Building Products Digest - December 2014

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plonning guide for neqrly 300

LBM Industry Meeting$ & Expos throughout 2015

Online

By Alan Oakes

Merry Ghristmas and Happy Holidays

fr Hns BEEN an interesting year! And, the most interesting part of the year has been the Imost recent. The industry nationally began the year very slow. A long winter gave many companies a late start, and the breakout year that many of us expected did not quite materialize. It was better certainly, but not to the level of most economic forecasts, as housing starts appear to be hitting just over the one million mark. However, any year we make money is a good year, so it has been great to see many more smiley faces of late and the industry beginning to enjoy itself again.

Once the year did get underway-and for many that was April-it became quite busy and, from what I heard, stress levels rose higher, as the industry had to deal with supply and freight issues. Many mills were reporting fully sold out. Now when one considers that housing stafts were, although up, nowhere near projections, and that it was multi-family not single-family driving the starts, it begs the question of what issues will be created by an additional, say,20Vo growth in 2015, which only returns us to traditional building levels. We will realize even more clearly how much capacity has gone out of the industry.

The good news, though, is that for many states, the weather has been kinder, helping to make up for the year's late start. Those working outside have continued to frame, and outdoor projects are still getting completed into November.

Recent trade events we have visited show growing optimism and high expectations for 2015.Indeed, the mood at recent shows has been the best we have felt since the imaginary years of 2005 and 2006.I think the industry should be gearing up for another good increase next year.

That is what we need to feel in this industry-optimism and trust! For many of us, both in our private lives and our business lives, the decisions we make are based on the last seven years or so, therefore we are untrusting and hesitant to move forward and back to normalcy. There is always the fear of what is around the corner. Indeed, when the stock market crashed in October short-term, we all said under our breaths, "Okay, here we go again." With Ebola, issues in Europe, the slowdown in China, we keep being thrown curve balls. In business, it makes management and company boards shy from investing for the future. Many companies are still reluctant to hire, and that does not bode well for stress levels in 2015.

We continue to see acquisitions and mergers, as owners finally, understandably have a chance ofcashing in after the rough years. But it makes finding new and keeping current customers more important than ever. Here at BPD,we often cringe when we hear someone has been bought by or merged with another company, wondering who will be leading the charge after the dust settles. You should hope you are on the side ofthe winner.

As consolidation continues, ensure you are not reliant on a few customers. Some ycars ago, one client told me that they had lost their best customer-who had represented 4OVa oftheir business. Lesson be learned the hard way that you never want one customer representing more than l0% of your business. There is a constant need to seek out and acquire new business, and that is what our magazines are for. Indeed, through my business career, I have tried to never have one client accountins for more than 57o. You never know what is going to happen in life, and I never want to wake up to such news.

Lastly, thank you for all your feedback and comments to us during the year. It has been a great year and one of the most rewarding of my 14 years here. Thank you to our advertisers who have supported us-many through thick and thin-and thank you,loyal readers, for your support. I love to hear from you when something we write impacts the way you do business or helps you in your career.

The new year will bring many exciting things in our industry-even hcre ar BPD. Stay tuned! Merry Christmas and Happy Holidays to you and may 2015 be the year we have been waiting forever for.

Alan Oakes. Publisher aioakes@aol.com

BPII

Building Prcducts lfigest

www.building-products.com

A publication of Cutler Publishing 4500 Campus Dr., Ste.480, Newport Beach, CA 92660

Publisher Alan Oakes ajoakes@aol.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 distributors in 37 states East of the Rockies. Copyright@2014 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 liability for materials fumished to it.

[rvenv LBM oPennrtoN is differ-U.lent. Some may have multiple yards catering to general construction; others may be smaller operations specializing in high-end homebuilding and remodeling. One might be expanding its product lines; another might think its current site can't accommodate expansion.

Whatever the differences, there's one thing they all have in common: the need for hardworking, efficient storage. The right buildings, sheds and racks, when selected and planned for an LBM retailer's particular site, product mix, and objectives, can meet a multitude of storage and space challenges. Plus, they can bring newfound efficiencies, benefits and growth opportunities.

Versati le, H igh-Density Storage Solutions

When it comes to helping LBM retailers of all types and sizes update their sites, expand their offerings, or open new yards, Sunbelt Rack turns

to four workhorses that offer outstanding design flexibility, storage capacity, and material handling and organization efficiency.

L. Drive-thru buildings

These covered rack-supported steel structures protect lumber and other building materials not only from weather damage, but from unnecessary product movement as well.

Access from one or more drive-thru aisles allows materials to be loaded directly onto the customer's truck or trailer. Direct access and streamlined handling also reduces time, labor, and risk of damage when loading product into the building.

Using rack systems to support the roof increases storage capacity and makes this hybrid set-up a far more cost-effective solution than using separate buildings and rack systems.

2.f - o, L-sheds

These offer the same benefits and efficiencies as drive-thru buildines

but with a smaller footprint. They can be used when a site can better accommodate multiple smaller structures than one large one, or when the capacity of a drive-thru isn't needed.

T-sheds are ideal for long-length materials like dimensional and treated lumber and engineered wood products, and provide direct, drive-up loading and unloading from two sides.

If two-sided access isn't needed or the site layout doesn't allow for it, Lsheds, with access from one side, provide the same storage functionality as T-sheds. L-sheds work well along property lines, or against the sides of existing buildings.

3. Umbrella sheds and threesided buildings

These are designed for large-quantity bulk-storage of materials like drywall, OSB and other sheet materials, as well as full units of dimensional lumber and studs. The umbrella shed allows loading and unloading from two sides; the three-sided building

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By Ken Brzozowski, Raymond

Gonsider lift truck fleet evolution in new and retrofit lacility planning

as necessary in the planning stages of a retrofit project or new facility design to ensure all lift truck-related decisions are sound. An important part of that process is partnering with industry experts, including lift truck manufacturers and dealers, to ensure all goals are met and a reasonable return on investment can be achieved. Leveraging those relationships to ensure astute decision-making will increase the opportunity for project success.

Front-end planning

f, s rne ECoNoMy continues to recover in North America, la,LBM warehouses and distribution centers are beginning to see increased orders and throughput.

While this is good news, concerns about suddenly obsolete material handling and space requirements are prompting some owners and managers to investigate a retrofit project to improve workflow and to upgrade their ability to respond appropriately to the improving economy. Some are even planning brand-new facilities with completely updated amenities to meet both cunent and future needs.

No matter the approach, the evolution of a facility's lift truck fleet should be a key component of planning discussions-particularly when handling lumber and building materials. A warehouse or distribution center redesign is the perfect opportunity to reevaluate the existing fleet mix to replace aging units. However, keep in mind that new truck types may be necessary, especially if storage density and throughput will change substantially. Conversely, an existing fleet may not transfer seamlessly to the design and workflow of a new facility. Additionally, many facility owners and managers are grappling with issues like sustainability and reducing carbon footprint, which means a fleet's future power technology needs also must be addressed.

For these reasons, it's crucial that owners and managers of warehouses and distribution centers spend as much time

It can be difficult to know where one is going without a map, and the same is true for a new or retrofit warehouse or distribution center building project. That's why front-end planning is so crucial and should not be underestimated. This can create a framework for the entire project, including a timeline and milestones that facilitate accountability for all participants. Facets ofthe front-end planning process include:

Clearly defined objectives. Without a well-thought-out set of overall objectives for the project, it will be nearly impossible to ascertain whether it is ultimately successful or not. Too often, facility owners and managers waste time, budget and resources without clearly understood and attainable goals.

Must-haves vs. nice-to-haves. Defining project goals and objectives is easier when potential amenities are divided into two categories-those that must be present and those that would be beneficial to have if cost were not a consideration. Once a budget is established, the task of weeding out the optional items is much easier. Note that the project type will often dictate what will fall into a given category-in a retrofit, for example, variables like column spacing, ceiling heights and available floor and dock space will influence what is feasible.

With a "greenfield" project, issues such as prevailing building codes, available capital for the project, corporate business objectives and project timelines may dictate the decision between must-have and nice-to-have.

Internal checkoff. Individual departments and customers within a warehouse or distribution center will need

to efficiently interface with the resulting design of a new facility or workflow changes in a retrofit. If a distribution center is part of a manufacturing complex, then the requirements of supporting the manufacturing process become a high priority. Thus, making those departments part of the planning process to ensure their comfort level is crucial. That includes the IT department, which may be responsible for the network infrastructure. such as a lift truck fleet management system.

Securing external expertise. The planning process is much less overwhelming when support from external sources is secured. This includes engineering or design firms, of course, but also should include manufacturers of material handling systems and lift truck consultants.

Regarding the last point, it's prudent to use the front-end planning process to carefully review the credentials of all external participants to ensure appropriate experience in similar projects. Keep in mind that special design considerations are necessary for specific facility types.

Lift truck fleet assessment. Virtually every decision made during the front-end planning process for a retrofit project or a brand-new facility will affect the existing lift truck fleet. Either project type is a great opportunity to reevaluate the existing fleet mix, but such an evaluation is best completed by a trusted lift truck consultant. With the proper credentials and experience, these individuals can objectively assess multiple issues, such as:

The fleet's age and service condition. That includes not only the mechanical condition of individual units, but also related issues, such as the method of equipment acquisition and the most cost-effective maintenance approach. Note that reviewing a lift truck consultant's credentials can help determine his or her ability to provide effective ongoing training and support, as well as their ability to be a reliable long-term partner and provide a solutions-oriented approach.

The fleet's ability to meet future needs. The potential of increased demand, new customers and new materials are crucial variables that should be factored into the decisionmaking process.

The fleet's ability to be used efficiently in a new layout or storage configuration. Obviously, a new warehouse likely will differ substantially from an existing facility, but a retrofit project can completely change storage density and workflow as well. A consultant will provide the right mix of lift trucks to accommodate material flow and storage needs within the facility.

Recent material handling and storage trends also will affect fleet makeup. To reduce a facility's physical footprint, especially in larger urban areas where space is at a premium, there currently is a tendency to build venically and maintain manageable costs. Thus, the planning phase will focus heavily on cube design and racking structure, and the options that are borne from that process will require varying approaches based on truck type, such as whether deep-reach lift trucks or very narrow aisle (VNA) lift trucks are needed.

Of course, the chosen design approach will be influenced by multiple factors beyond lift trucks, including everything from building codes to seismic activity to labor pools. A lift truck consultant with extensive experience will be able to account for these variables and recommend changes that result in the best possible fleet mix.

Powering the fleet. All lift truck fleets require power to operate at any throughput level, but those that use batteries

must take into consideration issues like charging and electrical costs in the front-end planning process. A great external resource in this area can be the local electrical utility, which can recommend more cost-effective ways to use electricity based on throughput levels. For example, it may recommend battery charging at times when both peak electrical demand and rates are lower. Remember, it's in the local utility's best interest to work with customers to reduce peak electrical demand to avoid brownouts or blackouts, and many provide financial incentives to do so. In addition, a hard look at electrical power needs and efficiencies also can help ownership and management meet sustainability and reduced carbon footprint goals.

A lift truck partner also can recommend truck types that are inherently more energy efficient. Some trucks have both a battery and charger on-board, allowing for regenerative energy usage that greatly reduces battery charging requirements. A partner can recommend fast chargers, or craft a transition strategy from electric-powered to fuel cellpowered trucks, based on a careful analysis of all variables, including cost, number of shifts and shift lengths.

Maximizing ROI

No matter whether a warehouse is brand-new or undergoing a retrofit, it's important to have clearly defined objectives before investing any time or budget. Arriving at those objectives and crafting a project plan that ensures success and maximized return on investment requires consultation and strategic partnerships with companies showing established expertise in developing viable solutions for multiple project and facility types.

- Ken Brzo?.owski is v.p. of national accounts for Raymond of New Jersey, LLC, Union, N J Reach him via raymond-nj.com.

LIFT TRUCK needs should be addressed early on when planning to build, expand or retrofit any distribution center.

Best practices for storing l-ioists and LVL

IffrrH BEAMS coMMoNLY sold in V Y lengths of up to 66 ft., safely handling and storing l-joists, LVL and other engineered wood products around the yard can be a challenge.

APA-The Engineered Wood Association provides some tips:

1. N"u.. walk on EWP. Stacks of I-ioists and LVL can be unstable, and

bundle wrap can be slippery, especially when wet.

2.t<".p EWP wrapped to protect them from weather and dirt. Don't unwrap bundles until they're ready to be installed or cut up for delivery.

3. Ur" stickers to separate bundles, placing them vertically every 8 ft.

4. Al*uyr store, stack and handle I-joists vertically and level-never flatwise.

5. Sto.. longest material closest to the ground.

6. N"u"r store I-joists and LVL in direct contact with the ground. In fact, try to keep EWP at least l2 inches up from the ground.

7. Follo* good forklift safety procedures, use wide forklifts to handle long-length material, and avoid forklift damage. If the ground is uneven, reduce forklift speed to avoid bouncing the load.

8. Wh"n handling with a crane, pick up the load using a spreader, if needed to minimize stresses. Keeo Ijoists vertical.

9. oo not lift I-joists by top flange.

L0. Port and follow load limits of storage racks. Maintain safe stack heights. Do not stack other material on top of I-joists or LVL.

(Photo by Sunbelt)

Marketing Class Lets Dealers Instruct Pro Customers

Lumberyards and distribution centers now have a new tool to help pro customers increase their sales.

Versatex Building Products,

Pittsburgh, Pa., has teamed with deckbuilder Bobby Parks to develop a course in marketing and lead generation for contractors and remodelers.

"Creating Separation," a concentrated 60-minute presentation, was a big hit in its debut at the recent Remodeling Show and Deck Expo in Baltimore, Md.

The class was led by Parks, founder of Peachtree Decks & Porches, Alpharetta, Ga. After seven years of rapid business growth, he recently sold the business and is now traveling the country to share advice on converting prospects into customers.

"It's like a boot camp designed to show contractors how they can separate or differentiate their businessesreally make them stand out-from the pack of competitors," Parks said. "The class introduces topics like business philosophies, messaging and effective use of photos, plus easy website tactics he says reduced his marketing costs by 907o."

"By working with Versatex distributors and local lumberyards, we can bring this business-building opportunity directly to contractors, in a casual breakfast or lunchtime format, free of charge," Parks added.

LBM dealers and wholesale distributors can contact Versatex to schedule a class.

Blue Book Expands Online

Lumber Blue Book has introduced several new features to its Blue Book Online Services.

Enhanced notes allow members to better track and share information with colleagues.

Improved watchdog groups let users quickly assign and display custom flags on specific companies.

New custom data fields let users combine Blue Book information with their custom data.

With over $l billion of industryspecific accounts receivable data collected each month, Lumber Blue Book has more than doubled the number of companies it rates with a pay indicator since January.

WHAT MAKES MUTUAL INSURANCE A BETTER CHOICE?

FOR STARTERS, THERE ARE NO SHAREHOLDERS SO THAT MEANS WE PUT THE NEEDS OF OUR POLICYHOLDERS FIRST.

And that results in better service... suggesting ways to minimize risk... settling claims more fairly and quickly. No wonder more than 135 million policyholders choose mutual insurance to protect their property.

With PLMiILM, you get two established MUTUAL insurance companies specializing in the lumber, woodworking and building materials industries that understand your business, your needs and your values.

Become a part of something bigger. Become a member of a mutual.

By Scott Simpson, BlueTarp Financial

A better approach to Get cus ting paid while keeping tomer relationships strong

collections

IIJour-o youR AppRoACH to collecting delinquent payY Y ments from a customer vary if:

You knew the contractor was going out of business?

Your contractor's business is about to double and you stand to benefit?

You're actually losing money on this customer? Your customer has been a loyal, profitable customer for the last l0 years?

Of course it would. Then why do most dealers have a one-size-fits-all approach to collecting late payments?

Every situation isn't the same and we advise dealers to be strategic about how they collect. What we mean is that dealers should take efforts to properly assess the true risk of not getting paid and also understand the relative prof-

Map Your Customcc by Thelr Profltablll$ and Rbk

itability (or lack thereof, sometimes) of the customer. Putting those two pieces together gives you a simple, powerful framework for how you should approach collecting.

To understand which customers are in trouble, pull credit three times a year and look at trends that matter. There are obvious warning signs such as delinquent accounts with other dealers. A more subtle one might be a contractor whose borrowing amounts are steadily creeping up to historical highs. To understand the true profitability, go beyond looking at gross profit dollars to factor in a customer's share of your delivery, administrative, borrowing, inventory and other costs. For example, it's especially important to reflect that someone regularly paying you slowly could be costing you 2Vo-4Vo more than your average customer. That can often make the difference between a customer being profitable and unprofitable.

Do this analysis at least once a year and then chart where your customers are on a 2x2 risk vs. profitability map.

Hopefully many of your customers will fall into the "Love" quadrant. They are low risk-they always pay on time, they don"t have any trade delinquents-and they have good profitability. We would be blessed if all customers were in this box. That's certainly the aspiration, but unfortunately not the reality.

The "Escape" quadrant in the lower-left is the opposite. These customers are not only high risk, they are also zero or negative profitability for you. These are customers that are about to tip over and they are already costing you money. Run far and run fast.

The other two quadrants are more challenging. Some customers will be high risk but profitable. These belong in the "Protect" quadrant. They are extending themselves

pretty far and are causing you concern. The key here is to protect yourself and take the worst case off the table.

Your remaining customers are in the "Address" quadrant. These are low risk, but are low or unprofitable customers. They could be well-established companies that don't have any problem paying you. But they're paying you slowly or they have price discounts or they have delivery considerations-for these reasons or others you're actually not making any money on these accounts.

So what does it mean to tailor your collections approach? For the "Love" customers that are high profitability and low risk, liberally waive their fees, thank them for their timely payment, and treat any collections call as a polite reminder. Lateness here is often a bookkeeping error or something that got missed.

For the "Escape" customers-those that are ready to tip over-suspend the account if you haven't already. Move them to COD, assess fees, prepare and file liens, and if it gets delinquent enough, consider a collections agency. These are customers that are not likely to continue to be customers and may not be in business much longer.

The "Address" customers are low profitability and low risk. Collections calls are always polite reminders here but this is the group where you should confidently assess fees to help improve their profitability. Alternatively, modifying pricing can get these customers to be more profitable ones.

Lastly, the "Protect" quadrant is really about taking the worst case off the table. A customer may be 60 days late, bumping into a pre-set line that you've set, and looking to buy more. This is the time to ask them to pay down the line. This is also the time to monitor them more freouentlv.

A monthly pull from a credit bureau may be necessary, and be ready to take more aggressive action if the risk worsens. Things might be fine, but if they're not, you are positioned to take action.

Tallor Your Colloctlonr Appro$fi (LEAP)

LOVE

1. Llberally waive fees lf incufred

2.

A one-size-fits-all approach is straightforward and easy to execute, but there is a better way. It takes only a little upfront effort to understand customer risk and profitability. The benefits are worth it, I promise you.

- Scott Simpson is c.e.o. oJ BlueTarp Financial, which helps dealers grow and protect their business by proJessionallv managing their credit program Jrom beginning, to end. Reach him at (207 ) 797-5900 or ssimpson@ bluerarp.com.

Busy Beaver back in the swim

prrrsnuncH. Pn.-eesEo Busy I Beaver, a chain of l5 stores, was founded in 1962. Yet when recent customer surveys responded, "Didn't know you had more stores/were still in business," they knew they were in trouble. Trouble right here in River City. Trouble with a capital T that rhymes with C and that stands for Competition, to borrow from The Music Man. Big boxes loom on every skyline.

C.e.o. Joe Kallen, the sharp, young (30!) gent who bought Busy Beaver just over a year ago, knows that. As someone with a background in commercial real estate-particularly, buying failing companies and turning them around-he saw the oroblems.

and-this time, to quotc Pogo, "they were us."

And mostly arising from the "the way we've always done it" stagnation that had set in. Joe knew the company's bones were strong: the basic positioning and staffing of the 15 storesso he knew the rest was fixable (especially if you're the Sleepless in Pittsburgh type who spends 24/7 on the job, as Joe seems to make his habit).

During the Eighties, the company had been in and out of bankruptcy proceedings, working with the old warehouse formula for their footprint, in which they led the pack back in the day before the boxes sideswiped them with their own similar concept and

simply did it better. So Busy Beaver closed stores where competition had become heavy and opened others in more favorable markets. Today those mid-size markets- which marketing director Stephen Derr calls the B and C markets-still suit the plan. Four stores have undergone remodeling under Joe's watch so far, and two more are slated in the next few months.

Joe has also opened Busy Beaver's first new store in eight years in the trendy Lawrenceville neighborhood of Pittsburgh and plans two more ("I'd be disappointed if it's not three") in the coming year.

"We're not mom-and-pop, but we're not as big as a box store, either. We're right in the middle, the best of both worlds in size and product selection. Most of our stores lie in a 250mile radius and are set in small neighborhoods, to best position us to stave off the competition," explains Steve. "But from a marketing perspective, Joe and I agree we should be better known than we are, because Pittsburghers are loyal to their local brands. Joe understands and supports the store's image and branding incentives. For years we've been playing defense. not offense. as we should be and will be, and that's why this is an exciting time for us. He comes here as a breath of fresh air, which makes my job easier."

The Lawrenceville store-the new crown jewel-serves as role model. True to Busy Beaver's practice of improving an existing location rather than building from the ground up, the company took over a former, long-

BUSY BEAVER brass was on hand for the new store's board cutting ceremony, including (l-r) v.p. ot merchandising Mike Slobodnik, chairman/c.e.o. Joseph Kallen, v.p. of sales/operations Dave Miller, and v.o. of administration/c.f.o. Nick DeMao.

NEW LOCATfON in Lawrenceville, Pa., features a prolotype (upper) Color Caf6 Paint Center and (lowel lool rental center.

empty supermarket of 23000 sq. ft. and refigured it to suit the neighborhood. Over 500 locals responded to a survey with a wish list, noting "some things we already knew and some we didn't," says Steve. "The best thing is, they felt they were being included."

In response, Busy Beaver added a line of bike accessories geared to this two-wheeler crowd, the metal overhangs for front doors (popular in their home designs), a tool rental department, and the black Dickies work pants they demanded. The parking lot, newly planted with greenery, is now designated as a community gathering place, already utilized for events by the fire department and Boy Scouts. Food trucks are a strong probability, too. "We consulted with local development and community groups in order to place a bigger emphasis on helping our community parr ners-be part of the Boys and Girls Clubs, Children's Hospital events," Steve says.

"We not only open new stores, we open with a bang!" exclaims Joe. "Over 1 ,000 people attended our Lawrenceville grand opening in October, a big neighborhood picnic. Sales were awesome."

And inside, don't expect the same old same old. "We saw lots of inefficiencies and wanted to improve on the customers' shopping experience: to be more efficient in less space, like long hooks, not top stock; peg holes where there used to be racking. So even though it's smaller, the store looks much bigger and brighter," he continues.

True to his habit, Joe has analyzed every single 4-ft. stretch of shelf space, adding SKU's and reorganizing others. ("For instance. the toilets were in one aisle and toilet seats in another," he laughs.) A wider selection of doors was added, along with longer-length lumber to appeal to contractors-though 9OVo of Busy Beaver's business comes from retail trade, where the average transaction is $30. "We're happy with that, but will work to improve it. We're budgeting for greater profits, thanks to buying things better. We pass on some of those savings to our customers, too," Joe adds. "We're a point and a half ahead of last year in same-store sales."

In some instances, aisles were actually removed to create open floor space for displays, especially seasonal items like patio furniture and holiday items. "We'11 place a lot more emphasis on seasonal from now forward," Joe vows.

The Kensington store has undergone improvements, too, from simple things like placing the bathroom vanity and mirror displays against colored walls so they'll stand out, to more complicated resets such as adding windows to a blank wall so the nearby garden comes into view.

"It's all aimed at improving the customers' experience: a fresh set of eyes from the customers' perspective," Joe underscores. And that, of course, requires a new outlook by-and set of expectations for-the staff. Joe knew it was vital to translate an existing policy into a formal, written statement. "We call it our 'We Are Legendary Customer Service Policy,"'Joe says. "We initiated it via conference call with all our general managers. Everyone was asked to go over it, sign it and commit it to memory. What it basically does is, mandate that we interact with customers at every level. Then we sent in secret shoppers to ask about the [posted] pledge and gauge employees' attitudes.

"We've had good results so far. The staff not only knows it and could repeat it, but, what's more important, they know what it means. It acts as a morale-booster, too; they can see positive results of my taking on the business." He awards a couple of merit prizes each month to drive the message home.

"He's done a good job in changing the culture: plans it, documents it-the goals, the timelines," Steve testifies. "And he's relentless in execution. He spends a ton of time in our store. Communication was minimal before, and now it's 24/7'. there's a different level of commitment."

Relationships with vendors have been upended, too. "That needed improvement as well," adds Joe. "Now there's a partnership, not the former vendor/customer model. Both of us were looking for ways to improve."

Well then. What's next? Resurrect yet another enterprise? No, no, Joe assures us: "I love it and I'm in it for the long haul." He's one Busy Beaver.

Carla Waldemar cwaldemar@ comcast.net

By Wayne Rivers

Successful negotiation

\lecorrnrloN IS A fact of life in

Here are a few high road techniques for assuring your interfamily business negotiations serve to both preserve family harmony and produce outstanding business results.

L. Wia"n the Circle

The modern iteration of family business planning says that all stakeholders' views are valuable and should be solicited. That means moms. dads. daughters, sons, in-laws, and key family business managers are all involved collectively in situation analysis, negotiation and conflict resolution.

2. S"tUp Ground Rules

I\family

business. When the word negotiation comes up, most people tend to think of external negotiations, like working out a better interest rate with your bank or securing a better price from a vendor.

There are also internal negotiations, such as working out a buy-sell agreement with a sibling partner, negotiating compensation for family members and employees, and deciding what deals to move forward on and which ones deserve a pass. Even small things must often be negotiated in family firms, like who gets dad's office when he retires, what your new logo should look like, or what color the new carpet should be.

Most family members recoil from the word negotiation. They prefer "conversation" or "reaching consensus," but the reality is that interfamily negotiation is among the most difficult and challenging types, and we have the scars to prove it! If closely held business negotiation is indeed a fact of life, it makes sense that you should work to improve your negotiating skills. Here are some of the techniques we have observed family members use to achieve negotiating success:

. yelling and bullying

pouting

making sweeping, unilateral decisions

. withdrawing and subjecting other family members to the silent treatment

. undermining and backbiting

lobbying behind the scenes

appealing to Mom, Dad or outsiders to intervene

. stalling or delaying meetings or discussions about important issues

. deciding not to decide

Okay, by this time you figured out

that these negotiating techniques aren't legitimate at all, but, remember, we said "we have observed..." In all seriousness, since negotiating inside and outside the family business is so important, shouldn't you work to improve your "high road" negotiating skills? Wouldn't life be more harmonious if you had adult. positive. reasoned and fair conversations with siblings, parents and potential next-generation family business members?

A client related an insightful story about his own experience with negotiating and interpersonal conflict resolution. When he first came to work in the family firm as a young man, his father had a strong non-family executive who we'l1 call Mr. Collins. Our client struggled with the fact that Mr. Collins had so much authority in the company and served as a sort ofbuffer between him and his father. The relationship between our client and Mr. Collins was strained for years. The young executive, in a flash of maturity and sound decision-making, decided it was up to him to change and to work on improving and restoring their working relationship. He said it was a revelation to him that "it was up to me." Once he acknowledged his ownership of at least some of the issues and began to negotiate a path towards establishing better relations, things

magically turned around, and Collins became a valuable resource and mentor. Successful negotiation in your family business-as is the case with most other change and improvement initiativesstarts with you!

A few simple ground rules can make a big difference in creating successful negotiating sessions. A couple of simple ones might be "discussions of the past are irrelevant; we're here to address the present and future only." Or "We won't use aggressive speech or body language with each other. If things become heated, we'll call timeout." Once the family has agreed on ground rules, they should be posted and placed around the meeting room so everyone can refer to them frequently as discussions take place.

3. Be self-Arnu..

Knowing what you want in a negotiation allows you to see that what other people want isn't necessarily mutually exclusive. It also lets you set up parameters, like behavioral changes, dollar amounts, terms and other potentially satisfying outcomes so you leave the negotiation feeling you've represented yourself adequately and not conceded unnecessarily.

4. Devote Advanced Planning to Your Meeting

Plan your own constructive behavior for how you'll act in the meeting. Ask yourself how you can satisfy the other party's interests. Find out if there's another way to get what it is that you want. Plan for delivering your message in a way that can help the other side empathize with you and your wishes. Develop alternative plans

A, B and C. Determine what's accept-

able to you and what's not, and try to puzzle out what might be acceptable to others. Find the win-win and the common ground, and you're well on your way to a successful negotiation.

5. Cive in on Some Things

Use your willingness to give in as a negotiating tool: "If I give on this, would you give on that?" Giving in can be a wise strategy, and there is no shame in giving in order to get. There is a caution here; don't give in in an area where you may be rewarding intimidation or aggressiveness.

6. withdru*

In some conflict resolution or negotiating situations, it's okay to withdraw. The advantages of withdrawal are that you can do it unilaterally, and it may save time and nerves. The negative of withdrawal is that it generally happens as a result of frustration, and there may not be a win-win benefit. If withdrawal becomes a pattern, it's easy for negotiations to break down and foster resentment. While withdrawing can be an effective deal-making technique, it should not be done cynically or repetitively. Walking away is often a show of strength in your bargaining position and signals to the other side you not only don't need them, but also that you're quite confident in your position.

7 Have Well.defined Parameters for Your Meeting

Undertake negotiating sessions in quiet, private places. Set well-defined beginning and ending times. If you can't make headway on your negotiation or your conflict resolution in the allotted time, agree on a date and time for continued discussion. If your negotiation becomes heated or you appear to be at an impasse, you may need an objective, third-party outsider to mediate the session. Ultimately, you'll want the main points of the negotiation to be reduced to writing for all parties to sign.

Interfamily business negotiation is a delicate ar1. You probably won't get it exactly right the first time. Be patient and continue to work on your negotiating skills and processes.

- Wayne Rivers is the co-founder and president of the Family Business Institute, Raleigh, N.C., and author of such books as The Top Nine Reasons Family Businesses Fail. Reach him at wayne.rivers@familybusinessinstitute .com or (877 ) 326-2493

Reprinted with permisskn of the Familv Business Institute. No portion of this article ma1' be reproduced without its permission.

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By Grant Phillips, Collins, and Committee Member, North

Building tomorrowts leaders

hunrxc rHE GREAT nr,cssstoN and lJthe immediate recovery period that followed, many of us were understandably focused on shortterm company performance. Now that we're finally experiencing a bounce back, it's time to re-allocate resources to ensure the continued success of our firms-and our industry-well into the future. This can only be accomplished by identifying tomorrow's leaders and preparing them to assume that role today.

I recognize that there are strategic and technical skills that must accompany this preparation, in areas such as operations, accounting, human resources, and marketing and sales. I would argue, however, that mastering the social side of our business is much more critical for successful leadership.

Here's why: At the end of the day, we do business with other people. Your team only has so much control over pricing, products, regulations, the economy, or technology. Personal relationships are going to drive new opportunities to your company and help you retain them in

tough times. Leaders with the ability to create and maintain great relationships can be your competitive advantage.

And relationship-building can't be learned solely behind a desk or in a classroom. Observing and following the examples set by others, and developing those talents in realworld situations, are the best ways for your people to augment their inherent abilities. These skills must

be built over time, through repeated interactions that reflect lessons learned and incorporate new experiences.

So how do you give your newer professionals this exposure. in a lower-risk setting? First, you should find the right events and get them involved. I know there is a tendency to seek out the most educational value for your dollar, but remember that networkinq events can have an

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equally significant impact over time. To help tomorrow's leaders get the most out of the experience, there should be the opportunity to both meet peers and observe more seasoned professionals. Peers they connect with now will be the colleagues they turn to for years to come, and the veterans will model the best ways to make and foster those connections.

Events such as the upcoming NAWLA Leadership Summit, March 22-24 in Scottsdale, Az., provide the perfect blend of networking and relevant education for current leaders and mid-level managers who will be the next to fill those roles. With receptions, breaks, shared meals, roundtable discussions, and traditional presentations from experts in lumber manufacturing, distribution and transportation, the event offers a great first look into the challenges leaders face and relationships they use to overcome them.

Associations like NAWLA can also provide year-round leadership development opportunities that benefit your junior staffers, the organization and the industry as a whole. Volunteer committee service provides an introduction to peers of all experience levels from different companies and regions, and the chance to showcase talents, innovative thinking and commitment to industry service.

The variety and scope of volunteer projects can be much different than what your junior staffers encounter at your firm each day. The opportunity to direct the work of others, especially those outside of their organizations, builds people and project management competencies while expanding professional networks for

North American Wholesale Lumber Association

your future leaders.

Of course, your own involvement in these organizations and event is the best way to demonstrate the importance of being involved throughout your career to young professionals within and outside of your organization.

To that point, your responsibility for building industry talent doesn't end at your company. Each of us has the chance to recognize the developing talents who work for your vendors, suppliers or customers and help them build the professional networks they will need to succeed as well. Your involvement with those professionals, who will recognize and appreciate your support, can also help us retain this talent.

Grant Phillips is a commodities and industrial sales representative for Collins, Portland, Or., and is a member of North American WholesaLe Lumber Association's Leadershio Summit Committee.

About NAWLA

NAWLA (North American Wholesale Lumber Association) is the association that delivers unparalleled access to relationships and resources that improve business strategy and performance through sales growth, cost savings, and operational efficiencies for wholesalers and manufacturers of forest products and other building materials that conduct business in North America.

Learn more about how NAWLA can help your business at www.nawla.org.

Registration Open for NAWLA's 2015 Leadership Summit

To expand your network, reconnect with peers from across North America, and provide your rising stars with a similar learning opportunity, register yourself and your future leaders for NAWLA's Leadership Summit, March 22-24,2015, at The Westin Kierland in Scottsdale. Az.

The event brings together mid-level managers and executives and industry-leading companies to discuss top-of-mind business topics and solutions for driving revenue growth and streaml ining operations.

View the agenda and register at www.nawla.org.

By fames Olsen

Sell morgn guaranteed

tTt*o sELLERS str side by side. I. One seller makes 100 calls and sells two orders. This seller is in the 98Vo rejection business. The second seller makes 100 calls and sells eight orders. This seller is in the 92Vo rejection business. Still a lot of rejection, yes, but the second seller is making four times as much money as the first! (Think $200K a year vs. $50K a year!)

Both of these sellers are working hard, but working hard at what? They are both generating a lot of calfs, but what kind of calls? They are both calling a lot of customers, but what kind of customers'l They

t1 are both speaking to people all day long, but how are they speaking to them?

The Popeye Syndrome

Popeye says, "I y'am what I y'am and that's all that I y'am." We are not cartoons. We are not a finished product. We are a work in progress, and we can get better.

"Salespeople are born, not made" is a myth perpetrated by sales managers who don't want to train new salespeople and by salespeople looking for an excuse not to get better.

The good seller with this attitude doesn't get any better because she is already "made," no improvements necessary or possible. The struggling seller lets himself off the hook with this myth. Both of these sellers are plateaued-just at different levels.

It's Magic!

Some sellers do seem to sell in magical ways. They make it look easy. But making it look easy and it actually being easy are two different things.

The professional comedian, athlete and magician make what they do look easy because their skills are at a professional, money-producing level. Lots of people can tell a joke, sing or play sports, but only those who perfbrm at a professional level get paid to do so.

Guaranteed

Master sellers do the basics better and more often. If we do these things, we will sell more, guaranteed.

More calls - Inside sales. The master inside seller makes an outbound phone call every five minutes for a total of 96 outbound phone calls in an eight-hour day (60 minutes + 5 = 12,x 8 hours = 96). Often more. Call at this rate and your sales will increase, guaranteed.

More calls - Outside sales. The master distribution

seller spends twice as much time in the field as the distribution seller who struggles. (When they are inside, example #1 above is their output level.) Eight to 10 outside sales calls per day for an outside salesperson is doable, but rare. If you are in distribution sales, generate this kind of activity, every day, and your sales will increase, guaranteed.

Ask for the order more often. Most sellers don't ask. The majority ask only once, master sellers ask five times per closing situation. or more. and make it seem natural. The master seller makes asking for the business part of the relationship. If we ask for the order five times in closing situations, we will sell more, guaranteed.

Be at our most charming best. Master sellers are always positive and charming with their clients. Master sellers ask interested and interesting questions and are great listeners. They smile and laugh more with their clients. They treat their customers like their brother, uncle, aunt, grandfather, mom, dad or trusted high school teacher. They are professional, but warm/human with their customers. They are genuine.

They are not there only for the deal (even though they expect to get the business-more on this) and the customer feels it. It makes all the difference. If we can be charming and really care about the people we are doing business with, in a genuine way, we will sell more, guaranteed. Assumptive selling. Master sellers expect to get the business and project that confidence in everything they say and do. Tone of voice is always positive. Things are "great," "busy," "happening," "on fire," not "okay," "fine," "fair-ta-middlin',""strugglin' away.",ffi,s. Struggling sellers say similar things all the way through the selling '. process, without even knowing it.

They are subconsciously apologizing and making themselves second-class citizens.

There are few guarantees in life, but the above will help us sell more, guaranteed.

Marvin's Building Materials & Home Centers will open a 33,000-sq. ft. store in Ozark, Mo., in the spring.

Orr & Voss Lumber Co., Momence tl., ctosed after 45+ years and auctioned off remaining inventory and fixtures.

Capac Do-lt Best Hardware, Capac, Mi., has been purchased by Jeff and Julie Kegler from Cliff and Rhona Schroeder, owners since 1977, who are retiring.

Greener's Budget Lumber closed its 37-year-otd yard in Barron, Wi., branch at the end of November, consolidating operations at its branch in Birchwood, Wi.

Central Network Retail Group has acquired Taylor-Foster HardwalO, Manchest6r, Ga., wiin tne retirement of founder Lee Taylor.

Arrowhead Building Supply hetd a Nov. 7 grand opening for its 7th location, an 8,000-sq. ft. showroom in Fairview Heights, ll.

Ludwig Lumber, Effingham, ll., has closed, fottowing a Sept. 28 inventory and equipment auction.

Bob Ludwig, who has co-owned the family business since the early 1960s, is retiring.

La Crosse Lumber, Centralia, Mo., moved from its century-old yard to a larger facility with 9,000-sq. ft. hardware store.

Geneva Lumber Co. has moved to a new location in Geneva, Mn.

A year ago, Jon Carlson and Tait Ingvaldson purchased the business-then Richards Wood Products-from David and Brett Richards.

Watson Ace Hardware, Lake Mils, wi., added a branch in Jefferson, Wi. (Mike Landers, mgr.).

Chadron Ace Hardware, Chadron, Ne., unveited its remodeled facility Nov. 8.

Lake Forest True Value Hardware, Lake Forest, 1., has remodeled.

Alside Supply Center opened a 22,500-sq. ft. branch Oct.27 in Pooler, Ga.

Habitat for Humanity moved its ReStore discount LBM outlet in La Crosse, Wi., into larger quarters.

Freeborn Lumber Co. & Design, Atbert Lea, Mn., was named Medium Business of the Year bv the local Chamber of Commerce.

Anniversaries: Doug White Lumber, Marissa, ll., 145th Mason City Llmber Co., Mason City, ta., 100th

Angerstein's Buildjng Supply, Witmington, De., 90th ..lHeller Lumber CoJnrrin'gton Heights, il., 90th Mill Creek Lumber, Tutsa, Okl, 80th .:. Mahoninq Lumber, Youngstown, Oh., 75th Causeway LumbeT Co., fort Laudeidale, Fl., 75th-which it will mark with a specialcelebration in early 2015.

Cedar Creek Grows in Texas

Cedar Creek, Oklahoma City, Ok., will open its 24th distribution center in Lubbock, Tx.

"Although we have serviced West Texas for many years from other locations, having a local branch will enable us to provide even better service to these important customers," said c.e.o. Bill Adams.

Added c.o.o. Wayne Trousdale: "We found an excellent site and building in Lubbock that's basically ready to go, and we plan to be up and running by January 1,2015."

US LBM Buys Kentucky's K-l

US LBM Holdings, LLC has acquired K-I Lumber & Building Materials, Louisville, Ky., from the Walter M. Freeman Trust and chairman Sherry Freeman.

Bob DeFerraro will continue to lead the company as president, along with all members of current management.

Founded in 1932 by Walter Freeman Sr., K-I began as a wholesale operation linking mills to retailers in the Louisville marketplace. Today, it has grown to become a one-stop shop for building products, providing a complete line that includes cabinetry, windows, doors, trusses, components, roofing, siding and framing materials to the Kentucky and Indiana market.

K-I Lumber has two Louisville locations, as well as full-service distribution centers in Lexington, Ky.; Clarksville, In.; and Evansville. In.: and a truss and wall panel manufacturing facility in Shelbyville, Ky.

Sheny Freeman said, "We are confident that US LBM will serve as a thoughtful steward leading K-I Lumber for many future generations in the same way our family has for the last 82 years."

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Mead Moving After 80 Years

After eight decades as a downtown anchor in Columbus. Ne., Mead Lumber Co. is targeting a Jan. I opening of a larger, more visible replacement store.

The new facility will feature a 6,500-sq. ft. store with 2,500-sq. ft. showroom, plus a drive-thru lumberyard. The current store is up for sale.

Worker Killed at Georgia Mill

OSHA is investigating the Oct. 27 death of a millworker at Claude Howard Lumber Co., Statesboro, Ga., who climbed on to and became

trapped under a bander machine while trying to unjam it.

Salvador Hernandez. 32. had worked at the mill for nearly four years.

ProVia Expanding Stone, Door Operations

ProVia broke ground last month on a new stone manufacturing facility near its headquarters in Sugarcreek, Oh. When it starts up in winter 201512016, it will replace its Heritage Stone plant in Zanesville, Oh.

The company also expanded its door plant in Walnut Creek, Oh.

Griffin Lumber Co., cordele, Ga., halted production at its sawmill for nearly a week to replace an edger that was destroyed in a Nov. 11 fire.

Bigs Packaging & Lum.Qgl

Dallas, Tx., has been acquired by UFP Western Division, a subsidiary of Universal Forest Producls, Grand Rapids, Mi.

Mountain Vallev Farms & Lumber Products, Biglerville, Pa., suffered an estimated $800,000 in damages from a Nov. 13 sawmill fire.

Oak Valley Hardwoods, Charlotte, N.C., will invest more than $10 million over the next five years to open a mill in Robbinsville, N.C.

Roxul started uo its first U.S. facility-a $160-million stone wool insulation plant on 100 acres in Marshall County, Ms.

Lee Roy Jordan Lumber, Dallas, Tx., is now distributing Trugrain uy Resysta in Texas.

Huber Engineered Woods, Charlotte, N.C., received environmental product declarations (EPD) for its AdvanTech flooring and ZIP System sheathing and tape.

DW Distribution, oesoto, Tx., honored James Hardie as its 2014 Vendor of the Year.

Ganahl's newest facility in Pasadena, California, had to deliver the same customer experience as their larger facilities - in 1/5th the space. Our comprehensive solution made every inch of the repurposed site more efficient. We designed and furnished a variety of high-capacity storage systems, including Sunbelt Rack Power Bins, T-sheds, and push back racks.

For the rest of the story, go to $ CT-Darnett.com/stories {

RovOMartin received a Forest Stewdrdship Council Leadership Award for forest and land management. All of ROM's 570,000 acres are FSC certified.

FSC also honored F.D. Sterritt Lumber, Watertown, Ma., for leadership in building materials supply in the East.

Clark Lumber Co., Red Boiling Springs, Tn., was named Large Business of the Year by the local Chamber of Commerce.

www.CT-Darnell.com 800-353-0892

Hancock Lumber, Casco, Me., was selected as a 2014 Best Place to Work in Maine.

Durgin & Growell, New London, N.H., has relaunched its website, www.durginandcrowell.com.

Richard Kahn, ex-Feldman Wood Products, was named president and general mgr of The Deckstore of South Carolina, Simpsonville, S.C.

Craig Smith, ex-Fortress Railing Products, has joined Great Southern Wood Preserving, as sales mgr. for Texas branches.

Chad Crow was promoted to president and chief operating officer of Builders FirstSource, Dallas, Tx.

Mark Porter has been named v.p.operations for Cedar Creek, Oklahoma City, Ok. Tony Butler, ex-Roseburg, is new as v.p.-South Region.

Scott Hackett, ex-Gerber Lumber & Hardware, is now in purchasing at Holmes Lumber, Millersburg, Oh.

Fredrik Stureson. ex-American Hardwood Industries, has been named president of Timber Team LLC, Charlottesville, Va.

Erin Leonard has been appointed president of Gordon Lumber, Fremont, Oh.

Kembrell Sweat is new to the purchasing department at Robbins Manufacturing, Tampa, Fl.

Russell Summers, ex-Cowan Ace Hardware, has joined NyloBoard, Covington, Ga., as an inside sales and customer service rep.

Derek A. Herman, ex-ProBuild, has been named v.p. of sales for Rugby Architectural Building Products.

Adam Cincotta has been appointed adhesives product mgr. for OMG Roofing Products, Agawam, Ma. New sales reps include Craig Turner, covering Georgia; Matt Savon, representing northern Ohio, West Virginia, and western Pennsylvania; and Gregory Lord, in Austin/San Antonio, Tx.

Steve Locanto is now corporate controller for Ace Hardware Coro.. Oak Brook,Il.

Leland Hein Jr. has been promoted to c.e.o. of Fastenal, Winona, Mn., succeeding Willard Oberton, who will continue as chairman.

Chris Riley, ex-Stock, is new to outside sales at Builders FirstSource, San Antonio. Tx.

Stuart Clontz has transferred to Universal Forest Products. Ranson. W.V., as operations mgr.

Mark Gliniecki has been named v.p. of sales for Smith Mountain Building Supply, Roanoke, Va. Manley Johnson is new to sales.

Martin Mejia has been promoted to mgr. of ABC Supply, Houston, Tx. B.C. "Brit" Blair, ex-Marwin Co., is now market sales mgr. for the Texas South Central region with Masonite.

Douglas Long has been promoted to v.p.-U.S. operations for Rayonier, Fernandina Beach, Fl.

Sebastian Cremaschi has been named director of marketing for Arauco North America, Atlanta. Ga., after serving as marketing mgr. at corporate headquarters in Santiago, Chile.

Adrian Blocker was appointed senior v.p.-wood products for Weyerhaeuser Co., Federal Way, Wa., effective Jan. l Cathy Slater will become senior v.p.-cellulose fibers.

Scott Lewis is the new president of Claymark USA Inc. Bryar McKlveen is now general mgr.

Ron Pedzinski has joined MAX USA, Mineola, N.Y., as western regional sales mgr.

Matt Caissie rejoined International Beams. as director of business development.

Ross McCanless is returning to Lowe's Cos., Mooresville, N.C., as general counsel, secretary and chief compliance officer. He will succeed Gaither Keener, who is retiring after 30 years with the chain.

Paul E. Fourshee, owner, Fourshee Building Supply, Cadiz, Ky., has been appointed to a four-year term on the Kentucky Foundation for the Arts board of trustees.

John Burkhart, Westech Building Products, was elected to the North American Decking & Railing Association board of directors.

Millie N. Bux has accepted a generous severance package to gracefully exit Mungus-Fungus Forest Products, Climax, Nv., report owners Hugh Mungus and Freddy Fungus.

GOING CNG: American Pole & Timber, Houston, Tx., recently replaced its diesel fleet with four new Kenworth trucks powered by cleaner-burning compressed natural gas. The conversion will cut the company's NOx emissions, reduce fuel costs, and qualified for a state grant. lt will also convert the engine of a tilt-bed truck to CNG.

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Irwin Tools has expanded its line of Vise-Grip cutting pliers.

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EXCITEMENT WAS BUILDING at the North American Wholesale Lumber Association's annual Traders Market in Chicago. [1] Chris Bun, Ann Evans. [2] Ken Trainor, Konrad Tittler. [3] Patrick O'Donnell, Michael Pompeo, [4] Hunter McShan, Dina Fuller. [5] Jeff Wolgemuth, Lori Dewitt. [6] Lillian & Rick Ekstein. [7] Mike Lerner, Bill Griffith. [8] Garth Williams, Mason Anderson. [9] Brad Futton, Ben Meachen, Guy Bunell. [10] Shelley Spencer, Marc Pratt. [11] Clint Darnell, Chuck

Casey. [12] Larry Schmedding. [13] Robin Gardner, Alan Oakes, Emily James. [14] Dale Burns, Jim Moses, Josiah Wilfong. [15] Gerry Gluscic, Carl Lamb. [16] Darren Richardson, James Gibson, Drew Homan. [17] John Smart, Jack Wickham Jim Tittle. [18] Danny Osborne, Dianne & Tom Franklin. [19] Jay Bishop, Doug Willis [20] Ed Langley, Jack Chase, Jim St. John.

(More Traders Market photos on next five pages)

MORE NAWLA (continued from previous page): l21l Dan Paige, Patrick Adams. [22] Michelle Burbank, Tom Rogers. [23] Mark Grube, Kaycee Hallstrom, Al Gedroez, Joe Honochick. [24] Jennifer Raworth, Carol Green, Barry Bauman, Dave Jara, Doug Clitheroe. [25] Rick Benton, Lou Kurcsics. [26] Steve Clitheroe. [27] Chuck Gaede, Brent Wooster. [28] Wes Bush, Wayne Jordan. [29] Ryan Schaefer, Mike Moran. [30] Vince Jordan, Robert Harris. [31] Chris

Bergin, Laila Bradwell, Wayne Knutson [32] Lee Jimerson, Frank Stewart. [33] Andrew Goodman, Sarah Madonia, Bryan White. [34] Philip Flemming, Michael Nielly. [35] Troy Lundquist, David Hanson. [36] Al Fortune, Michael Mitten, Bryan Lundstrom. [37] Chris Boyd, Peter Stroble, Joe Penrod, Norm Toews, Mike Pedersen, Jeff Cook, [38] Holly Elliott. [39] Win Smith. (More Traders Market photos on next four pages)

TRADERS MARKET (continued from previous two pages): [40] Kim Glaeser, Shana Gonda, Alan Oakes, Nikki Robbins. [41] Dave Wildeman, Kristie McCurdy, John Lentz, Richard Mills. [42] Tim Elbers. [43] Lucas Howard, Kayla Wicks, Scott Purdue, Devin Stuart, Jared White, Joey Inskeep. [44] Mike Limas. [45] Thomas Plasschaert, Bryan Kirit. [46] Larry Petree, Raymond Luther, Joe Petree. [47] Reed Rediger. [48] Blake Kei2man, Marty Thomson, Todd Davis. [49] Janne & Max

Mike Boone. [51] Cat Duemler, Devon Lindquist. [52] Dillon Forbes, Jim Olsen. [53] Jeff Haley, Alex Darrah, Rose Ann Loranger, B. Manning, Megan Burch. [54] Lowell Crossley, Bill Anderson, Eric Anderson. [55] Steve Killgore, Pat Lynch, Tom Gennarelli, Gary Pittman, Gary Hayes. [56] Steve Firko, Robin Little. (More Traders Market photos on next three pages)

Jim

Jones. [50]

Brady,

ATTENDING the NAWLA Traders Market (continued from previous three pages): [57] James Robbins, Phillip Humphrey, Curt McLeod, Tonia Tibbetts, Alden Robbins, Aron Kurlander, Roger Champagne. [58] Mark Westlake, John Monison, Chase Monison. [59] Ted Dergousoff, Deepak Rai, Darcy Jahal, Richard Paci, Joshua Kaye. [60] Scott Janett, Larry Boyts. [61] Jim Walsh, Sue Snuggs, David Smith, Michael Kirkelie. [62] Randi Walker, Michael Mclnnes. [63] Greg Haupt, Matt Weaber. [64]

Buildins-Products.com

Rick Rakoczy, Bryan Schuyler. [65] Mike Gerstenberger, Robert Hafner. [66] Eric Swanson, Dennis Ebel, Jim Edinger. [67] Patrick Hanulak, David Jeffers, Dave Siteman, Robert White, Fabio Amendola. [68] Teni Collins, Jimmy Swanson. [69] Brad Morrow, John Pace, Chris Hedlund, Mike Kelly, Rick Kapres. [70] Mike Pidlisecky, Tim Folster. [71] Natalie Macias.

(More Traders Market photos on next two pages)

BfG TURNOUT for Traders llarkel (continued from previous four pages): l72l Eddie Pratt, Tim Svarczkopf. [73] Tim Gabriel, Bob Loew. [74] Marshall Lauch, Tim Atkinson, Pete Henningfeld. [75] Trevor Ewert, Sean Nason, Steve Barth. [76] Kim Pohl, Lisa Martin. [77] Jim Vandegrift. [78] Mark Tucker, Edward List. [79] John Branstetter, John Walcott, Ron Gorman. [80] Scott Elston, Kathi Orlowski, Mark Erickson. [81] Brenden Heyberg, Tim Hummel. [82] Jeff Herscovitz, Chris Leslie,

Yvonne Jacobs, Ryan Wolters. [83] Joe Fan, Christopher Webb, Donna Allen, Rob Latham. [84] Ryan Chitwood, Robert Hoffman, Anthony Panzarella, Tom Merkert. [85] Leslie Southwick, Carter Stinton, Brad Hatley. [86] Gary Snider, Tom Baldauff, Casey Epperson, Kris Owen, J.R. Yirnich, Jeff Wllson. [87] Mike Goodman, Josh Goodman.

(More Traders Market photos on next page) Building-Products.com

NAWLA Traders Market (continued from previous five pages): [88] Leo Colantuono, Todd Askew, Mark Heyboer, Doug O'Rourke. [89] Vincent Micale. [90] Helena Jehnichen, Danell Hungerford. [91] Kevin Grindy, Stuart Ralston, Steve Anderson. [92] Bobby Byrd, Joe Mackay. [93] Wendy Gay, Chuck Smith. [94] Todd Nodine, Mark Richardson, Greg Fitz. [95] Gary Arthur, Rob Tam. [96] Andrea Kennedy, Griffin Augustin.

Bui lding-Products.com

[97] Carlos Furtado, Robert Jones, K.K. Sangara. [98] Jeny Huber, Steve Getsiv. [99] Rick Palmiter, Jack Draper. [100] Matthew Duprey. [101] Matt Caissie, Bruno Lebel, Joe Hanas, Brett Shuler. [102] Tracl Trogden, Richelle Gall. [103] Rob Mitchell. [104] Kalvin Eden. [105] Brian Johnson. [106] Glen Frazeur, Tom Taylor, Tom Amderson, Bert Hewitt. [107] Aly Kingsley, Eric Schooler, Cameron Waner.

DECK EXPO touched down in Baltimore, Md. [1] Phil Lail, Bo Bryant, Patrick Adams, Brian Orchard. [2] Ben lvey, Andrew Brookshire, Wayne Hilton. [3] John Burkhart, Adam Mengle, Canie Stallwitz, Dave Peterson. [4] Mike McFarland, Neil Hurwitz, John Lane, Steve Shennum. [5] David Justice, Rachelle Shendow, Michael Gori, Pat Maher, Jessica Pearson. [6] Jacek Romanski, Tom Jaroszek. [7] Kirk Hammond, Phil Fortson. [8] Eric Gee, Phil Herman, Alexis Sivcovich, Carter Welch, Steve From, [9]

Terry Brady. [10] Eric Swanson, Christian Skaning. [11] Dan Morabito, Jim Groff, Brad Kostelich, Joe Facini. [12] Todd Greer. [13] Renee Havrilla, J.P. Braaten, Jocelyn Durant. [14] Doug Brooks, Flo Sanchez, Craig Matter, Faye Rook. [15] David Nanos, Jim Stephenson, Troy Sinks, Mike Barry. [16] Steven Wahoviak, Jim Miller. [17]Chris Kollwitz, Tim Schrader. [18] Brian Lotz, Brad Morrow. [19] Andrew Penny, Brad Adsit. (More photos on next page)

ATTENDING Deck Expo

(continued): [1] Lauren

Zecher.

LallicI

Building-Products.com

Alan Oakes. Frankie Emerson. [2] Stuart Dimery, Craig Jacks. Jennifer Faines. Doug Morse, Nicole Hill. [3] Joseph Horniacek, Rick Kapres, Scarborough, James Gunning, Matt Pasquarello, Dustin Feniso Shannon Huneycutt, Rob Long. [6] Roderick Kabel, Adam Gangemi. [7] Danell Hungerford, Brian Spencer. [8] Russell Hill, David Odum, Tom Zimmerman. [9] John Ardolina, Jesse Kahn, Mike Nolan. [10] Andrew Ellis, Tim Gillis.

McCu_llough, Matt Cullen. [4] Jeff r Osborne, Jim Poulin, Mike Descoteaux. [5] Bill Ross, Bob Otterson, John [11] Kyle Loveland, Lisa Martin. [12] Joel Cone, Joe Brower. [13] Chuck Casey, Tom Heard. [14] John Horenkamp, Bryant Coogan, Ryan Williams, Jen Frey. [15]Brian Houpt, Alex Hines. [16]David Ondich, Ernie Couillard. [17] Scott Nowatzki, Larry Crossley, Michael Barnett. [18] Lee Robinson Jr., Chuck Klopp. [19] Ralph Bruno, Rob Blakley.

Barclay Simpson, 93, founder of Simpson Strong-Tie parent Simpson Manufacturing, Pleasanton, Ca., died Nov.9.

After serving as a fighter bomber in the South Pacific during World War II, he returned to U.C.-Berkeley, but in 1946, three credits shy of graduating, he took over his ailing father's business, Simpson Screen Co. He grew and transformed the company into a structural connector giant, with offices and factories across North America, Australia, Europe and Asia. He continued to serve on the board and as head of investor relations until 2012, and retired last year.

LeRoy D. "Jack" Skriden, 82, former president of Metropolitan Lumber, Wanenville, Il., died Oct.23.

He retired in 2012 after 54 years with Metropolitan. He was also 19941995 president of the North American Wholesale Lumber Association.

Joseph Park Patton Sr., 85, former executive with Newton Lumber Co. and Gulf States Paper Corp., Tuscaloosa, Al., died Oct. 12.

Perry Clell Franklin, 88, former owner of Kurz-Franklin Lumber, Sabetha. Ks.. died Oct.21

After serving with the U.S. Navy in the South Pacific during World War II, he joined Crane Lumber, Savannah, Mo. In 1957, he acquired KurzFranklin, operating it for 12 years. He then returned to manage Crane, until retiring after 29 years with the firm.

Henry C. Trout, 93, owner of Ohio Valley Builders Supply Co., Marietta. Oh.. died Ocl25.

Rates: $1.20 per word (25 word min.). Phone number counts as 1 word, address as 6. Centered copy/headline, $9 per line. Border, $9. Private box, $15. Column inch rate: $55 if art furnished "camera+eady" (advertiser sets type), $65 if we set type. Questions? Call (949) 852-1 990. Send ad to Fax 949-852-0231 or david@building-products.com. Checks payable to Cutler Publishing. Deadline: 1 8th of previous month.

He served in the U.S. Army in Normandy during World War IL He also operated Trout Sand & Gravel, Marietta.

George Ritchie Latham Jr., 96, owner of Port Washington Lumber, Port Washington, N.Y., died Nov. 15.

Harry R. Rounds, 84, longtime East Coast lumberyard manager, died Oct. 15.

After retiring from the U.S. Air Force in 1971, he managed Manor Builders Supply, Oakland, Md., and Eastern Building Supply.

John Lawrence Garber Jr., 82, retired sales manager for Lowe's and Staunton Building Supply, Stauton, Va., died Nov. 8.

Mark Charles Hesselmann. 48. salesman with Seiffert Lumber, Davenport, Ia., died Oct.22 after a l9month battle with cancer.

James "Jimmytt Parr, 80, owner of Nelson Lumber Co. Pinev River. Va., died Oct. 28.

Clarence Philip "Phil" Karmazyn, 90, former manager of Curtis Lumber Co., Schuylerville, N.Y., died Oct. 22.

A U.S. Air Force veteran of World War II, he retired in 1986.

Garnett Malcolm Roadcap, 80, longtime salesman with Moore's Lumber & Building Supplies, Verona, Va., died Nov. 13.

A U.S. Army veteran, he retired from Moore's in 1992 after 33 years.

James D. "Butch" Jaeger,73,former account manager at Hatch Building Supply, Madison, Wi., died Nov.2.

WE BUY AND SELL PANEL STRIPS

Plywood, OSB, particleboard and MDF by the truckloads. Lumber Source, Phone (800) 8'74-1953,

Allen Arthur Hoel. 72. retired foreman and lumber grader for Simpson Lumber, St. Joseph, Mo., died Nov. 13.

A graduate of the University of Wisconsin and National Hardwood Lumber Association's inspector training school, he worked for Simpson from 1982 until retiring in 2011.

Harlan Glenn Davis. 92. retired yard foreman for Henry Hager Lumber, Gibson City,Il., died Nov. 14.

After serving in the Army Air Corp. during World War II, he worked forHager from 1951 to 1984.

Llsflngs are often submitted months in advance. Always verify dates and locations with sponsor before making plans to attend.

lllinois Lumber & Material Dealers Association - Dec. 2, board Christmas dinner, Hilton, Springfield, ll.; Dec. 3, board meeting, Springfield; (800) 252-8641 ; www.ilmda.com.

Waf lace Hardware - Dec. 2-4, fall market, Convention Center, Gatlinburg, Tn.; (800) 776-0976; www.wallacehardware.com,

Building Material Suppliers Association - Dec. 3, special order process management seminar, Richmond, Va.; (704) 376-1503; www.myDmsa.0rg.

Indiana Lumber & Builders' Supply Association - Dec. 3.4, annual members networking gathering, French Lick Springs Hotel, French Lick, In.; (317) 875-3737: www.ilbsa.org

Construction Suppliers Association - Dec, 4-5, blueprint reading & building material take-off, CSA Hq., Tyrone, Ga.; (678) 6741860; www.gocsa.com.

Florida Building Material Association - Dec. 5, government relations golf tournament, Mystic Dunes Resort & Golf Club, Kissimmee, Fl.; (352) 383-0366; www.fbma.org.

Peak Auctioneering - Dec. 6, LBM auction, Howard County Fairgrounds, Baltimore, Md.; (800) 245-9690; peakauction.com.

Northwestern Lumber Association - Dec. 9, introduction to building material sales seminar; Dec. 10-11, blueprint reading & material take-off, Sioux Falls, S.D., (888) 544-6822: www.nlassn.org.

Midwest Roofing Contractors Association - Dec. 10-12, annual conference, Gaylord Texan Resort & Convention Center, Grapevi ne, Tx. ; (800) 497 -67 22; www. mrca. org.

National Hardwood Lumber Association - Dec. 12, international forest products marketing workshop, Memphis, Tn.; (901) 3771818; nhla.com.

Building Material Suppliers Association - Dec. 16-17, blueprint reading & estimating seminar, Nashville, Tn.; (704) 376-1503; www,mybmsa.0rg.

Handy Hardware Wholesale - Jan. 8-10, spring dealer market, George R. Brown Convention Center, Houston, Tx.; (713) 6441 495; www.handyhardware.com.

House-Hasson Hardware Co, - Jan, 8-10, dealer market, Opryland Resort, Nashville, Tn.; (800) 333-0520; www.househasson.com.

United Hardware Distributing Co. - Jan. 8-11, market, Minnneapolis Convention Center, Minnneapolis, Mn.; (800) 8356560; www.unitedhardware.com.

Northeast Window & Door Association - Jan. 12-13, winter education meeting, Foxwoods Reso( & Casino Mashantucket, Ct.; (609) 799-4900; www.nwda.net.

Northwestern Lumber Association - Jan. 12-13, building products expo, Rivers Edge Convention Center, St. Cloud, Mn.; (763) 5446822; www.nlassn.org.

Missouri Forest Products Association - Jan. 13-14, annual meeting, Capital Plaza Hotel and Convention Center, Jefferson City, Mi.; (573) 634-3252; www.moforest.org.

Lake States Lumber Association - Jan, 15-16, annual winter meeting, Radisson Hotel & Conference Center, Green Bay, Wi,; (920) 884-0409; www.lsla.com.

Guardian Building Products - Jan. 16-19, show Indiana Convention Center, Indianapolis, In.; (800) 569-4262; guardianbp.com.

Buttery Co. - Jan. 17-18, dealer market, Bell County Exposition Center, Belton, Tx.; (800) 880-151 5; www.butterycompany.com.

lnternational Builders Show - Jan. 20-22, Convention Center, Las Vegas, Nv.; (202) 266-8610; www.buildersshow.com.

Do lt Best Corp. - Jan.22-24, winter conference, Walt Disney World Swan Resort, Lake Buena Vista, Fl.; (260) 748-5300; www.doitbestcorp.

Riding through the Holidays

A holiday tradition rhat involves a massive model train display can increase foot traffic and attract new customers both near and far, Bevell's Hardware in Blackstone. Va. has learned.

Up and running until the second week of each January, Bevell's annual Hardware Christmas Holiday Train Display has been known to provide a special holiday experience for the city of Blackstone as well as it's neighboring cities, counties and states. Thousands of locals and visitors make it a point to see the display every holiday season.

"What started out as a small idea has brought so much to the community," said owner Bobby Daniels. He went on to explain how the idea was inspired by his own unique hobby over 30 years ago as a small train display on a 4'x8' sheet of plywood with two trains and very little scenery. "Because it's gotten so popular over the years, we've grown. It has now grown into a 18'x56' train display, featuring more than l0 trains, with realistic town-like features," Daniels said.

The unique display has not only made Bevell's a well-known hardware store, it's also increased foot traffic and has brought in new customers that the store wouldn't normally reach. "Model railroading is an interesting hobby for all ages. The kids love it and they come with their parents who not only enjoy the display, they are also fond of our store, which is great for business," Daniels explained.

Bobby and his team have also managed to attract local and surrounding area schools. Teachers request to bring their classes to the hardware store as one of their field trips each year. Along with seeing this display, the students can visit with Santa and take a ride on a train, which includes an engine, flat bed car and caboose.

"It's brought a sort of uniqueness to our store, and it makes us stand out," said Daniels. Since opening 30 years ago, the display has attracted over 30,000 visitors to the city.

"Model railroading is my hobby and our hardware store has only benefitted from the display by attracting new customers from all walks of life," Daniels added. "It's also a holiday treat for our local everyday customers and they love it. I would not be able to do this working anywhere else."

ADVERTISERS Index

[or more on advertisers, call them directly or

Anthony Forest Products [www.anthonyforest.com] ...................3

BlueTarp [www.bluetarp.com]................. .............37

Center.Line Group [www.center.linetrailers.com] ......................25

Crumpler Plastic Pipe [www.cpp-pipe.com] ..........................,.,,..23

CT Darnell Construction [www'ct darnell.com]...........................24

DiamondPier [www.diamondpier,com],............................,..,,.......15

Everwood Treatment Go. [everwoodtreatment.com]..,.,.,.C0ver lV

International Beams [www.internationalbeams.com].........C0ver I

Kop-Coat [www.kop-coat.com] ...,........... ..............,7

Lumbermens Association of Texas [www.lat.org] .............Cover ll

Pennsylvania Lumbermens Mutual lnsurance Iplmins.com].....13

Richardson Timbers [www.richardsontimbers.com] ...,.,.....,......26

Roseburg Forest Products [www,roseburg.com] .........................5

Siskiyou Forest Products [siskiyouforestproducts.com]...,...,.,.1 9

Swanson Group Sales [www.swansongroupinc.com]......Cover lll

Goming llert tonth in BPII

o WindoHs & lloors o Sofihom PinG o 0omputGr'$ & Iocnnologl

Siding, Bootinu & Trim 0 Westem W00ds

ALL ABOARD: The annual train display helps Bevell's hardware stand out and attract new customers every year.

(Photo couftesy of Bevell's Hardware) visit their websites [in hrackets].

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