside and out.

Superior Wood

Made of quaLity, ctear, finger-jointed Western Red Cedar or Redwood, these products are naturalty designed for exterior use-both species are ideal for enduring extreme weather.

Surfacing + Sizes + Lengths

RESERVE oroducts come in a wide range of sizes, lengths and finishes. Whether the project ca[[s for SlS2E or S4S, we offer lengths ranging from 16'to 20'. Pattern stock is also availabte

1x4 - txL2

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The Finest Stock, The Best Coating

Our Siskiyou Forest Products RESERVE line is specially manufactured and treated to create the highest quality product available. Using state-of-the-art application and curing equipment, our premium Western Red Cedar and Redwood stock is made to last for many generations. We are proud to offer a beautiful, durable product that is ready for installation and final painting the moment it reaches the craftsmen.

Out of stock Dealers stick to special orders for new types of treated wood

hesplrB THE MULTrruns of treated .l-fwood products now on the market, the typical lumberyard stocks a single brand of copper-based treated, occasionally with a small backup of borates. Where are all the other options -the carbon-based, chemicalfree, thermally modified, mold-protected, fire retardant, and salt-water compatible?

Obstacle One: The primary reason why dealers aren't stocking more types of treoted wood is that, with justin-time delivery from their neighborhood wholesalers and treaters, they don't have to.

Whatever dealers need is usually a phone call away. And a short delay typically isn't a problem, since so many specialty treatments, like fire retardants or ACZA, are for commercial or industrial applications for larger projects that are planned well in advance.

Jaeger Lumber, Union, N.J., stocks only micronized copper azole. "Stocking lumber takes a lot of space and a duplicate inventory would be cost prohibitive for most lumberyards," said Bryan Jaeger. Other products aren't special ordered, unless specified by the customer or required by building codes, "due to the special order restrictions of returns. We can and would for a sizable enough job, but for a remodeler or a consumer it is simply not practical."

Obstacle Two: Insfficient demand for alternatives, because current copper-based treatments are seen as " good enough."

"We have not witnessed the customer specifying any particular kind

of treatment," said Harold Baalmann, president of B&B Lumber Co., Wichita, Ks. "They are most concerned about knot structure and wane, or how it looks. For that reason we carry a lot of #l SKUs, especially in lengths that will be visible."

John Daingerfield, buyer at Jaeger Lumber, added, "We do occasionally get inquiries for some of the other alternatives, but when you find out what the client is trying to accomplish, typically they can accomplish their goals with what we stock (MCA).

"There are many, and in my opinion too many, other options for treated wood for exterior uses. Small incremental differences in features and benefits for increased cost are not a benefit. In our area, treated wood is used

for sill plate and exterior uses. Boratetreated lumber can't get wet or the chemical will leach out of the wood, so it is not on option here. Formosan termites haven't made it this far north, so that isn't an issue here. No one in our market frames with treated wood. Fire retardant treated wood is an entirely different category for different uses. We source that locally through distribution."

Obstucle Three : Alternatives, often sold in smaller quantities, usually carry higher price tags.

Lapointe Lumber's two yards in central Maine stock only MCA. "We will on occasion order in some lumber treated to heavier rates than normal for jobs that call for that, such as docks,

SPECfALTY TREATMENTS such as TimberSil "glasswood" (above) and thermally modified wood (next page) are being sold, but almost exclusively by special order.

piers or pilings," said v.p. Dick Tarr. "We have also ordered in fire treated lumber and plywood when asked for in commercial projects."

A few years ago, Lapointe also considered other treated alternatives, including TimberSil, but the products "never got off the ground in this area."

Lapointe has samples of thermally modified wood on its sales counters, hoping to kickstart sales. The samples, Tarr said, "have piqued the interest of a few customers, however pricing could be too high for some projects that they were considering."

Indeed, low cost is one of the reasons many customers choose wood in the first place. "I wouldn't say we 'upsell' any treated," said Chad Korte, president of Home Lumber, New Haven, Ct. "We sell customers on the value of treated lumber due to its lower cost compared to much more expensive alternatives that don't necessarily perform that much better."

Home Lumber inventories mainly MCA for exterior applications and borates for plate material. "We have special ordered thermally treated lumber for one customer, and fire treated material in several other cases," Korte said.

If someone's looking for a better product at Fullerton-The Builder's Choice, Watertown, Mn., instead of substituting treatments, "we upsell them on just the grade of lumber," said manager Paul Silver. "For example, we stock all #l southern yellow pine versus #2 ponderosa pine."

Nonetheless, there are dealers out

there who believe in having multiple treatments on hand and in taking a chance on new products.

Brands Inc., Columbus, In., stocks mostly MCA, but also some MCQ (514x6, KDAT radius edge decking), borates (2x4 and 2x6 for interior plate stock), fire retardant treated (dimension and plywood), and CCX (treated plywood)-enough for president Jesse Brand to admit, "We probably overdo it here at Brands."

Wider inventories are also more common in environmetnally sensitive areas, such as California. Golden State Lumber, Napa, Ca., has wholesaler United Pacific Forest Products, Tigard, Or., oversee the treated program for its four yards. They stock ACQ, tinted ACQ, borates, and interior fire retardant treated.

According to UPFP's David Billingsley, "This inventory ranges from 2x4 8' through 8x8 24' , as well as plywood from 3/8" to 3/4", including some 9' and l0' panels. Although every (Golden State) yard does not stock every item, we have the ability to transfer material between locations."

Other treatments readily available to Golden State, though not in their yards' current on-the-ground inventory include anti-mold (Quantum and BluWood), ACZA, ACZA with Polyurea coatings, and exterior fire retardant. They will also offer MicroPro micronized copper azole as soon as it is available, which Billingsley expects by the end of the month.

By Stephen T. Smith, AquAeTer

Life cycle assessment shows treated wood better for environment

f, nacaNr LIFE-cycLE ASSESSMENT of ACQ-treated wood la.completed by third-party engineering firm AquAeTer revealed results not surprising to the wood industry: across the board, pressure treated wood is friendlier to the environment that wood-plastic composite decking. A complete peer review article was published in the January 3,2011, online edition of the Journal of Cleaner Production.

The goal of the LCA was to investigate the cradle-tograve environmental impacts related to ACQ-treated lumber decking and, using the LCA model, quantify these impacts. Relying on an inventory of environmental inputs and outputs attributable to treated lumber decking, AquAeTer completed a comparable inventory of woodplastic composite (WPC) decking. Results were then calculated for both, and comparisons drawn based on impact indicators for each product.

Information sources for both products include published data and surveys, with some information estimated/assumed based on known information.

Four phases defined the LCA: goal and scope definition, inventory analysis, impact assessment, and interpretation. Parameters for pressure treated wood included inventory inputs, outputs and impact indicators based on 1,000 bd. ft. per representative deck (320 sq. ft.). For WPC, the manufacture, use and disposal of the product was evaluated for 1,000 bd. ft. per representative deck (320 sq. ft.).

Products used in the LCA: ACQ-treated southern pine 5/4x6 radius-edge decking, treated for above-ground/ exterior exposure according to AWPA standards and "typi-

Fossil Fuel Footprints of a 16'x20t Deck

Treated wood = Equivalent of driving a car 38 miles per year

GomPosite = Equivalent of driving a car 540 miles per year

According to the EPA, life cycle assessment is a technique used to assess the environmental aspects and potential impacts associated with a product, process or service.

cal" WPC product with nominal dimension of 5/4x6 inch 82 x 152 mm) and actual dimensions of 1.175x5.4 inches (29.84 x 137 mm). (For the purpose of this LCA, the WPC product was modeled as if manufactured from 5O7o recycled wood flour,25Vo post-consumer recycled HDPE, and 25Vo virgin HDPE. As product formulas vary by brand, this mixture was assumed as the U.S. national average.)

For treated wood, four main life-cycle stages were recognized: lumber production (includes replanting a harvested area of forest, growing/maintaining the forest plantation until harvest, harvesting of the trees, drying, milling and associated transportation), lumber treating, treated wood as decking, and treated wood disposal. Life-cycle stages for WPC included production, use and disposal.

Impact indicators tracked and evaluated included:

. Greenhouse gas emissions: the quantification of human-caused emissions with the potential to affect global climate.

. Fossil fuel use: finite resource depletion related to global climate change, national security (dependency on imports), and finances (diminishing resources = increased costs/limited availability).

Water use: total amount of water used throughout each process of the product life.

Acidification: the potential for emissions that result in acid rain deposition on the earth's surface.

. Smog-forming potential: assesses the potential of air emissions to result in smog.

Ecological toxicity: includes ecologically toxic impact indicators that are normalized to a common herbicide of accepted ecological toxicity.

Eutrophication: characterized the potential impairment of water bodies resulting from emissions into the air.

In addition, the total amount of energy input over the

life cycle of both products, while not considered an impact indicator, was still tracked as part of the LCA.

The Results

Based on each impact indicator, AquAeTer concluded that the use of ACQ-treated lumber for decking offers lower fossil fuel use and environmental impacts than the use of wood-plastic composite decking. Breaking the results down by impact indicator:

Impact Indicators

GHG emissions

Fossil fuel use

Water use

Acid rain

Smog

Ecological toxicity

Eutrophication

Total energy use

WPC (vs. PTW)

= 2+ times more

= 14 times more

= 3 times more

= 4 times more

= 2 times more

= almost 2 times more

= 8.5 times more

In other words, if a family of three adds or replaces a 320 sq. ft. ACQ-treated deck, the impact "fbotprint" of this

action fbr all impact indicators is less than one-tenth of a percent of the family's annual total footprint.

Some assumptions were based on the professional judgment of the engineers conducting the life cycle assessment. Items of uncertainty included variations in wood deck sealer application and formulation, as well as methane collection in landfills.

Several recommendations were proposed by AquAeTer following the LCA process, including the reduction of energy inputs via conservation and innovation, working to source more materials locally, and increasing the use of biomass as an alternate energy source.

AquAeTer is a multi-disciplinary, third-party engineering firm that provides scientific and technical services in projects related to energy. engineering. environmental, sustainability and risk analyses. The LCA, funded by the Treated Wood Council, was performed in a manner consistent with principles and guidance provided by ISO standards.

Free Treated Wood Sales Aids

Research conducted and completed by Real Outdoor Living in mid-2010 indicated a need for more comprehensive, up{o-date pressure treated wood information targeted to building product dealers and retailers.

"Alternative decking products have come on strong in recent years, and it's clear there's a bit of outdated information about oressure treated wood in the marketplace," said Kim Drew, Real Outdoor Living program manager. "We thought it was time to remind everyone why they fell in love with pressure heated wood in the first olace."

ln order to meet ihis need directly, Real Outdoor Living recently introduced three new collateral pieces designed to reinforce the benefits of choosing treated wood.

In-Store Poster

Designed to be displayed inside a lumber dealer, the four-color glossy poster is designed to showcase the beauty and environmental benefits of pressure treated wood.

With a look that complements the overall feel of Real Outdoor Living, the poster measures 16" x zt.zc.

POP Rack Gard

Measuring 5" x 9" and perfect for displaying at the register, this rack card is printed with English on the front, Spanish on the back.

The four-color glossy card focuses on the fea-

tures and benefits of choosing treated wood for outdoor building including maintenance, safety, strength, environmental friendliness, and natural beauty.

Pocket Guide

Measuring 2.75" x 3.875" folded (with a laminated card-stock cover to prevent bending) and 15.75" x 11.5" unfolded, this four-color glossy front and back guide offers loads of information about treated wood in an easy-tocarry format.

Section topics include sustainability, fact or fiction, uses, installation, maintenance and safety. Order one for everyone on your team!

The new collateral materials are being promoted via online banner ads, print ads, public relations, and social media. Additionally, each piece carries a smart tag to make ordering a breeze from a smart phone.

All three pieces are available free at www. realoutdoorliving.com.

- Stephen T. Srnith, P.E., is an associate eil AquAeTer, Helena, Mt. For more on the LCA,visit vt'tt,v,.realoutdoorlivinR.com/lca.

Tweeted Wood promote preserved lumber Using social media to

fN aN AGE wHERE company impact measurement goes lbeyond sales numbers to include Facebook fan page "likes," more and more building product manufacturers and service providers are tuming to social media as an integrated part of their marketing communications plan. While still a novelty to some, the building products community within blogs, Facebook, Twitter, YouTube, and the like is growing by leaps and bounds.

"Social media growth in the building industry makes perfect sense," said Bryan Wright, owner and senior strategist of BeWright & Associates. "This is an audience that rarely sits down at a desk: they're using laptops and smart phones as their primary methods of communication with customers, dealers, co-workers and peers. Social media

gives them a clear path to keeping up with the companies they like in real time."

Wright is also the architect of an increasingly successful social media campaign for the Real Outdoor Living pressure treated wood promotion program managed by the Southeastern Lumber Manufacturers Association. He has more than a decade of communications experience in construction and building products, has become a social media expert, and is a regular blogger on ToolBoxB\zz.com.

"Our goal was to reinvigorate the social media outlets already in place, then build out from there," said Kim Drew, Real Outdoor Living program manager. "Working with Bryan, we've created a dynamic dialog of information across our targeted audience base of consumers, lumber dealers, retailers and deck builders."

Social media successes have been quick to come to the Real Outdoor Living program. The "Wood" Facebook page has seen fans increase exponentially since January 2Oll.ln February alone, the page enjoyed a32l7o increase in regular users over January numbers. Over on Twitter, a short series of tweets reached upwards of 19O00 followers within a minimal late-January time frame. Wright attributes these numbers to two things: regular activity and quality content.

"For a non-branded commodity product, we're thrilled with these numbers," added Drew. "They indicate that we're pulling wood fans back to the nest, reinvigorating them with new information and updated ideas for working with our product."

Wright points out that social media can be a solid directional device for leading customers where you want them to go. "Everything we do with Real Outdoor Living leads back to the website; that's the consummate source for pressure treated wood information. And our recent site visit numbers indicate we're doing just that," he continued.

The Blogosphere

Blogs, a more advanced online way to share copy, video and/or photos with a particular demographic, are an intrinsic part of the social media platform.

"We've had some outstanding successes with bloggers within the industry," continued Drew. "From ToolBoxBuzz.com to ToolSkool.com to HomeConstructionlmprovement.com and MyFixltUplife.com, these

OUTDOOR LIVING'S "Wood" page on Facebook registered a 321% increase in regular users in one month.

folks are some of the most plugged-in information sources in the industry."

Beth Knott, author of the ToolSkool.com blog, uses social media as a way to get timely information to "friends" and "followers" about new tools and hot industry topics. "Our audience might not monitor our Web site every day, but they are on social media every day," said Knott. "When they see a Facebook status update or a tweet from us, they know to check out the site for the latest information."

Smart Tags

If you have a smart phone, you're probably familiar with smart tags: those tiny little boxes seen in ads or on signage that are scanned with a phone app in order to direct you to a specific website. Relative newcomers to the fast-paced online world, these tags are bridging the gap between customer and product by providing instant-access information needed to complete a potential sale.

The tags can also be used as a portable source of information. "Our jusrpublished membership directory includes a smart tag on the back cover for easy smart phone access to the SLMA website," said Erica Strickland, communications and membership manager for SLMA in Atlanta, Ga. "Our members were asking for a portable way to manage the massive amounts of information contained in our annual directory. Now they can scan the tag with their smart phone and be taken to the most updated version of the directory, right on their handheld screen. It's going to increase the speed and efficiency with which our members do business."

Tips & Techniques

Thinking of sticking your toe into the social media pool? Wright offers a few tips:

. Evaluate. Research everything: where your target audience lives online, what the competition is doing well (and where there's room for improvement), and what information on your product or service is already online.

. Plan. Decide what your properties will look and feel like. Echo your existing communications efforts by giving your Facebook page or twitter account the same voice as your print ads or community relations efforts.

Design. The average online attention span is about seven seconds. How will you grab and keep interest? Videos and photographs equate to longer online visits than text only.

. Reach out. Before ever going live, have a solid plan in place for reaching out proactively to your desired audience. Just because you build it doesn't mean they will come; they'll need to be asked.

. Keep it fresh. A good rule of thumb: update your properties three to four times a week-and never let a user question go unanswered for more than 24 hours. Realize that the entire concept is fluid, and sites may need revisions once a month to stay on top of trends and information.

"Most importantly: your social media program is not a job for the intern," concluded Wright. "Social media is a complex form of word-of-mouth marketing and should be treated with all the respect it deserves."

- To visit Real Outdoor Living in the world of social media, visit:

www.facebook.com: "Wood" fan page

www.tw itter.c om/ w oodaho lic s www.y o utub e.c oml wo odit sr eal

By Colin McCown, American Wood Protection Association

Sorting out nolrstandardized treated wood

fooev. ovER HALF of the treated |- lumber sold in retail stores does not meet the standards of the American Wood Protection Association. It's critical that buyers and sellers are able to see through misleading labeling and clearly distinguish treated wood that meets the standards from wood that doesn't.

The problem traces back to about l0 years ago, when several wood preservative manufacturers entered into a voluntary agreement with the EPA to restrict the types of wood products that could be treated with CCA, starting January l, 2004. Dimensional lumber treated with CCA could no longer be sold into most commercial and consumer markets, so a number of new preservatives entered the marketplace to fill the void.

Initially, most of the next-generation treated wood products were AWPA standardized-but this quickly changed as competition between chemical manufacturers, wood treaters, and retailers heated up in this challenging economic environment. To increase market share, some manufacturers began offering wood treated to lower Dreservative retention

amounts than those listed in AWPA standards or they used preservatives not standardized by AWPA.

AWPA standards are important to the building products market for many reasons:

. Most, if not all, of North America's experts in wood protection serve on AWPA's technical committees and provide the critical peerreview process needed to distinguish effective preservatives from those that may not perform well.

. AWPA is accredited by the American National Standards Institute as a standards development organization, which means that AWPA's standardization process is open, consensus-based, requires consideration of all viewpoints, and provides due process for all participants.

AWPA standards are the only standards prescribed directly in the major model building codes for uses where treated wood is required.

AWPA also requires that the manufacturing plant is audited by a thirdparty inspection agency in accordance with the Treated Wood Program of the American Lumber Standard Committee, which operates under procedures

INTERPRETING A QUALITY UARK

established by the U.S. Department of Commerce.

. Furthermore, AWPA has been developing standards for wood preservatives and treated wood since 1904. There are no mandatory fees for obtaining AWPA standardization, just the submission of sound, scientific data supporting the performance of the product under consideration. AWPA and its standards development process may not be perfect, but it does provide the most rigorous review of wood preservative performance data by people whose expertise is in wood deterioration and protection.

Unfortunately, AWPA standardization is so important that a significant amount of effort is employed to make people think non-standardized products are equal to the treated wood products listed in AWPA standards. At a recent treated wood industry conference, a proposal was made to include non-AWPA standardized treated wood in the "CheckMark" program, a voluntary program administered by the Western Wood Preservers Institute that helps individuals readily identify wood treated in accordance with AWPA standards. The presentation featured a graphic of a product evaluation report with an ANSI logo to show that the organization producing the evaluation report was also ANSI accredited. The logo was quite blurry, so it was not possible for the audience to see that the logo was for ANSI product certification-a program that has nothing to do with product performance or standardization.

The presenter discussed AWPA standards, then displayed a slide showing that over 8O7o of building code officials preferred evaluation reports. The study referenced, however, had nothing to do with treated wood, nor was it a comparison of

MUCH non-standardized treated wood flooding the market, it's critical that buyers and sellers pay attention to the labels so they can tell the difference.

AWPA standards to evaluation reports. The presentation also indicated that because product evaluation reports are based on the same data as indicated by an AWPA document referred to as "Appendix A," the products have the same criteria as those standardized by AWPA. The presenter neglected to mention, however, that Appendix A expressly limits its use to the AWPA standardization process, and that the critical element of expert peer review is missing outside of AWPA standardization.

Another problem in the marketplace is product labeling. Many manufacturers of products that do not meet AWPA standards tend to use AWPA's Use Category designations on the treated wood end tags. This problem became so prevalent that AWPA approached an organization that develops product evaluation reports to request their assistance in preventing deceptive labeling practices. One of their committees ultimately agreed that if an AWPA Use Category designation was used on the end tag of materials not meeting AWPA Standard U1, the tag must also read "Not listed in AWPA Ul." Over time. however, the AWPA Use Category remained a prominent part of the front side of the label, and some treated wood manufacturers relegated the required language to the back of the label, buried among several lines of fine print. AWPA frequently receives inquiries from people who have been led to believe that this means the product meets AWPA standards, expecting AWPA to provide support for such non-standardized products.

So, how does one determine if treated wood meets AWPA standards?

The easiest way is to look for "AWPA U1" on the end tag. If you don't see it, then the treated wood probably doesn't meet AWPA Standards.

Another helpful tool is the presence of a "CheckMark" next to the logo of an ALSC accredited agency. Wood treated to AWPA Standards must also

identify the producer, preservative, retention (amount of preservative), and the AWPA Use Category.

For more information, visit the References and Technical Information pages of www.awpa.com.

- Colin McCown is executive vice president of the American Wood Protection Association, Birming,ham, Al. Reach him at ( 205 ) 7 3 3 -4077 o r mccown@ a w'pa.com

By Robert Berg, RlSl

Glimmers of in latest housing data

tTt"t Mosr RECENT DArA on housing

I. inventorv. vacancies and units in use indicate ihut ttr" inventory correction in the shelter market is gaining momentum and finished the year a bit stronger than had been anticipated.

The following is a summary of the updated demand/supply balance in the U.S. shelter market.

Excess Vacant Shelter Units

The excess inventory of vacant units for sale or rent has fallen 600.000 units. from 1.8 million units at the end of 2009 to 1.2 million at the end of 2010. Here's how I arrive at this estimate:

. Vacant units for sale or rent fell from 5.0Vo of the housing stock at the end of 2OO9 to 4.67o at the end of 2010.

. Over the late 1990s and early 2000s, vacant units for sale or rent hovered around 3.67o. I assume that this is the "normal" or equilibrium vacancy rate for a market in balance.

The difference between the actual vacancy rate for housing for sale or rent less the average is0.9Vo, which is equal to 1.2 million units given that current housing stock was 130.8 million units.

Once this excess of vacant units for sale or rent is absorbed and the vacancy rate returns to equilibrium, then demand for shelter will have to be met through new shelter production and not existing homes.

Household Formations & Pent-Up Demand for Housing

Household formations gained momentum in 2010 as reflected by the

gains in the number of housing units in use. At the end of 2010, the number of houses in use (which is equal to households by the Census' definition) was up 1.08 million units from the end of 2009, after increasing at an average annual rate of 370,000 households per year in 2007-2009.

With household formations falling well below the pace that underlying demographics support, we have built up a pool of pent-up demand that I estimate at around 1.24 million families. The rate at which this pool of potential households moves into the shelter market heavily depends on employment. Note, I am not saying anything about whether they are buying or renting or moving into a singlefamily, multifamily, or mobile home. All I am saying is that they move into a "shelter" unit.

Over the next year, demographics will support the formation of another 1.0 million households, which would push the pent-up demand to 2.3 million units if none of this demand has already moved into a shelter. On the supply side, our forecast for housing starts and mobile home production net of normal demolition levels will net an additional 400,000 units to the housing stock through 201I, which, when added to the excess inventory at the end of 2010, puts the number of units that needs to be absorbed in 201 I to clear the overhang at 1.6 million units.

In our forecast, growth in the economy gains momentum in 20 ll and employment improves (the number of people employed, not necessarily the unemployment rate), which will unleash the pent-up demand for shelter and excess inventory will be absorbed by mid-2012 or earlier.

Housing Stock Reported for End of 2010 Likely Too Low

The Census reports that the housing stock increased 700O00 units to 130.8 million units at the end of 2010. Additions to housing stock are equal to new homes completed plus mobile homes delivered. Conventional housing completions in 2010 fell 18% from 2009 to 650,000 units in 2010. And, assuming mobile home production is close to the units put in place, just 510,000 mobile homes were added to the housing stock.

Given the increase in housing inventory, completions, and mobile home production in 2010, the implied loss of shelter units (demolition) in 2010 was just 50,000 units (0.047o of housing stock). From 1999 to 2009, demolitions averaged 0.187o of housing stock. Applying this rate to housing stock at the end of 2009, demolitions would be closer to 200,000 units and housing stock would be lower. This is key because these uncounted demolitions add to the inventory of vacant homes. Keep an eye on this estimate because it increases the share of shelter units in use to levels closer to something near equilibrium.

So the inventory correction in the housing market continues to unfold and it looks like the excess inventory will be absorbed by the end of 2011 or the first half of 2012, depending on how fast the pent-up demand moves into the shelter market. We should start to see spot (sub-regional) tighr ness in the housing market by the end of 201 I ifthese data are correct.

- Bob Berg is principal economist for wood products at RISI. Reach him at

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By Carla Waldemar

Dealer trades up

fennv ANDERSoN rrew uow to sell j hardware: he'd owned a store since 1963. But lumber? Not so much (well, make that zero). Still, when he sensed an opportunity in a nearby Colorado town even before it came knocking, he approached a soon-toretire yard owner and put a deal together.

Thus, in 1985, began La lara Trading Post's steady, calculated growth-a business plan Jerry swears by and which grew revenues from $2.5 million to $5 million. If you recall that old-time kids' fable, Jerry represents the ever-toiling tortoise rather than the flashy loser in the story.

"I knew hardware," he recalls from semi-retirement today, "so I put in an Ace line. But I had to leam the lumber part. It didn't have a lot of retail

space, so I expanded. I added trucks and forklifts. And I expanded the customer base: farmers, ranchers, contractors, d-i-yers. You can't just go one route," he decided, long before it became fashionable to diversify. "Our salesmen dealt with everybody."

To attract and keep that diverse clientele, he greatly expanded product lines, too. A look today at La Jara's website, or a listen to its phone-hold message, alerts customers to the ease of one-stop shopping, from roofing to flooring, windows and doors to decks, cement and tools to garage packages, all reinforced by services-none too small, like glass cutting and screen repair, and none too major, such as free delivery and free estimates. In fact, La Jara's original sole estimator has mushroomed to a crew of five among the 40 staffers it employs,

inflated in busy summers by college kids and returning veterans who'd retired.

Hardware is one thing; lumber is another. It's easier to service folks who walk down the block for a bag of nails than to best the competition bidding on a $400,000 house. "On big projects, there's a lot of competition," Jerry swears. "People will look 200 miles to find the best price and best service. That's why we have to keep expanding our customer base and our geographical territory, And that's why I teach our employees that customers come first. We're honest and we treat them respectfully, not like in corporate America," he adds with a wry laugh. "We go the extra mile. For instance, I got a call at 10:30 at night that someone's pump had gone out. We got there with a new one."

hardware dealer to hit it off in lumber.

The company's free delivery service requires a big chunk of driving commitment in the long, nalTow mountain valley in which La Jara sits. And one day, it didn't happen. Jerry recalls that at 4 p.-.he had a contractor on the phone, "and he was madder than hell. He said we'd promised him a delivery at 8:30 that morning, so he'd hired extra crew. Turned out, we screwed up-everybody will make a mistake, and if you say you haven't, you're maybe lying-so I told him we'd pay his entire site workforce a day's wages. We kept our word, and we kept him as a customer. Things like that pay off. In a small town like this, everyone knows three or four other people to tell a story to."

A feminine voice takes up the tale. Jerry hands the phone over to his daughter, Sabrina Hufmann, one of four kids who took over the business in 2008. But Jerry gets one last word in on the handover, explaining, with a laugh, "At age 68,I began to notice that nobody was living forever, so I decided to sell the business while I could still remember my name. I asked the family who was interested. Of our 13 kids"-his, hers and blended-"four signed on. They'd started here in their grade-school years, raking the yard, cleaning the toilets. Some left to work in Denver, then returned. And we'd used some of the ideas they'd

opinions, which often are very different. (Dad acts as the tie-breaker," she adds.)

"Because we're family members, there's a different dynamic than in a traditional business," Sabrina says. "We're not only business partners, we're brothers and sister-which fosters conflict control. We hold an owners' meeting monthly-a recent one lasted till 2 a.m.-and I'll tell you what! We're a pretty good mix of personalities. But on any important decision, all four must agree."

And often, agree quickly. When the chance to take on a second location arose in 2009-the Stock Building Supply store in Alamosa, l0 miles distant, became available-"we had two days' notice to either jump on the bandwagon or miss the opportunity."

They snapped it up without regrets. "We needed to expand, so we did," Sabrina says. "It's a huge, huge yard in a good location. We kept the managers and expanded the departments and services. Hoyt and I laid it out with very different merchandising. (How could corporate America have been so behind? she gasps at what they inherited.) And it's been doing very well."

Part of the reason for its success is that. while the two stores are only l0 miles distant from each other, their demographics span a greater divide. Alamosa Building Supply sits in a far bigger town, which offers the opportunity to court commercial accounts, while La Jara's agricultural base has spawned a big new niche market-seed, which they store in a boxcar they purchased. "We've sold $100,000 worth so far, and the growing season hasn't even started!" Sabrina reports.

But La Jara Trading Post's biggest claim to dynamite niche marketing is its strong focus on special orders, whose numbers (and margins) are "huge, HUGE!" she attests. "One salesman alone just turned in 90 on his biweekly report."

The goal, of course, is to sell the whole package. And the long-tern goal-call it a mission statement, if you will-is "to stay ahead of the game," as Sabrina puts it. "We're always thinking, all four of us, coming up with ideas in order to improve and change. Change is hard, but you can't grow without it," she observes.

picked up, expanding our services, our product line, our facilities."

"I hadn't planned on a career here," confesses Sabrina, "even though I'd grown up in the place. When we were little, we were expected to do well in school and also workhere, or someplace else. I went off to Denver for a while. "On my first day back in La Jara, Dad called and asked me to help with inventory. Twenty-three years later, I'm still here," she laughs.

"When Dad sold out to the four of us, he gave us an opportunity-but nothing else was handed to us," she stresses. "We'd all worked long and hard-lots of blood, sweat and tears. What he did was offer us an option to buy him out-to launch a C Corporation."

Sabrina, the oldest, signed on as secretary. She manages hardware, inside sales, and inventory in the La Jara store, in collaboration with Jared, president, who co-manages the yard. Hoyt manages the new Alcoma location, which we'11 learn about in a minute, and Greg, the youngest, is beancounter for the corporation-altogether representing, says Sabrina, "a good range of abilities, age (19 years between Greg and me, 10 between me and Hoyt), personalities and

Some are relatively easy, like the company's recent, forward-looking decision to go "green." Others are harder to swallow, but necessary for survival, such as the partners' decision to take pay cuts until the economic hurricane blows over. Other cost-savings moves include eliminating overtime and profit-sharing bonuses this year. "But nobody lost a job," Sabrina can state with pride.

This corner of Colorado never rode the '90s wave of unequalled prosperity, but neither did it hit the skids as hard as other parts of the country. "So, when the economy turns around, we'll be fine," says Jerry, who's seen it all.

"We'11 ride the storm," his daughter agrees. "We've laid a good foundation, developed a solid customer base. It'll still be here to sell to our own kids."

Carla Waldemar

BOOM TRUCK allows for rooftop delivery of shingles

By |ames Olsen

Welcome to my world

\JrNrrv eERCENT oF THE pEopLE we compete against are I \ using the following approach on every call:

Quotron: "Good morning, Bob. How are you? I've got a 2x4 92-518-inch Sinclair Lewis stud that I can set to vou at $325/MBF. Can you use that?"

Customer: "No thanks, don't need it."

Quotron: "Anything else you need?"

Customer: "No thanks."

Quotron: "What's coming up next?"

Customer: "Nothing I can think of. Call me next week."

Quotron: "Okay. Thanks. Have a nice weekend."

Customer: "You too."

There is no engagement. There is no mystery or intrigue. No desire or spunk is shown. This Quotron is an information dispenser. He gives information and lets the c'ustomer decide. This is not salesmanship. This is being a quotron. These (sales)people get treated badly and blame it on the customer.

Since no information is ferreted out about the customer's next purchase, the next call and the call after that will go the same, ad infinitum, ad nauseum.

These quotrons sends a terrible message. They do not fight for the business. If we do not show that we want the business-by creating a sales event, engaging the customer, fighting for the order, asking follow up questions, and in general just not taking no for an answer-we send the message that we don't want the business.

Struggling sellers think that being super-quadruple-easyto-get-along-with will entice customers to buy from them. This "Whatever you want" attitude does not sell. Buyers don't think, "Wow, Nancy is easy to get along with, so I'm going to buy from her." They think, "Nancy has good prices, but she never asks for the order. As a matter of fact, she's easy to say no to. But she sure keeps that Son-of-aGun John honest, so at least she's doing that for us." (John is the SOG who is getting all the business.)

Salesperson: "Good morning, Bob. Last time we spoke

you said you were getting close to booking some studs. We went out yesterday and made a great buy on 10 cars of studs. The market is strong and we ere selling these well. We've got three left, so why don't we put a couple on the books for you?"

Customer: "What's the price?"

Salesperson: "That's the icing on the cake, Bob. We've been selling these to very competitive customers. I sold one this morning to this guy in Texas, and he doesn't even like to buy fiom me, so I know these are good. Before I give you the price, if we agree it's good, how many studs can you use?"

Customer: "You always say you have a good price, but, yeah, if the price is good, I can probably use a couple."

Salesperson: "A couple like 'three a couple'or a couple like 'two a couple'?"

Customer: "A couple like 'two a couple' and if you don't give me the price soon, it's going to be a couple like 'place them with someone else' a couple."

Salesperson: "We've been selling them at $325/MBF. What are your order numbers?"

Customer: "Okay. I'll take two. Use 'verbal Bobl' and 'verbal Bob2."'

Salesperson: "Thanks for these. Why don't you take us off the market on that last stud? You bought the first two because they are a good deal. Let's push the shipment on the third and put that one on also."

Customer: "Two is it. Aren't you ever satisfied?"

Salesperson: "I'm happy when you're happy, Bob, but I'm never satisfied. Thanks for the orders."

This seller puts on a performance for his customer. He makes his call "an event." The buyer may not like or agree with the seller's approach, but there is intrigue and engagement. Starting the conversation off with a positive story sets the (positive) tone for the call. Holding back the price creates tension and interest. The customer wants to know that price.

The first seller dispenses information. All that is left to say is, "I'll let you know." All questions asked and answered. No intrigue. No tension. No engagement. No sale.

We must draw the customer into our world. not the other way around. Inviting customers to our world is the job of the master seller and will a/ways produce better results than being a quotron in our customer's world.

James Olsen Reality Sales Training

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By Jay Tompt

See green Practical eco merchandising

background for more specific product criteria and attributes. Here's a partial list of what to consider:

Energy - Products that conserve energy, produce renewable energy, or are made from renewable energy sources.

Water - Products that conserve water usage, especially the use of fresh, potable water. Also, product alternatives that don't pollute water sources or aquatic eco-systems.

Toxic chemicals - Products that are made with nontoxic (or least-toxic), low-risk chemicals and other components.

Healthy and sustainable practices - Products that contribute to healthy and sustainable practices, such as rainwater harvesting. composting. etc.

that, when practiced well, makes good merchants great.

The last few years, there's been a rush by manufacturers to get their green innovations to market. Many are going to be clear winners and will make a difference in transforming the built environment. Unfortunately, along with the rush has been the slapdash-products presented as earning LEED credits, or being less toxic, or ecologically benign, when they are not. Whether by deliberate deception or honest mistake, green washing has created confusion and skepticism in the market.

It's not so easy to pick green winners, but there a.re practical steps that merchandisers can take to reliably evaluate the green-worthiness of any product. In general, the goal is to identify merchandise that meets certain criteria, both yours and your customers'. There are a variety of product certifications and, of course, LEED and other green building rating systems provide relatively clear criteria. But there is no master green products list to go by, and no matter how comprehensive, certifications and building rating systems are not going to cover all the product categories stocked in most stores and yards.

But if you're willing to roll up your sleeves and "green it yourself," there's another way to look at whether the merchandise you choose to sell is green worthy. Start by asking: Does it harm or benefit the environment? Does it pose health risks or promote healthy lifestyles? Are communities positively or negatively affected in its manufacture? Does it work? Will it sell? These questions should take in the entire life cycle of the product, which includes looking at the impacts relating to raw materials, manufacturing process, distribution, use, and disposal.

The broad categories addressing human health and safety, ecological safety, and social responsibility provide the

The evaluation process starts with the manufacturer, who should provide credible product information-preferably with third-party documentation supporting their green claims. But that may not be enough. Consult with independent experts and review third-party information on the Internet, too. There are several helpful databases online that will show what's known about specific chemicals. Comparing products in the same category will help to identify the "greenest" in class. Finally, there must be a judgment about whether or not the product does the job and will sell. Get a sample and take it for a test spin.

If green merchandisers are defined by product selection, they are also defined by products not selected. There are plenty of useful products for which there may be better or greener options. But there are also junk products for which the only "green" option is that they simply not exist. Every dealer in this supply chain has experience with junk, if only by accident. These are products so poorly designed, manufactured so cheaply, and are so obviously heading straight for the landfill that they cannot be justified no matter how low the price point.

Eliminating the worst junk from inventory is not only practical, it's also a virtuous step toward sustainability.

JaY TomPt Managing Partner William Verde & Associates @15) 32r-O848 info@ williamverde.com

Marvin's Building Materials & Home Genters latb next month will open store #27, a 35,000-sq. unit with aftached garden center and drivethru lumberyard in Monroeville, Al.

ProBuild is building a 45,000-sq. ft. yard in Morgantown, W.V., for an early summer opening.

Sunnvcrest True Value Hardwarie, Urbana, ll., is shutting down April 30 after 39 years.

Bob Cooper, owner since 1988, will transfer inventory and two employees to his store in W. Champaign, ll., Round Barn True Value.

Kincer-Miller Hardware, Wytheville, Va., is selling the last of its inventory and will close in June after 85 years.

Helpful Group opened its 17th Ace Hardware, a 14,000-sq. ft. store in Chickamauga, Tn.

Waddinqton True Value Hardware &-Buildinq Suoolv is the new name of Cas-welf Tiue Value, Waddington, N.Y., after its purchase by James and Karen Thew from Terry and Sue Caswell.

Menards opened a home center March22 in Manhattan, Ks., as well as a 240,000-sq. ft. replacement store with 10-acre lumberyard in Hammond, ln.

Future plans include a 200,000-sq. ft. replacement store in Schererville, In., and a unit in Owensboro, Ky.-its first in the state.

Menards acquired 2.2 acres next to its Richfield, Mn., store for expansion and is negotiating to buy 9 acres in Tinley Park, ll., to expand its local store to a chain-high 360,000 sq. ft.

Lowe's is adding 24,000 sq. ft. to its now-144,000-sq. ft. millwork plant in Lexington, N.C. Expansion of the 25year-old facility, which assembles unfinished cabinetry to be sold in the chain's stores, should be complete by summer.

The chain also will open a 103,000sq. ft. home center April 15 in N. Frederick, Md. (Teresa Yeargan, store mgr.), and will add more than 275 jobs this year at its customer support center in Wilkesboro, N.C.

The nation's largest pressure treater is forging a strategic alliance with one of the Southeast's biggest LBM wholesalers to distribute each other's products.

The initiative allows Great Southern Wood Preserving, Abbeville, Al., and U.S. Lumber Group, Atlanta, Ga., to expand their geographic distribution footprints, while providing new economies of scale in marketing and operations.

According to Jimmy Rane, chairman, president and c.e.o. of Great Southern, the alliance "will create a vehicle for growth at a time when the economy in general and new housing starts in particular continue to struggle."

Great Southern gains new mid-

84 Closes 10 More Yards

84 Lumber shut down l0 underperforming locations from Missouri eastward and placed the vacated properties up for sale.

Stores closed March 7 were Brooksville, Deland and Fort Pierce, Fl.; Winder, Ga.; Springfield, Mo.; Southaven, Ms.; Farmingdale, N.J.; Tulsa, Ok.: Anderson, S.C., and Kams, Tn.

Spokesman Jeff Nobers said all markets, except for Tulsa, will be served from other locations in the region.

Bishop Takes Over lllinois Ace

Bishop Hardware & Supply, Springfield, Il., has acquired Ace Hardware, Pontiac, Il., from Wallace "Walt" Meade, who is retiring after 34 years.

The store closed March I so the building could be expanded and remodeled, and a garden center added.

George Preckwinkle, president of Bishop, and his sister, Lucy Bagot, will operate the new location.

MiTek Buys USP Connectors

MiTek, Chesterfield, Mo., has acquired USP Structural Connectors, Burnsville. Mn.. from Gibraltar Industries, Hamburg, Germany.

USP designs, engineers and manufactures structural framing and bracing connectors for residential and light commercial construction.

"This great addition combines the diverse product line and innovation of

Atlantic markets for its YellaWood brand products through U.S. Lumber's distribution network, while U.S. Lumber's specialty products become available to Great Southern's dealer base in the Midwest, Southwest and the Caribbean.

Under the deal, an affiliate of Great Southem will become a minority investor in U.S. Lumber. Lawrence Newton remains c.e.o. of U.S. Lumber, and no management changes are expected.

Both companies are working together on several initiatives that will be launched in the coming months.

Great Southern operates 11 facilities throughout the South and Midwest, while U.S. Lumber has seven distribution centers.

USP with the commitment and depth of MiTek," said Tom Manenti, MiTek president and c.e.o. "Along with Sapphire, our industry-leading wholehouse engineering software, MiTek now has the capability to supply structural framing and bracing solutions that satisfy all critical aspects of a wood-framed building, from the roof to the foundation."

Gibraltar had owned USP since 1998.

At the same time, Gibraltar agreed to buy industrial sealant manufacturer D.S. Brown, N. Baltimore, Oh.

llim Buys Tolleson Lumber

Russian forestry giant Ilim Timber Industry has agreed to acquire Tolleson Lumber Co., Perry, Ga., in partnership with a management team led by Rusty Wood.

"Tolleson's reputation in the industry and management's solid vision for future development became the key decision factors for us in choosing this company in North America. Tolleson will become a cornerstone for further expansion in the U.S., which is a part of our business strategy," said ITI chairman Boris Zingarevich.

With the addition of the two Tolleson sawmills, ITI's global production capacity now exceeds 1.65 billion bd. ft. and broadens to include southern yellow pine. Its goal is to become an industrial global leader in terms of presence in the key markets of Asia, Europe and America, efficiency, and volumes of production.

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It means investing in the future

In addition to our ongoing commitment to sustainable forestry, Nordic continues to invest in advanced manufacturing processes to keep on the cutting edge of technology and product development.

Goosebay Sawmill & Lumber, Chichester, N.H., tost one building in a March 10 fire.

Guthrie Lumber & Distribution Co., Austin, Tx., has signed on to produce and distribute EcoBlu fire-, mold-, rot-, and termite+esistant EcoBuilding Good Wood lumber.

Huttig Building Products is now distributing Alpha ProTecf,'s REX Wiap Plus housewraps in the easi trom its 16 branches in Missouri and eastward.

Building Products Inc., Council Bluffs, la., is now distributing Curtner Lumber Co.'s Ozark Natural Paneling in the Midwest.

Century Lumber & Land is still working to tine up the $2.5 million needed to buy the old Alger-Sullivan Lumber complex in Century, Fl.

The new company holds out hope that it will be able to restart the crosstie treating plant and dry kilns in the near future (see Ocf. 2010, p.20).

Jeld-Wen is permanently shuftering its millwork diskibution center in Tampa, Fl., April 8.

Somerset Wood Products, Somerset, Ky., is expanding its Grossville Hardwoods flooring plant in Crossville, Tn., to accommodate a new product line,

Simonton Building Products is relocating its corporate headquarters to Columbus, Oh., but will maintain its customer service, marketing and lT departments at its offices in Parkersburg, W.V.

With move-in expected to be completed by June, the new headquarters will include a product showroom.

Great Northern Buildinq Products. Louisvitte. Kv.. has purchased the assets of Am-erican Slate Go., Watnui Creek, Ca., from ABG Supply, Beloit, Wi.

SRS Acquisition Gorp., McKinney, Tx., added its 9th Southern Shingles brahch, in San Antonio, Tx. (Tim Lynch, mgr.).

OMG Inc., Agawam, Ma., has acquired the intellectual property rights for Sinch Technology from Senco Brands, Cincinnati, 0h.

Sinch makes portable induction heating units for installing commercial roofing systems.

Biewer Lumber, St. Clair, Mi., now distributes composite decking from Fiberon, New London, N.C., in the Midwest, and has partnered with PureWood, Memphis, Tn., to manufacture SelectCut and ThermalGuard thermally modified wood.

American Lumber, Walden, N.Y., now distributes Solstice cellular PVC decking from Deceuninck North America, Monroe, Oh., in the Northeast and Mid-Atlantic.

Boston Cedar & Millwork, Holbrook, Ma., is now a fullline dishibutor for the Northeast for Railing Dynamics Inc., egg Harbor Township, N.J.

Michigan Chain Chops Two Stores

As part of a restructuring, Cheboygan Lumber Co., Cheboygan, Mi., late last month closed stores Mackinaw Building Center, Mackinaw City, Mi., and St. Ignace Do-It Center, St. Ignace, Mi., reducing the century-old chain to four locations.

Nine employees between the two stores are expected to be transferred to another location.

Dricon FRT Wood Reaches 30

Pressure treated wood, a building product with historically slow evolution, has seen major changes in recent years. But Dricon fire retardant trcated wood has remained on the market and unaltered since its introduction three decades ago.

First used commercially in 198 l, Dricon wood has withstood hot attics, building code modifications, and competitive options-as well as flamespread, termites and fungal decay-for specifiers and owners of commercial and institutional buildings.

Even its developer has changed twice over the past 30 years, transforming from Koppers Co. to Hickson Corp. to Arch Wood Protection. But the product, without change in formulation, has endured. It continues to be used for roof and wall sheathing, trusses, framing, blocking, shelving, stages, fireplace surrounds, and backer panels for electrical equipment.

"Dricon FR chemical has been used longer than any other fire retardant on the market today," noted Rodney Hardison, manager of North American development at Arch Wood Protection. "The inventors of Dricon fire retardant deserve a great deal of credit for providing the many attributes of the formulation. Dricon wood has a roof system warranty, preservative warranty. and a warranty program for trusses that was developed with the Wood Truss Council of America."

"Looking ahead," Hardison added, "the development of fire retardant technology remains a very important part of the Arch business strategy. We continue to seek new interior and exterior formulations, as well as solutions suitable for engineered wood products such as OSB and I-beams. In 2011, Arch will launch a fire retardant coating to protect utility poles from fire damage and will reintroduce a popular brand from the past."

PIONEERING FRTW Dricon has remained unaltered since its develooment 30 years ago.

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Elliott's Hardware is relocating its flagship store in Dallas, Tx., this month to a 13,000-sq, ft. buildingone-fourth its current size.

Arrow Ace Hardware, Rochester, Mn., hopes to open its 4th local store by the end of June.

Habitat for Humanity is opening a 10,644-sq. ft. ReStore discount LBM outlet May 6 in Topeka, Ks. (Andrew Faunce, mgr.); relocated its Brewton, Al., store to a larger building, and is remodeling its unit in Benton Township, Mi.

Safety Harbor Hardware, Safety Harbor, Fl., is closing by the end ofthe month, after 10 years.

Ace Hardware, chattanooga, Tn., suffered moderate damage in a Feb. 26 electrical fire haced to a malfunctioning paint mixer.

Aubuchon Hardware ctosed its 13-year-old store in Plainville, Ma.

Boise Expands In New Jersey

Boise Cascade Building Materials Distribution is expanding its distribution operations in New Jersey, signing a lease for 307,000 sq. ft. of warehouse space near its current facility in Delanco.

The new 47 -acre site features two warehouses, 20 acres of yard space, and a rail spur.

The facility will allow for expansion of the current inventory and the addition of new product lines. "The expansion and the new products to be added show our growing commitment to both our vendors and customers in the trade area," said Bill Schellhorn, manager in Delanco. "In addition, the combined operations will be more efficient and safer than our current limited space provides."

Distribution division president Stan Bell said additional expansions and upgrades will be announced in the near future.

Hardware Chain Mixing lt Up

ACO Hardware, Michigan's largest independent hardware chain, is moving away from its hardware business to become more of a neiehborhood general store.

New offerings range from coffee and other food items, to wicker baskets and ceramic planters. The chain has also expanded its selection of pet food, automotive accessories, greeting cards, outdoor furniture, and barbecues.

"These are things we wouldn't have carried even two years ago," said president Dick Snyder, who joined the 67-store chain two years ago, after l8 years at Walmart.

Insulfoam Opening EPS lnsulation Plant in the East

Insulfoam, Carlisle, Pa., begins manufacturing this summer at a new 200,000 sq. ft. plant in Smithfield, Pa., that it will share will sister company Hunter Panels.

Insulfoam is North America's largest producer of engineered expanded polystyrene block-molded insulation products, while Hunter is a leading rigid polyiso insulation manufacturer.

This new plant will ship to New England, the Mid-Atlantic, and select Midwestern states. Existing Insulfoam facilities are in Florida, Nebraska, Colorado. Utah. Arizona. California. Washinston and Alaska.

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Moulding Demand Forecast to Start Five-Year Surge

After three years of declines, U.S. moulding consumption is expected to begin its turnaround this year, marking the start of a five-year bull run, according to International Wood Markets Group's new report, U.S Moulding Market Outlook: 201l201 5.

North American and offshore moulding producers endured three consecutive years of massive reductions in moulding demand that has left only the most strategic, well-financed, and efficient producers able to benefit from improving builder demand and

repair and remodeling consumption. Imports continue to provide the majority of raw material (shop & better lumber, blocks, and blanks) as well as finished mouldings (solid lineal, fingerjoint, and MDF), accounting for 54o/o of U.S supply in 2010 and increasing to 577o over the next two years.

MDF continues to expand its share of the moulding market at the expense of fingerjoint and solid lineal. Over the next two years, MDF is forecast to increase in volume almost 307o, while fingerjoint's gains should be up 2OVo

and gains in solid lineal will be just over lj7a.

Moulding demand in 20 l0 was split between new construction and repair and remodeling at around 40160. However, as the housing recovery gains momentum, Wood Markets predicts the split to move to 50/50 by 2O14 and then overtake repair and remodeling in 20l5.

After four years (2007-2010) of what could be described as a buyers' market, rising raw material costs and constrained supply have annual average prices poised to ramp up over the next four years between 20Vo and 40Vo, depending on the product. And this may be a conservative forecast given China's insatiable demand for wood fiber (logs, lumber) in any form, so price spikes are expected.

A comparison of findings from Wood Markets' previous supply chain surveys found that stocking distributors had increased their control of the supply chain to aboutl5%o in 2010, up from TOVo in2005.

The report, culled from interviews with industry leaders throughout the supply chain in the U.S. and offshore supplying regions, summarizes the key industry thcmes and drivers and addresses their underlying implications.

Cedar Creek to Buy Epperson

Cedar Creek, Oklahoma City, Ok., agreed to acquire Epperson Lumber Sales, Statesville, N.C.

The deal is expected to close in mid-May.

Cedar Creek scrves l2 states in the mid-South and Midwest from l1 distribution yards, while 39-year-old Epperson supplies the Carolinas, Virginia and Tennessee.

Distributor Considering Move to Bigger Quarters In Ohio

Bennett Supply Co., Cheswick, Pa., submitted plans to build a new 76,000-sq. ft. warehouse in Macedonia, Oh.

If approved, the two-step distributor would relocate operations from its 45,000-sq. ft. DC of l0 years in Twinsburg, Oh. Staffing would increase from the current 27 employees.

"We need more space, and one option is building a new facility," said president David Bennett.

When building a deck your customers want a fastener that perlorms well.in any type of decking material, and one that can stand up to corrosion especially near the ocean. Simpson Strong-Tie now offers an extensive line of premium stainless-steel screws and nails for decks that will meet their installation needs and help safeguard against corrosion.

Whether it's our SDS screws for ledger connections or our 0uik Drive@ DHPD collated screws that require no pre-drilling (even in lp0), we have a stainless-steel fastener to fit the project. Learn how our complete line of fasteners can help drive business to you, visit www.slrongtie.comllaslen or call (800)999-5099.

By Dave Kahle

Fine in the past

Are you hindered by once-effective sales policies?

f cnll Ir FIP: Fine in the Past. lt lrelers to all the sales and marketing efforts, ideas, policies, principles, techniques and strategies that worked well in the past, but are no longer effective. The past is everything that's pre-2010.

I still recall a poignant moment with an attendee at one of my seminars. During the break he came up to me and said this: "I've been in business for l7 years. And we've done well. But now, it seems like everything is changing, and I don't know what to do."

He went on to explain that he had built his formerly thriving tool-anddie business on certain core princi-

ples: quality workmanship, competitive prices, and good service. Those principles, adhered to with discipline and conviction, had brought him word-of-mouth business consistently over the years. But they were no longer working, and his business was floundering. The pain and confusion were written all over his face as he contemplated the prospect of seeing his business wither away.

Those principles are some of the most common examples of FIPbusiness principles and policies that were sufficient on which to build a business, but today are not. At one time, you could distinguish your business from others on the basis of these

and other FIP principles. Now, however, the bar has risen. Because there is so much churn in our marketplace and the competition is so fierce, the kinds of service and quality that were sufficient to distinguish yourself from your competition are no longer sufficient. Customers expect outstanding levels of service and quality from every supplier. What was sufficient a few years ago is still necessary today, but no longer sufficient

That reliance on quality service and word-of-mouth marketing is an FIP principle. When viewed from the perspective of effective sales and marketing approaches, these principles are passive. They rely on your

customers coming to you, recognizing the superiority of your product or service, and then talking about you to others. Your job is to create an attractive operation that will pull customers to you and then keep them coming back.

When everyone else operated in similar fashion, that was FIP. But when more and more competitors appear and they make the same claims as you do. your reliance on passive marketing methods relegates you to second choice.

I've seen literally hundreds of businesses of all sizes that never reached their potential because of an inability to do sales well. They were perfectly capable of rendering outstanding service at competitive prices but struggled to survive. These FIP principles were so deeply ingrained in their mindsets that they never learned to do sales as well as they could, and their businesses never reached the level of prosperity and success that they could have reached.

The economic landscape is littered with the remains of businesses who were excellent in providing their product or service, but mediocre in selling it.

Here are some other FIP practices. See if they apply to you:

FIP * l: Creating sales by hiring several salespeople, giving them some basic training, and then charging them with "Go forth and sell a lot." Sales territories were geographically based, and each salesperson was a clone of the other. Accountability was a nasty word that no one repeated.

Alas. this FIP practice is a prescription for inefficient sales practices. The better approach is a variety of sales methodologies, based on the potential and dynamics of the customer.

FIP + Z: Sales management by pay plan.

In other words, pay them straight commission and everything will take care of itself.

There was a generation for whom this worked. Unfortunately, today's work force is rarely motivated by just money.

FIP # 3: Reliance on "on-the-job" training.

Everyone can learn how to be an effective salesperson. Just put them

out there in a sales territory, and sooner or later they will figure out how to do the job well.

When the job of the salesperson was simpler, and the customer less sophisticated, this was okay. Today, of course, it positions your sales force as the less educated, less competent one in the market.

FIP # 4: Hiring by "feel."

When it comes time to hire a new salesperson, find someone who has some experience in the industry and about whom you "feel" good.

This is a prescription for a group of clones who please the boss, but are rarely what the job demands. There are far more sophisticated and effective hiring criteria and practices than this one.

The list of FIP practices can go on for quite a while. These are the most common. If they apply to you, it is time to rethink your position and move your sales and marketing efforts into the 21st Century.

- Mr. Kahle is a sales consultant, trainer and author. Reach him at (616) 45 1-9377 or via www .davekahle tom

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By Craig Aronoff

Pre-mortem beats post-mortem

fn vv YouNcER DAYS as a family lbusiness consultant. I confidently gave simple, direct advice on one key aspect of generational transition: "Set your retirement date, announce it publicly, and stick to it."

I was somewhat flexible on the question of retirement age; I consider anywhere from about 55 to 75 as an acceptable retirement age.

That is perfectly fine advice-as far as it goes. But it doesn't go very far with owner/operators who have no intention of hanging it up. When I explained to a senior who identified too strongly with his business that he should develop other interests-and he should lead a more balanced lifehis response often was, "Yeah, right. I don't need a consultant for this. I've heard all this from my wife."

Our research has revealed that more than lOVo of sitting family business c.e.o.s plan "to be carried out with their boots on," intending never

to retire. Another 23Vo intend to "stay involved." or "semi-retire"- whatever that means. (When a father told me, "I'm retired more or less," his son grimaced. When I asked about his reaction, the younger man explained that the "problem is that I never know when he's retired more or when he's retired less."

So over the years, my advice has changed. If we can't establish a retirement-age policy to govern the entire business, we try to clarify the senior's role, responsibilities, and authority. Of course, that's no small task in itself.

Recently, as a father/owner/ operator of an outstanding business approached his mid-70s, he once again made it clear that he intended to keep doing what he was doing as long as he was effective and having fun. Both his children had matured nicely in the business and worked well together, successfully operating major profit centers, so no one questioned the next

generation's ability or commitment.

The problem was that when Dad's exit finally occurred-voluntarily or involuntarily-a massive hole would be left in crucial aspects of the most profitable and critical aspects of the business. Everyone-the next generation, key non-family executives, and Dad (there was no functioning board, another idea that didn't fit with Dad's philosophy) -recognized the problem. But what to do?

The answer, accepted by all parties, was to conduct a "pre-mortem" exercise (also refered to as the "gone fishing" exercise.) The exercise included the two next-generation owners and four key non-family executives representing finance, operations, sales/ marketing, and human resources. Dad would not be part of the deliberations, though he could serve as a resource and would review the group's output. The committee had several tasks.

First, the group would develop a detailed action plan. Specifically, what were all the decisions to be made and things to be done if Dad were to suddenly exit? Specific individuals were identified with specific responsibilities. The potential impact of their father's death on the next generation was discussed so they had realistic expectations of their ability to operate during mourning. Specific areas requiring further preparation, especially those requiring development of stronger relationships, were identified and plans responding to any needs were laid out.

Next, the group focused on the organization's structure post-Dad. Non-family executives pressed the family executives to be clear about the roles they would anticipate playing when their father was no longer on the scene. After spending time together working through that issue, the siblings reported back to the committee. Then the committee as a whole considered what the future organization should be, and whether human resources were available in-house to fill anticipated positions. One recommendation of the committee was that two new executives be hired in the father's area of the business so that they'd be trained and ready when the time came.

That led to a discussion of management philosophy. Dad was a very hands-on manager. The next generation was less so, hiring outstanding people, not just as high level staff but as actual executives with bottom-line

authority and responsibility. How that change in philosophy would be implemented was a topic of considerable discussion. Changes in relationships, accountability, and compensation that would bring about a change in management culture were discussed.

Finally, post-Dad strategy was discussed. The next generation clarified that they intended to continue to own and grow the business. Expectations for top- and bottom-line growth were clarified, as were circumstances under which acquisitions might be considered. Lastly, the group generated a list of key questions, issues, and challenges that would serve as a continuing agenda for the group.

Next generation leadership was reinforced and more firmly established than ever before. How they'd be working with the executive team was clarified. And since the four key executives consisted of some hired by Dad and some by the next generation, they had a greater sense of working as one team. The non-family key executives felt valued, empowered, and more secure. They gained clear understanding of future leadership, structure, and strategy.

The father's feelings about the exercise and its outcomes were mixed. Thinking about his exit and/or demise was still unpleasant, but having others effectively deal with those realities gave him confidence and comfort. In fact, after he read the report, he decided to begin implementing recommended actions.

While a succession process governed by an active board with experienced outsiders and guided retirement policies is the best practice. we respect the fact that family businesses' are what their owners want them to be. There are many possible paths to success. but the keys are having common goals, developing thorough plans, and providing effective leadership for excellent executive teamwork.

After all, conducting a "premortem" required for generational transition is a lot better than performing a "post-mortem" on a business that failed to survive.

- Craig E. Aronoff is co-founder and principaL of The Family Business Consulting Group, Marietta, Ga.; (800) 551-0633. He can be reached at ar o rutff@ efami lybu sine s s .c o m.

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Warren Reeves has been promoted to v.p. of sales & marketing for Wholesale Wood Products, Dothan, Al.

Steve Jankins, ex-Reeb Millwork, has joined Russin Lumber, Montgomery, N.Y., as territory mgr. for eastern Massachusetts and Rhode Island.

Don Keene has been promoted to branch mgr. of Cedar Creek, Milan, Tn.

Peter Anderson has been promoted to south regional mgr. of New England Building Materials, Lakeville. Ma.. overseeing operations at its three Massachusetts locations.

Gary Young has been promoted to general mgr. of Dixie Plywood Co., Dallas, Tx. Greg Frey is now general mgr. in Houston, Tx.

T. David Cox and Matthew Vaughn have been promoted to v.p.s at Richmond International Forest Products, Richmond, Va.

Brian Dooley has joined the sales team at North Star Forest Materials. St. Paul. Mn.

Danny Lyons has launched wholesaler Anowhead Forest Products, Platte City, Mo.

Steve McNamee, ex-Edge Tech, has been named general mgr.-flooring & sheathing at Huber Engineered Woods. Charlotte. N.C.

Andrew Behrend, ex-Jeld-Wen, is new to sales at Quanex Building Products, Houston, Tx. Andrea North, ex-Homeshield, is now product marketing mgr.-fenestration components, and Tracy Earnhart has joined the engineered products group as product marketing specialist-insulating glass systems.

John McCullough, operator of Ace Hardware franchises in New Kensington and Kittanning, Pa., is eyeing a site in Greensburg, Pa.

Brent Fox has been named v.p. of national business development for ABC Supply Co., Beloit, Wi. Kevin Hendricks is now v.p. of divisional operations & strategic business units. Tom Whitcomb is customer financial services director for the Midwest resion.

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Gary Loosle has been appointed merchandise mgr. for lawn & garden/green goods at Do it Best Corp., Fort Wayne, In., succeeding Randy Kipfer, who has retired after 35 years with the co-op. Josh Meyer is the new merchandise mgr. for paint & sundries, replacing retiring 33-year veteran Dick Wise, and Chris Steinlicht is now merchandise mgr. for rental & store supplies, taking over for retiring 3 I -year vet John Augsburger.

Filip Geeraert has been named c.e.o. of Deceuninck North America, Monroe, Oh., effective April 30. He succeeds Mark Parrish, who resigned to accept a position outside the industry. David Jacobson, ex-PlyGem, is now director of marketing & innovation.

Wade Camp, ex-Southeastern Lumber Manufacturers Association, has joined RISI, Boston, Ma., as senior wood products economist.

Paul G. Boynton, president and chief operating officer, Rayonier, Jacksonville. Fl.. has been elected to the board of directors.

Sue Rothberg has joined Wilsonart International, Temple, Tx., as v.p.manufacturing, succeeding Rusty Booth, now senior v.p. Kevin Sweeney is the new director of environmental health & safety.

Rick Ekstein, president and c.e.o., Weston Forest Products, Mississauga, Ont., has acquired all outstanding shares of the company. His new executive team includes Steve Ekstein. now execulive v.p. and v.p. of distribution; Steve Rhone, v.p. of operations; Steven Rustja, v.p. of trading, and Rob Hruby, v.p. of purchasing.

Christopher Risbrudt is retiring after 10 years as director and 35 years total with the USDA's Forest Products Laboratory in Madison, wi.

James A. Baker Jr. has been named general mgr. of the Roof Coatings Manufacturers Association.

Matt Minchew has joined PAM Fastening Technology, Charlotte, N.C., as director of sales. William Strother is now marketing mgr. for hot melt systems.

Kayla Geesey is a new customer service rep at Gorell Windows & Doors. Indiana. Pa.

Chris Yenrick, Smith Phillips Building Supply, Winston-Salem, N.C., was honored as National Lumber & Building Material Dealers Association's Grassroots Dealer of the Year.

Noah Moore has just retired from Mungus-Fungus Forest Products, Climax, Nv., report owners Hugh Mungus and Freddy Fungus.

Kentucky Chain to Revive Shuttered Fugate Yard

Cole Lumber Co.. Paducah, Ky., acquired the former yard of Fugate Lumber Co., Madisonville, Ky., and will remodel the facility into its sixth location.

Fugate closed in January after 56 years and sold its property and inventory at auction March 10.

LP Buys Out OSB Partner

Louisiana-Pacific Corp., Nashville, Tn., later this year will pay $20-$25 million to buy the remaining 257o of a Brazilian OSB mill.

Three years ago, LP paid Chilean manufacturer Masisa $56.5 million for three-quarters of the plant in Ponta Grossa.

Champion Windows, sharonville, Oh., added a door and window showroom in Fredericksburg, Va.

Knauf Insulation, Shelbyville, ln., filed suit alleging CertainTeed's Sustainable lnsulation infringes on the patent for its Ecose Technology.

US GreenFiber's fiber insulation plant in Charlotte, N.C., has earned ISO 1 4001 :2004 certification.

CertainTeed added colors

Jatoba and Soanish Cedar to its line of EverNew LT cellular PVC decking.

Versatex is now a global sponsor of Katz Roadshow workshops.

Huber Engineered Woods, Charlofte, N.C., has received a verification of attributes report through ICC Evaluation Service for its AdvanTech flooring and Zip System sheathing.

National Gypsum, Charlotte, N.C., has launched a new website at www.drvwallfacts.com.

By Ceorge Spilka

Pinpoint the best time to sell your business

huntNc 2006 nNo the first half of l-r2)Oi, the greatest market bubble in middle-market deal pricing in over 50 years occurred. Any middle-market executives who had plans to sell their companies within the next 20 years should have sold then. Those pricing levels will probably not be seen again in our lifetime.

During the second half of 2OO1 and first half of 2008, deal pricing reverted to normal levels. However. as the business downturn began in third quarter 2008, which led to the Great Recession from fourth quarter 2008 to third quarter 2009, deal pricing collapsed. In fact,2009 was the first year the world economy contracted since the 1930s.

Fortunately, although economic and market conditions were awful they never deteriorated to the levels

realized during the Great Depression. However, middle-market deals (those valued from $5 million to $250 million) were few. Those that were completed were usually at deeply discounted prices. This pricing level continued until the start of third quarter 2010, when deal activity and pricing started to improve.

In early 2011, deal pricing is making strides to return to normal levels and middle-market deal activity has greatly improved. However, many acquirers still believe they can "steal companies," primarily due to the depressed earnings most companies realized during the recession. Many sellers are susceptible to accepting these discount prices, as the scars created by the recession make them concerned they won't be able to sell their companies. However, by the latter part

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of 201l, middle-market deal pricing should increase above normal levels.

During 20 I I as many acquirers use the depressed earnings realized by a seller during the two-year period ending June 30, 20 10, as justification for a substandard offer, it is imperative for middle-market executives to understand that their company is a longterm asset whose sale price should not be impacted by short-term transient considerations. Furthermore. any serious acquirer does not anticipate earnings returning to 2009 and 2010 levels in the foreseeable future, or they would not be interested in buying companies.

Middle-market executives must remember that the true and most significant determinant of a transaction price is a company's expected future EBITDA/earnings and the risk in achieving that EBITDA from the business foundation given an acquirer. This is an acquirer's major consideration in determining a seller's value. Any other factors they may cite are merely used for negotiating leverage to justify an unwarranted discount price. Consequently, do not entertain any discussions regarding your earnings during the two-year period ended June 30, 2010, being a factor in establishing a deal price. They simply are not a consideration, and you should demand they be treated accordingly.

The optimum time to sell a company should be the latter part of 201 I or 2012,due to a number of factors:

1. Mort companies' earnings began to show some strength during the second half of 2O10. Earnings should continue to grow in 20ll and increase at an even higher rate during 2012. Furthermore, 2013 should be a very good earnings year, supported by a healthy economy. These earnings levels make it possible to realize a premium price.

2. During 201 I and 2012, the capital gains tax will remain at a reduced level of l57o compared to the prior rate of 20Vo.lt is unlikely the 15Vo rate will be extended beyond December 31 ,2012. This 57o tax savings on the realized gain is a significant consideration when determining the timing of a sale.

3. Ch.up money, which is a byproduct of the excessive credit provided by the Federal Reserve, should contribute to strong acquisition prices during this period, while still enabling

the acquirer to have a solid return on invested capital.

4. Rt ZOtl begins, the majority of banks are loosening the credit spigots. By the latter part of 2011, I anticipate the availability of credit will be at normal levels.

5. Around the end of 2010, acquirers began to aggressively pursue deals.

These factors mandate that an owner interested in selling his company within the next seven years should seriously consider selling it during the latter part of 20ll or 2012.

Starting in 2014, the intermediate and long-term economic outlook gets murky. The economy could stay strong during 2014 and 2015; however, several factors give off warning signals that trouble could be on the horizon. These factors could negatively impact middle-market deal pricing and activity, possibly significantly. Concerns include:

1. fn. condition of credit markets, especially in Europe, could be an intermediate to long-term financial problem.

2.Wuio, issues are affecting the Chinese economy and banking system, including the Chinese Central Bank increasing the benchmark lending rate and reserve requirements for commercial banks, hoping to stem rising inflation. Potentially, these could have a negative impact on the Chinese economy. Since the Chinese economy is one of the most dynamic and important economies in the world, a negative impact on it will likely have global consequences.

3. fn. political and economic instability in the world at this time could provide the basis to produce an event that would have wide ranging repercussions.

4. Th".. are many global "hot spots" that could erupt at any time. The impact of any of these events could produce fear and tremendous instability in the financial markets.

The risk factor is too great to delay a sale until 2Ol4 in light of all the positive reasons why a sale should take place before December 3l ,2012.

To obtain a premium-priced deal with terms that fully insulate them from post-closing liability, sellers must find an investment banker/acquisition consultant ("IB") who has certain capabilities and characteristics. Sellers should look for the following in their IB:

1". Realizes-and actually relishes-that a sale is not a win-win situation. In reality, it is actually much closer to a win-lose situation. Negotiations are a psychological war between disparate interests with conflicting goals. The seller wants the maximum attainable premium price, while the acquirer expects a discounted price. The better prepared,

(Please turn to page 54)

Derigned to ea3e the handling ol truck tarp., thb Pnoven syrtom ia oporator friondly, labor etficiont and safe.

The Fowered Truck Tarping System ha3 been dot elopod for tho shipping and recoiving industrier.

"iLny .yrt mt on b. intt lbd in .rLting buildlng."

New Campaign Promotes American Hardwood Brand

The hardwood industry is getting ready to roll out a new promotional program to develop a brand identity for American hardwoods.

The Unified Hardwood Promotion, a coalition of hardwood industry manufacturers and associations, hired New York-based ad agency Gibbs & Soell to create a program along the lines of the dairy industry's "Got Milk" campaign.

Active in the effort are the Hardwood Federation, National Hard-

wood Lumber Association, Hardwood Distributors Association, Hardwood Manufacturers Association, Hardwood Council, Hardwood Plywood & Veneer Association. National Wood Flooring Association, Appalachian Hardwood Manufacturers, Penn York Lumberman's Club, Wood Component Manufacturers Association, and American Hardwood Export Council.

"This unique effort combines the best practices of more than 20 hardwood trade associations and leadins

product manufacturers who have come together with the common goal of inspiring increased usage of American Hardwoods in products from cabinetry to furniture to flooring," said UHP chairman Terry Brennan, Baillie Lumber, Hamburg, N.Y.

So far, a logo-picturing a maple, an oak, and an ash leaf-and tagline"Treasured for Generations" -have been crafted that reflect the most notable characteristics of American hardwoods, as identified in the group's research: variety of choices, timeless beauty, and enduring value.

The next phase is recruiting more members of the industry by familiarizing them with the new brand and demonstrating how it can enhance their business.

Gibbs & Soell is currently helping develop a branded website, literature, and sales tools.

MicroPro/MGA Uses Expand

Osmose expects to see expanded use of its MicroPro/Lifewood and Sustain micronized copper azole wood preservatives following revisions to its ICC-ES Evaluation Report.

The revised ESR-2240 now allows incised Douglas fir to be treated with MCA, permitting potentially greater use of the chemical in the West.

As well. the revision permits carbon steel fasteners to be used with MCA-treated wood in UCl and UC2 interior, above-ground, weather-protected applications, such as sill plates, interior framing. and interior trusses.

sourHEAsrERN Lumber Manufacturers Association recenfly held its spring meeting in Allanta, Ga. Attendees included [1] Barry Johnson, Ken Buriram. I2l Rbbii'Litfle, Mike McCoy, Lovick Mims. [3] Beverly Knight, David Richbourg, Christy Sammon. [4] Barry Btack, Roland Stern.

Gonnect the Rails

Available in arched and square styles, Deckorators' Duo Connector allows users to create distinctive railing designs.

The connector installs easily into 2x4 aluminum, wood, and composite railings. Compatible stair-rail adapters are also available.

Colors include powder-coated black, white and bronze.

T DECKORATORS.COM

(800) 332-5724

Brazilians Down Under

Cikel America's Statesman collection features 100% FSC-certified Brazilian hardwood flooring. Brazilian Hard Birch and Brazilian Cherry Light are offered in five different colors.

Each 3-114" wide plank has micro-beveled edges on four sides, with tongue-and-groove construction.

T CIKEL.COM

(800) 971-7896

Gushy Gloves

Synthetic-leather work gloves from Wells Lamont have a hidden liquid membrane to prevent blisters. Sized for women, the gloves also have reinforced tips and a comfort closure that keeps out debris and offers an adjustable fit.

Available colors are mint green and periwinkle blue.

T WELLSLAMONT.COM

(800) 323-2830

Windows that Glide

A glider window with clean lines and recessed hardware is new from Marvin Windows & Doors. Updates to the Clad Ultimate Glider include onehand operation, low handle placement for ease of use, several operating configurations, and a sash-removal system for easy operations.

Design options include seven wood species and l9 exterior cladding colors.

T MARVIN.COM

(888) 537-7828

Fit to Trim

Fulcrum Composites offers pre-shaped trim for easy finishing of curves and corners.

The laminated wood trim can be installed with adhesive. Choices include 4" internal radius corner,8" external radius corner, and 180' wrap-around corner to finish the end of stud walls.

I FULCRUMCOMPOSITES.COM

(989) 636-1025 m

Gutting Edge Saw

Irwin's universal handsaw reportedly cuts three times faster thdn traditional handsaws.

The secret is the positioning of the handle in relation to the cutting edge, plus a comfort grip constructed of lightweight, high-density resin. It's available with either a 15" or 20" blade.

T IRWIN.COM

(800\ 464-1946

Siding with the Look of Brick

Nichiha's Plymouth fiber-cement siding mimics the visual appeal ofbrick.

The pre-finished panels measure 18" high, 72" wide, and 5/8" thick.

I NICHIHA.COM

(866) 424-4421

-Pumpo

-OooiOaafe for 0'to 10'diamefter doors- We carry these gaskets br both bolted and qukd< opening doors

-Trgm Gar Partg sucfi as wheels, beadnge, axles, and lumber straps

Whether you are looking to increase your wood treating plant's production, build a new treating plant, or just need a part for a exisitng one, call us. We're here to help!

Tank Fab Inc.

Call 1-800-675-9007 or 910-675-8999

or visit our website: www.TankFab.com

e-mail: Jlippincott@TankFab.com

Lasting Grout

SpectralOCK PRO Grour from Laticrete now features enhanced StainProof protection for lasting beauty.

The product can be used both interior and exterior applications, including permanent wet areas such as swimming pools and fountains.

Available in 40 colors, it can also be used in re-grouting and never needs sealing.

T LATICRETE,COM

(800) 243-4788

Masterful LVL

Master-Q LVL from Finnforest USA can be used as beams. panels, and structural components that are attractive with just minimal finishing, while carrying large loads at long spans.

Lengths range from 8" minimum to 48' maximum, up to 8' wide, with thicknesses from 314" to 2-3/4" in ll4" intervals.

I FINNFORESTUS.COM

(800) 622-s850

R-T-A Gate Swings

AZEK now offers 36" and 42" high gates that are easy to assemble for a custom look.

The kits work with 6' or 8' sections of Premier or Trademark PVC railings, in either single- or double-gate configurations. A special hinge allows for leveling and aligning with existing rails.

T AZEK.COM

(877\ 275-293s

Molded Interior Door

The Conmore molded, flatpaneled interior door is the latest addition to CMI's CraftMaster line.

Available in 6'8" and 7' passage and bifold sizes, the solidcore door has five horizontal panels and can be specified with fingerjoint or MDF stiles and rails.

Made with low-VOC primers and adhesives, the doors have no added urea formaldehyde and contain a minimum of 707o preconsumer recycled wood content.

I CMICOMPANY.COM

(800\ 405-2233

Extreme Vinyl Siding

Variform's Vortex Extreme vinyl siding is designed to withstand winds up to 225 mph. The siding offers the look of natural split cedar with little maintenance, in double 5", double 4", and double 4.5" Dutch lap profiles.

It comes in 12' and 16'8" lengths to minimize seams, in 19 colors and three styles.

I VARIFORM.COM

(800) 800-2244

Construction Suppliers Association has scheduled an estimating workshop at its headquarters in Tyrone, Ga., on April2S-29.

Attendees will leam basis blueprint reading, scale usage, material applications on the jobsite, estimating formulas, and how to apply this knowledge to different construction projects.

Florida Building Material Association has formed the Florida Window. Door & Millwork Council to provide a statewide voice for the industry and develop programs of interest to members.

Mid-America Lumbermens Association's Missouri dealers are hosting their annual Swing-into-Spring May 5-6 at Lake of the Ozarks, Mo.

The event typically features golf, fishing and trap tournaments.

Northwestern Lumber Association is planning a pair of golf outings-June 7 in Ankeny, Ia., and June 9 in York, Ne.

NLA and MLA are among several groups organizing a mill tour of Germany, Austria, Slovenia and Italy for Oct. 5-17. The tour will start and end in Munich, Germany, and focus on the lumber industry in central Europe, with trips to Alpine forests, timber processing plants, a window factory, and assembly operations of a wooden homebuilder.

During NLA's recent lumber convention in Nebraska, Brad Spelts, Spelts Lumber, Burwell, was elected chairman. Vice chairman is Mike Skillstate, Farm & Ranch Building Supply; associate directors Lonnie Kvasnicka, Shelter Distribution, and Tom Trisch, Roberts & Dybahl, and director for north-central district Craig Foreman, Foreman Lumber & Construction.

Chris Meyer, Sprenger Midwest, Sioux Falls, S.D., was honored as Supplier Representative of the Year. Allied Midwest Merchandisers Inc. was named Supplier of the Year.

Mid-South Building Material Dealers Association raised nearly $8,000 for its Carl Frusha/Betty Hellenthal Scholarship Foundation at its yearly golf tournament.

The association will hold a Mississippi/Louisiana joint roundtable

meeting May 3-4 at Holiday Inn Express, Vicksburg, Ms.

A mid-year meeting is set for June 17- I 8 at Millsap's Cabot Lodge, Jackson. Ms.

Northeastern Retail Lumber Association's affiliates are closing out the spring with a number of recreational activities.

Massachusetts Retail Lumber Dealers will gather May 19-21 for its annual summer outing at Wequassett Inn Resort & Golf Club, Chatham.

New Hampshire Retail Lumber Association plans a golf outing June 9 at Lake Sunapee Country Club, New London.

Retail Lumber Dealers Association of Maine will hold its annual golf outing June 20 at Falmouth Country Club, Falmouth.

Central New York Retail Lumber Dealers Association will play golf June l6 at Pompey Country Club, Pompey. Then, July 17 is the group's day at the races at Oswego Speedway, Oswego.

Northeastern Lumber Manufacturers Association is bringing back vendor exhibitions to its annual convention April 28-30 at Marriott Long Wharf Hotel, Boston, Ma. Social events will include a performance of Grease and two Red Sox games.

Kentucky Forest Industries Association will "Explore New Markets" at its annual meeting April l3-15 at Marriott Griffin Gate, Lexington, Ky.

Educational workshops will tackle markets for certified wood and the effects on hardwood markets of current pest and disease regulations, globalization, and changes in population.

Officers slated to be installed are president John Smith, Forest Products; v.p. Henry Christ, Dunaway Timbers; secretary/treasurer Yvonne Armstrong-Bradley, Homer Gregory & Co.; first-time board members Tom DeFilippo, H&S Lumber Co.; Casey Goodman, C.B. Goodman & Sons Lumber, and Toiy Leanhart, Northland Corp., and second-term directors Chuck Courtney II, Courtney Timber Harvesting, and Darrin Gay, Gay Brothers Logging & Lumber.

Dennis Johnson, 82, former coowner of Metropolitan Lumber, Oakbrook.Il.. died March 6.

Charles B. Cluss, 90, retired chairman of the board of O.C. Cluss Lumber, Uniontown, Pa., died Feb. 21 in Uniontown.

After World War II, he joined the family lumber business that was started by his father in 1918. During the 1960s, he and his brother, John, and their brother-in-law, C.J. Barnes, grew the company into a significant supplier in western Pennsylvania.

Ray Price, 58, president and c.e.o. of Independent Building Supply Association, Smithfield, N.C., died after a brief illness Feb. 23 in Selma, N.C., He worked for IBSA for 33 years, the last l2 as president and c.e.o.

Arthur H. Yost Jr., 93, retired president of J.H. Yost Lumber, Lincoln, Ne., died Feb. 17 in Lincoln.

During World War II, he served as a captain in the Army with the Combat Engineer Battalion. Afterward, he joined the family business as general office manager and was promoted to president in 1955.

He retired in 1999 after 44 years with the firm.

John T. Perry Jr., 91, retired president of Peny Lumber Co., Lexington, Ky.. died March 2.2011.

A Naval aviator during World War II and the Korean War, he also headed Perry Construction Co.

James Clayton "Jimt' Hamer, 73, owner of Jim C. Hamer Co.. Kenova. W.V., died March l7 in Huntington.

Born to a lumber family, he launched his company in 1916.It currently owns and manages 600,000 acres of timberland and five sawmills. He was a past president of the National Hardwood Lumber Association and Appalachian Hardwood Manufacturers Inc.

Duane Swanson, Tl, president and c.e.o. of Raymond Building Supply, Fort Myers, Fl., died of complications of diabetes March 8 in Fort Myers.

After earning an MBA at Indiana University, he worked as a certified public accountant before buying

Raymond Lumber. He grew the business from one location with $6 million of business to eight locations generating $300 million.

Thomas M. Sheahan Jr., 12, retired president of Interstate Lumber, Danville, Il., died Jan. 15 in Houston, Tx.

After serving six years with the Army, he joined Interstate and worked there 40 years. He became a part owner and president in 1988, retiring in 1996.

Robert H. "Bob" Booher, 86, retired president of B&B Lumber Co., Jamesville. N.Y.. died March 3.

After serving as a torpedo bomber pilot in the Navy during World War II, he owned Booher Lumber Co.. Lafayette, N.Y. He remade the business as B&B with son Jeffrey in 1913.

William Teel "Billy" Goodwin, 93, owner and operator of the former Goodwin Brothers Lumber, Orange, Va., died Feb. l9 in Orange.

He founded the company in 1942, with the help of his partner, Joe Wingfield, and a $10,000 loan. His brothers, Richard and Ellis, later joined the business, as did Goodwin's son.

By the 1960s, the company had grown to 150 employees, but shrunk to 5l by the time it closed in 1990.

Dale Henry Harms, 82, former president of Wayne Lumber, Toledo, Oh., died Feb. 20 in Jackson, Mi.

He joined the company shortly after receiving a degree in forestry from Michigan State University. He worked his way from sales to v.p., serving as president from the early 1980s until he retired in 2002 and was succeeded his son, Jim.

Angeline Maye Buschman DeBoer. 86. former co-owner of Buschman Building Supply, Grand Meadow. Mn.. died Feb. 28 in Stewartville, Mn.

She and her husband, Werner Buschman, operated the business until retiring in 1976.

Bill Eubank, 84, retired president of Culpepper Lumber, Dearing, Ga., died Feb. 2l in Dearing.

Mr. Eubank served with as a medic with the Merchant Marines during both World War II and the Korean War. Afterward, he earned a degree in

agricultural economics from the University of Georgia.

He joined Culpepper in 1953, when he became manager of the location in Thomson, Ga. He served as president from 1961 to 2003, when he retired.

Leona Liskow Adams. 94. retired owner of Adams Lumber, Cattaraugus, N.Y., died March 7 in Jamestown, N.Y.

Mrs. Adams served as bookkeeper of the company she and her late husband, Burton, started in 196 1. After his death in 1979, she became president and their five sons continued its operations.

Robert Lee ttBob" Kruger, 83, who spent 47 years managing South Texas yards for Alamo Lumber Co./Vaughan & Sons, died March l. He served in the U.S. Navy.

Wanda Worthan Crowe,58, contractor salesperson at 84 Lumber Co., Douglasville, Ga., died March 72 after a brief illness.

Robert Lee Musser. 80. retired general manager of Poorbaugh Lumber Co., Stoystown, Pa., died March I in Stoystown.

The Korean War Air Force veteran was a graduate of the National Hardwood Lumber Association inspection school.

Donald Eugene Crume,'77, retired founder of DC & Associates, Ruston, La., died Feb.22 in Ruston after a lengthy illness.

He started in the industry in 1952, sweeping floors at Pacific Plywood, Dillard, Or. After serving with the Army, he joined Willamette Industries' location in Ruston. He founded his own company in 1973, retiring in 2008.

John C. Murphy, 94, former comptroller for John J. Demarest Lumber Co., Closter, N.J., died March 9 in Waldwick, N.J.

A decorated Army veteran of World War II, he served under Gen. Eisenhower, received the European African Middle Eastern Service Medal, and was in the first wave of the D-Day invasion of Normandy.

Donald A. "Don" Jaenicke, 81, forest products publicity agent, died March 2 in Tacoma, Wa.

After serving as a presss officer for the U.S. Navy in Japan, he joined the Douglas Fir Plywood Association (now APA), Tacoma, in 1956 as a publicity writer. He became a public affairs/marketing specialist for Weyerhaeuser in 1965, and in 1974 was named senior v.p. and new business director at Cole & Weber Advertising.

He started his own firm, Jaenicke Marketing Works, in 1989. He served as an advertising/public relations consultant to the Southern Pine Council from 1984 until semi-retiring in 1998, but continued representing several clients, including the American Institute of Timber Construction. He was a frequent contributor to Building Products Disest.

CTASSIFIED Mark

Rates: $1.20 per word (25 word min.). Phone number counts as 1 word, address as 6. Centered copy or headline, $9 per line. Border, $9. Private box, $15. Column inch rate: $55 if art furnished "camera-ready" (advertiser sets the type), $65 if we set type.

Send ad to Fax 949-852-0231 or dkoenig@ building-products.com. For more

call (949) 852-1990. Make checks payable to Cutler Publishing. Deadline: '18th of orevious month.

To reply to ads with private box numbers, send correspondence to box number shown, c/o BPD. Names of advertisers using a box number cannot be retease0.

NORTHERN & SOUTHERN CALIFORNIA SALESPEOPLE WANTED

Redwood Empire is looking for experienced salespeople in wholesale and industrial with backgrounds in commodities, redwood, cedar, plywood, steel, pressure treated, hardwood decking, flooring, and imported lumber (soft woods and hardwoods). Positions available in Nonhem and Southern California.

Please send resume to Sean Burch. sburch@redwoodemp.com.

www.redwoodemp.com

WE BUY AND SELL PANEL STRIPS

Plywood, OSB, particleboard and MDF by the truckloads. Lumber Source, Phone (800) 8741953, Fax 888-5'76-8'723, email LumberSource@hotmail.com.

FDURABLIUTY

Mortise & tenon construction for increased durabilitv.

N ew Da,i{,r.ljar shu tters -o In a vcrtetv ot louvers and panels for expanded design options. HeavyDuty and Standard product lines also offered.

EXPANDED WOOD SPECIES

'We recommend Westem Red Cedar, but offer additional woods, incIuding Mahogany, Cypress and Spanish Cedar.

CUSTOMOPTIONS

Combination configurations, detailed radius Jesign, anJ cur.-to fit sizing to decorative ttim and cutouts, Southem Shutter cm build to meet your specifications.

color or stain.

DAIE Book

Listlngs are often submitted months in advance. Always verify dates and locations wrlh sponsor before making plansto attend.

Lumbermen's Association of Texas - April 7-9, annual convention, Worthington Hotel, Fort Worth, Tx.; (800) 749-5862; lat.org.

Northeastern Young Lumber Execs - April 13, board meeting; April 14, spring leadership conference, CBS Scene, Patriot Place, Foxboro, Ma.; (518) 286-1010; www.nrla.org.

International Wood Products Association - April 13-15, annual convention, Loews Hotel, New Orleans, La.; (703) 820-6696; www.iwpawood.org.

Kentucky Forest Industries Assn. - April 13-15, annual meeting, Lexington, Ky.; (800) 203-9217, www.kfia.org.

Peak Auctioneering - April 16, LBM auction, Cuyahoga County Fairgrounds, Berea, Oh.; (800) 245-9690; www.peakauction.com.

Transload Distribution Assn. - April 18-20, conference, Doubletree Hotel, San Antonio, Tx,; (503) 6564282; www.transload.org.

National Kitchen & Bath Association - April 26-28, annual conference & show, Las Vegas, Nv.; (800) 843-6522;www.nkba.org.

National Wood Flooring Association - April 26-29, wood flooring expo, San Diego, Ca.; (800)a224556; www.woodfloors.org.

Kentucky BuiHing Materials Assn. - April 27-29, annual convention, Galt House, Louisville, Ky.; (800) ?A4-1774:www.kbma.net.

Northeastern Lumber Manufacturers Association - April 28-30, annual convention, Marriott Long Wharf Hotel, Boston, Ma.; (207) 829-6901 ; www.nelma.org.

Construction Suppliers Association - April 28-29, estimating workshop, Tyrone, Ga.; (6i8) 674-1 860; www.gocsa.com.

Northeastern Loggers Association - April 29-30, equipment expo, Fairgrounds Event Center, Hamburg, N.Y.; (800) 318- 7561; www.northernlogger.com.

Material Handling Equipment Distributors Assn. - April 30-May 4, annual show, Phoenix, Az.; (8al 680-3500; www.mhedad.org.

National Association of Home Builders - May 1-3, national green building conference, Salt Palace Convention Center, Salt Lake City, Ut.; (800) 368-5242; www.nahb.org.

Composite Panel Association - May 2-4, spring meeting, Hyatt Coconut Point, Bonita Springs, Fl.; (301) 670-0604; www.obmdf.com.

Hardwood Plywood & Veneer Association - May 2-4, conference, Regency Grand Cypress Hotel, Orlando, Fl.; (703) 435-2900; www.hpva.org.

Wallace Hardware - May 2.5, spring market, Gatlinburg Convention Center, Gatlinburg, Tn.; (423) 586-5650; wallacehardware.com.

Mid South Building Material Dealers Assn. - May 34, roundtable meeting, Holiday Inn Express, Vicksburg, Ms.; (601) 824-2884; www.mbmda.com.

Wood Machinery Manufacturerc of America - May 3-8, industry conference, Marco lsland Maniott Resort & Spa, Marco lsland, Fl.; (323) 838-9443; www.wmma.org.

Long lsland Lumber Assn, - May 4, board meeting, Commack, N.Y.; (51 8) 286-1 01 0; www.nrla.org.

Kentucky Building Materials Assn. - May 4-6, Ohio/Kentucky roundtable, Covington, Ky.; (502) 245-6730; www.kbma.net.

Structural Building Components Assn. - May 5, legislative conference, Washington, D.C. ; (608) 2744849; www.sbcindustry.com.

Mid-America Lumbermens Association - May 5-6, Missouri Swing-into-Spring, Lake of the Ozarks, Mo.; (800) 747-6529; www.themla.org.

lnternational Wood Markets Group - May 10, Global Wood Products Industry & Market Conference, Westin Bayshore Hotel, Vancouver, B.C. ; (604) 801 -5996; www.woodmarkets.com.

Building-hodu<ls.com

National Hardware Show - May 10-12, Convention Center, Las Vegas, Nv.; (888) 425-9377; www.nationalhardwareshow.com.

North American Retail Hardware Assn. - May 10-12, convention, Bellagio, Las Vegas, Nv.; (317) 290-0338; www.nrha.org.

Paint & Decorating Retailers Association - May 10.12, annual show, Las Vegas, Nv.; (800) 737-0107; www.pdra.org.

Northeastern Retail Lumber Association - May 11, regional board meetings, Rocky Hill, Ct., and Gouverneur, N.Y.; May 13, Bangor, Me.; (518) 286-1010; www.nrla.org.

Northeastem Loggers Association - May 13-14, equipment expo, Bangor, Me; (800) 318-7561 ; www,northemlogger.com.

Peak Auctioneering - May 14, LBM auction, Indianapolis, In.; (800) 245-9690: www.peakauction.com.

American Wood Protection Assn. - May 15-17, annual meeting, Marriott Harbor Beach Resort, Fort Lauderdale, Fl.; (205) 7334077; www.awpa.com.

Kitchen Cabinet Manufacturers Assn. - May 15-18, convention, Barton Creek Resort, Austin, Tx.; (703) 264-1690; kcma.org.

Forest Products Society -May 16-18, international conference, Madison, Wi.; (608) 231-1361:www.forestprod.org.

Green Gontractors Expo - May 17-18, Convention Center, Las Vegas, Nv.; (800) 859-9247; www,greencontractorsexpo.com.

Massachusefts Retail Lumber Dealers Association - May 19, summer outing, Chatham, Ma.; (518) 286-1010; www.nrla.org.

Northeastern Retail Lumber Association - May 19, regional board meetings, Hooksett, N.Y.; May 24, Newburgh, N.Y.; May 26, Rensselaer, N,Y.; (518) 286-1010; www.nrla.org.

Peak Auctioneering - May 21, LBM auction, Metrolina Tradeshow Expo, Charlotte, N.C.; (800) 245-9690; www.peakauction.com.

Do lt Best Corp. - May 21-23, spring market, Indiana Convention Center, Indianapolis, In. ; (260) 748-5300; www.doitbestcorp.com.

. Pneumatic conveying systems

Platforms and staircases

. High prcssure blowers

Dust collection systems

. Mechanical conveyors

Helping other businesses comply with fire regulations is bringing new customers-and goodwillto a Midwestern dealer.

Carter Lumber, Madison, Oh., discounts a variety of safety items- batteries, bulbs for emergency exit signs, fire extinguishers-for local businesses that bring in a recommendation from the fire department.

"They need to bring their inspection form," says manager Shawn Steigner. "If we have the stuff, we take care of them."

He decided to offer the discount after his own store was inspected, and he had to buy 36 light bulbs. "We paid eight times what we are selling them for today," he says, so he decided to help other local businesses escape the same fate.

Businesses usually have 30 days to correct issues if they aren't lifethreatening. "We understand the economy," says inspector John Kloski. "We can't expect someone to spend $4,000 or $5,000 right away."

Steigner says he is open to stocking more merchandise. "As more things come to light, we're willing to see if we can help."

Best Time to Sell Your Business

(Continued from page 43 )

more determined party will prevail.

2.lHu" compassion and concern for their clients and understands most acquirers will try to steal a seller's company. The right IB will be steadfast and resolute, concerned only with protecting and maximizing clients' interests.

3. FIur the aggressiveness, determination, toughness and force of personality, combined with the market and financial knowledge, to force their will on large corporate acquirers or sophisticated private equity firms.

4. Uur the executive and business skills, transcending the financial skills that any IB should have, to fully understand each client's company, strengths, market niche, and potential. They must possess the ability to present and articulate these facts clearly and persuasively to an acquirer. The IB must know the company better than suitors do and understand the industry at least as well, to convince them that they can't steal the company.

5. FIus the patience and confidence to wait, if necessary, to obtain a premium-priced, all-cash deal.

Although the 18-month period ending June 30, 2007, was the most lucrative time to sell a middle-market company in over 50 years, the latter part of 201 I and 2012 should present a great opportunity to sell at a premium price.

- George Spilka contact is president of George Spilka and Associates, a national investment banking firm. Reach him at spi lka@ g e o r g e spilka.c om.

ADVERTISERS frslery

For more information on advertisers, call thern dircctly or visil thcir we'bsiles [in brackets].

Advantage Trim & Lumber [www.advantagelumber.com]..........19

Ainsworth [www.ainsworthengineered.com] ..........,..............36.37

Anthony Forest Products [www.anthonyforest.com] .................33

Arch Wood Protection [www.wolmanizedwood.com/bpd] ....,.,....7

Biewer Lumber [www.biewerselect.com].,.,.........,.........................3 BW Creative Wood [www,bwcreativewood.com] .,.,.,..................19 Capital [www.capital-lumber.com]......... Cedar Creek Wholesale [www.cedarcreek.com]

Elder Wood Preserving [www.elderuroodpreserving.com]

Fiberon LLG [www.fiberondecking.com]............Cover ll, Cover lll

[www.qualityborate.com]

RoyOMartin [www.royomartin.com] .............................................21 Simpson Strong-Tie [www.shongtie.com]..............,.......,............35

Siskiyou Forest Products [siskiyouforestproducts.coml........,..l

Snider Industries [www.sniderindustries.com]