BPD August 2021

BPD

Building Products Digest

AUGUST 2021

THE VOICE OF THE LBM SUPPLY CHAIN — SINCE 1982

SALES & MARKETING SPECIAL ISSUE • HOUSEWRAPS • GYPSUM WALLBOARD

THE FIRST STAIN

WORTHY OF THE YELLA TAG. Introducing YellaWood Protector® Semi-Transparent Stain and Clear Water Repellent.

It takes a whole lot to earn the right to wear the Yella tag. Backed by fifty years of proven knowledge and quality, YellaWood Protector® products are specifically formulated by the makers of YellaWood® pressure treated pine. YellaWood Protector® products provide longlasting, rich color and the superior protection homeowners demand. All with a limited warranty against chipping, peeling, water damage, mold, mildew and color fade. Since there are no long drying times or even in-store mixing or tinting required, your customers will love how easy it is to use. Call your sales rep today or visit yellawood.com/protector and finish like a pro.

yellawood.com/protector

YellaWood® brand pressure treated products are treated with preservatives (the “Preservatives”) and preservative methods, and technologies of unrelated third parties. For details regarding the Preservatives, methods, and technologies used by Great Southern Wood Preserving, Incorporated, see www.yellawood.com/preservative or write us at P.O. Box 610, Abbeville, AL 36310. Ask dealer for warranty details. For warranty or for important handling and other information concerning our products including the appropriate Safety Data Sheet (SDS), please visit us at www.yellawood.com/warranties or write us at P.O. Box 610, Abbeville, AL 36310. YellaWood and the yellow tag are federally registered trademarks of Great Southern Wood Preserving, Incorporated. All other marks are trademarks of their respective owners and are used with their permission.

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CONTENTS

August 2021 Volume 40  Number 8

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Special Issue

Features

Departments

29 SALES & MARKETING

10 MARGIN BUILDERS

ACHIEVING YOUR PEAK PERFORMANCE

12 PRODUCT SPOTLIGHT

8 ACROSS THE BOARD 16 TRANSFORMING TEAMS 18 LUMBER 411 26 MOVERS & SHAKERS 48 NEW PRODUCTS 52 CLASSIFIED MARKETPLACE 52 IN MEMORIAM 52 TALKBACK 53 DATEBOOK 53 ADVERTISERS INDEX 54 FLASHBACK

INDUSTRY EXPERTS OFFER TIPS ON IN SALES, MARKETING, SOCIAL MEDIA, AND BRANDING.

DRAINABLE HOUSEWRAPS VS. RAINSCREENS THE EVOLUTION OF GYPSUM WALLBOARD

14 COMPETITIVE INTELLIGENCE INDIANA HOME CENTER BECOMES HOOSIER HERO

BPD

Building Products Digest

AUGUST 2021

THE VOICE OF THE LBM SUPPLY CHAIN — SINCE 1982

SALES & MARKETING SPECIAL ISSUE • HOUSEWRAPS • GYPSUM WALLBOARD

THE FIRST STAIN

WORTHY

OF THE YELLA TAG. Introducing YellaWood Protector® Semi-Transparent Stain and Clear Water Repellent.

24 THINKING AHEAD WITH NAWLA PATRICK LUMBER: LOOKING INWARD BEFORE LOOKING OUTWARD

42 FEATURE STORY

THE BEST ADS OF THE YEAR

It takes a whole lot to earn the right to wear the Yella tag. Backed by fifty years of proven knowledge and quality, YellaWood Protector® products are specifically formulated by the makers of YellaWood® pressure treated pine. YellaWood Protector® products provide longlasting, rich color and the superior protection homeowners demand. All with a limited warranty against chipping, peeling, water damage, mold, mildew and color fade. Since there are no long drying times or even in-store mixing or tinting required, your customers will love how easy it is to use. Call your sales rep today or visit yellawood.com/protector and finish like a pro.

yellawood.com/protector

YellaWood® brand pressure treated products are treated with preservatives (the “Preservatives”) and preservative methods, and technologies of unrelated third parties. For details regarding the Preservatives, methods, and technologies used by Great Southern Wood Preserving, Incorporated, see www.yellawood.com/preservative or write us at P.O. Box 610, Abbeville, AL 36310. Ask dealer for warranty details. For warranty or for important handling and other information concerning our products including the appropriate Safety Data Sheet (SDS), please visit us at www.yellawood.com/warranties or write us at P.O. Box 610, Abbeville, AL 36310. YellaWood and the yellow tag are federally registered trademarks of Great Southern Wood Preserving, Incorporated. All other marks are trademarks of their respective owners and are used with their permission.

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ACROSS the Board

By Patrick Adams

Knowing when to recharge

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a blessing. I know I’m preaching to the choir when I say that we are in good business times.

Demand is high, margins are great, and things are returning to “normal.”

Although I wish our business ran a direct parallel to lumber prices, we have nothing to complain about. Recent investments in new products, services and offerings have our entire team working at 100%. On top of it, next year celebrates our 100th year of service to this industry, which also has us busy planning an ama ing offering of e citing new things to come!

The old saying “Make hay when the sun is shining” is one that I try to live by. That said, during bad times I can’t remember working less. It’s a blessing and curse being someone who defines themselves, and my obligation to my family and team, by how much I work. It’s something that I’ve always been proud of that it s rare to find someone who will outwork me—clearly a sign that I’m overcompensating for a lack of countless other personality traits!

This year, we had planned a family bucket list trip—almost three weeks traveling with the RV. Heading northeast through Nevada into the high country of Colorado to show them where each season some friends and I call home for elk season. Then, it was north into Yellowstone for a week, Zion, Utah, then slowly home. But, I pulled the plug on the trip with as busy as we are and the thought of being in areas with no cell service or WiFi. I blamed it on a lot of things like the kids being too young or us having just upgraded our RV and not fully road-tested it, but in reality, I felt guilty about leaving when we were so busy.

Fast forward and some friends, on the spur of the moment, invited us to join them on a week-long camping trip to the ierras of alifornia. y first inclination was to refuse, but after my wife and entire team emphatically said, “Go!” I agreed. As I write, we’re on day 5 of 8 and I’m looking

at towering pines and a beautiful lake surrounded by spectacular mountains. We are completely unplugged—no cellular, no WiFi, no electricity, no water other than what we brought with us.

The kids are somewhere—acting like kids, doing the things kids do once they escape the city and modern conveniences.

Today, we took an excursion to a nearby mining ghost town that was founded in the late 1800s and preserved somewhat as a state resource. Walking around, we learned that at one time over 8,000 people called this place home and tried to better their future. I looked around with special attention to the construction of buildings, fi tures and the tools they needed to test their fortunes. Heavy timbers still stood, as did the sawmill that supplied it all. Mine shafts were still shored up and buildings still stood. As I walked through Main Street, it was easy to imagine the real life Tombstone in action in those days—the hard work, the risk, the challenge, the disappointment all in an attempt for a better life for their families.

As I sit here, I’m exhausted. Camping is not easy and camping off grid with two small kids is not rela ing. ut, there is something in me that is fully recharged. The simplicity of this life quiets the mind and the soul and has me recentered and focused on the things that matter most in life.

The sounds of nature remind me that life moves on regardless of what we deem as important in a given day. I went up the road to get a signal certain that there was a crisis that needed my attention and all I saw was correspondence of my team working like a well-oiled machine acting on the words, “Don’t worry, we’ve got this.” My kids just ran through camp with about six other kids in tow. There were skinned knees, more dirt than clothes should be able to absorb, and nothing but laughs and smiles.

Looking back now, I needed to recharge and probably need to more often. Not just for me, but for my kids and my team as it helps me get closer to being the best me. I imagine all of you are in the same spot following the run our industry has had but I assure you, it will still be there when you return. Get out there, recharge, and be reminded of what we’re all fighting for Wishing you all a wonderful summer full of success at work, and the time to reflect on what that success is for.

Patrick S. Adams Publisher/President padams@526mediagroup.com

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 Building Products Digest  August 2021

Building-Products.com

MARGIN Builders

By Kaylen Handly

Drainable housewraps vs. rainscreens B

increasingly recognizing the importance of building science-driven design in creating homes that are resistant to moisture intrusion and air leakage. As such, it’s critical that dealers understand the elements of high-performance wall systems and how the products they sell work together.

One of the most essential parts of a well-designed wall system is a drainage plane that allows bulk water that breaches the cladding to drain away and also provides airflow to dry out the cavity. That drainage plane is typically created in one of two ways: via a rainscreen or a drainable housewrap. nderstanding the differences between the two, and which is most suited for each project, can help your customers make the right product selections.

The Wall System High-performing walls perform best as a system, so simply swapping out one product type for another could cause the envelope to fail or not live up to its potential. If a project specifies a rainscreen, for example, switching it out for a drainable housewrap under the assumption that it will do the same thing isn’t advised without examining the potential impact on the other products in the system.

Think of the drainage plane in a good-better-best scenario: A flat housewrap is good, a drainable housewrap is better, and a rainscreen is best. he primary difference is the volume of bulk water than can drain away and the amount of air that can move through the system to effectively rid it of moisture.

A rainscreen is the more robust of the options and can be created by at-

10

BENJAMIN OBDYKE’S HydroGap SA is a self-adhered drainable housewrap with 1mm spacers to create 96% drain efficiency.

taching furring strips to the housewrap and sheathing or with a roll-on 3-D matrix material. Some claddings have rainscreens built into the backside of the material. The rainscreen creates a capillary break that causes it to drain downward, and also creates a larger airspace for drying.

A drainable housewrap incorporates spacers onto the face of a traditional wrap, either via an embossing texture or with physical bumps. A drainable wrap releases the pressure that builds up to drain but doesn’t increase the wall system’s drying potential.

There are important considerations within the drainable housewrap category, as well. For example, an embossed or textured wrap doesn’t create a true drainage space, causing friction that holds a lot of water. A drainable housewrap with a 1mm space, however, provides greater drainage efficiency of up to 96%. For these reasons, some siding

 Building Products Digest  August 2021

manufacturers recommend or require certain types or brands of drainable housewraps, so ensure your customers specify what the project’s siding requires.

Product Considerations What system your customers should choose depends on several factors. First is climate: A rainscreen should be one of the first considerations in wetter regions like the acific orthwest and the Northeast, but may not be necessary in drier areas.

Builders will also need to weigh budget and cladding. With a tighter budget, a drainable housewrap could be good enough for cladding materials like fiber cement and composites. ut a rainscreen is a crucial investment under wood siding and masonry. Rainscreens prolong the life of wood claddings by (Continued on page 13) Building-Products.com

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PRODUCT Spotlight

By John Chamberlin

The evolution of gypsum wallboard G

. One of our greatest building products and the perfect solution for interior and exterior use in various iterations. But what do you know about them? They are certainly not a new product, traced back to the United Kingdom in the 1880s.

Why are they important now? Let’s take a holistic look at how they can be used and what trends for gypsum boards are on the horizon.

And as for the gypsum itself? Early civilizations (think: Egypt, Rome, etc.) used this fine-grained white substance to create sculptures. Much later, gypsum crystals would be introduced to paper facing on wallboards due to their ability to bond with the plaster and create a stronger surface.

These days, gypsum is a common mineral found near sedimentary rocks.

The mineral is created and deposited

from water sources (lakes, oceans, hot springs, etc.) and is available widely across the United States.

Original gypsum wallboards were made by layering plaster within four plies of wool felt paper. The sheets were 36”x36-1/4” thick with open, untaped edges. From there, the product developed into replacing some of the wool layers with paper-based facings, and the potential for fire resistance was realized. The boards eventually evolved to become lighter and less brittle, and gypsum became an early substrate for the plaster. In this iteration, gypsum plaster boards might have been penetrated with holes or grooves to increase efficiency.

As architects and builders take their structures into new levels of product complexity, gypsum boards grow with them. Originally praised for their nat-

USE OF a truly integrated WRB-AB system eliminates steps in construction, saving time and money.

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 Building Products Digest  August 2021

urally occurring fire and sound resistance, gypsum wall assemblies now point to the wall board in combination with framing and insulation, offering increased sound protection, fire-rated walls, and an overall highly desirable fire-rated performance.

Let’s look at multifamily building applications/light commercial buildings as an example: in a condominium building, an apartment complex, or an office setting, fire-rated walls separating one unit from another are an absolute necessity. Area separation walls constructed with gypsum boards are a common and popular way of addressing this need. This application of gypsum boards contributes to non-combustible construction and helps lower the risk of fire traveling, of potential injuries, and of overall devastation to a building.

Fire is the real reason why gypsum was first used, but it s since grown to be a multi-use, multi-faceted product with a growing list of benefits: noise reduction, mold and mildew resistance— these are only two of the growing lists of attributes of this versatile product.

Taking the gypsum board to the next level and building a system around it was the next natural step.

Georgia- acific, for one, has done just that. Long recognized as the industry pioneer of gypsum board innovation, the company’s DensGlass Gold heathing was the first glass mat faced exterior sheathing on the market (upwards of three decades ago) and added a not-yet-seen additional resistance to moisture in construction. rom there, product offerings evolved with additions like DensArmor Plus Interior Panels, DensGlass Shaftliner, and DensShield Tile Backer and most recently into the DensElement Building-Products.com

arrier ystem, introduced about five years ago. he use of DensElement Barrier System, a truly integrated WRB-AB sheathing combining exterior gypsum sheathing, a water-resistive barrier, and an air barrier, eliminates steps in construction, saving time and money. It is resistant to moisture, of course, and serves as a top-quality water-resistive barrier (WRB) on an exterior wall.

To complement the DensElement Barrier System, Georgia- acific introduced DensDefy roducts in . Given the ongoing labor shortage in the industry, DensDefy products—to include DensDefy Liquid Flashing and DensDefy Transition Membrane—were designed to bridge the gap and provide the highest quality, innovative portfolio of integrated sheathing solutions, while keeping it simple.

And now the final piece of the pu le, the final cog in the wheel, the completion of the system has been introduced: DensDefy i uid arrier. his brand-new fluid applied water resistive barrier and air barrier completes the full suite of water resistive barrier products for Georgia- acific, offering a system with weather versatility and demonstrated performance that is compatible with existing GP products and requires no new trades for installation.

The added value of selecting a system from a single manufacturer, as opposed to multiple standalone products, is clear: When the products are backed by one company, one brand, there’s a higher level of both expectation for success and trust. Purchasing a system from one source means single source warranty, and one point of contact should help be needed. It’s also an assurance that because the products were brought to market by the same company, they’re guaranteed

DENSELEMENT sheathing combines exterior gypsum sheathing, a water-resistive barrier, and an air barrier.

to work together.

Look beyond the product to the system. Singular products may work well alone, but a complete portfolio of solutions—ranging from interior boards to exterior application integrated R -A to li uid flashing li uid barrier options that may be used on multiple substrates—this is the solution to add adaptability, accountability and reliability to your project. Rely on a family of products that work well together to help protect against water intrusion and mitigate against the risk of unwanted air movement. A whole-system solution eliminates the need for additional construction crews and saves time and money on the jobsite. our final step hoose a brand you can trust with a solid track of innovation and trustworthy materials.

– John Chamberlin is director, product management – gypsum for Georgia-Pacific Building Products. For more information, visit buildgp.com.

Drainable Housewraps (Continued from page 10)

reducing moisture content and decreasing maintenance needs.

In addition, changes to the 2021 International Residential Code will require a rainscreen behind stucco for projects in geographic areas with at least 20 inches of annual rainfall. Oregon recently adopted a specialty drainage requirement for a 1/8” rainscreen behind cladding; drainable housewraps can be used instead if the product achieves a drainage efficiency over .

Another consideration is the home’s window details. Installing a rainscreen will add at least 1/4” to the exterior surface; depending on the thickness or projection of the windows, it can impact the appearance of the trim details.

Packing out the window to address the e tra can in turn influence the interior trim, requiring an extension jamb to ensure the window reaches the drywall layer. If such changes aren’t possible, a drainable housewrap may be an ideal alternative if allowed by the siding manufacturer.

For salespeople wishing to learn more about these details to sell more effectively, many manufacturers make their training sessions available to dealers as well as builders.

Building-Products.com

SLICKER HP from Benjamin Obdyke combines a detachable rainscreen and premium housewrap in a single application

Above all, it’s critical to be thinking of the envelope as a system, rather than just focusing on what products might be in stock. Not all materials work with others. Taking a systems approach ensures products are compatible and that together they will collectively prevent moisture and air intrusion into the

home. Reach out to your manufacturer partners to learn more about their systems and how their products integrate with other brands and options.

– Kaylen Handly is technical innovation manager for Benjamin Obdyke, Horsham, Pa. (www.benjaminobdyke.com).

August 2021  Building Products Digest 

13

COMPETITIVE Intelligence

By Carla Waldemar

Hoosier hero H held a Grand Opening for its new location in 2016, 2,000 people lined up at the doors... not bad for a town of 2,500 in the middle of nowhere, Indiana.

It’s a far cry—and a far distance—from Indianapolis, which owners Dennis and Sherry Bishop were looking to leave in order to raise their kids in a less-hectic environment.

“They got a call from a relative, saying that a hardware store in Petersburg was for sale,” recalls Robin Smith, their middle child. “Dad never had hardware on his radar; he was no handyman”—still trying to live down the day he drilled a hole in his own hand. Yet he did his due diligence and bought the outfit in . ehind its charming vintage brick façade, however, the place was dark, dusty and crowded— not inviting folks to linger.

“My parents turned it around,” says Robin, who’d graduated high school in and headed off to college to pursue a degree in accounting. Along the way, she married ric mith in and joined him in a cellphone operation—which, they came to realize, had but a limited future in the face of the growing Internet.

“By 2015, we realized everybody was going online.

Meanwhile, the Petersburg store, although it lacked parking, was doing well, so we approached my parents about teaming up and growing it more aggressively.”

Robin—a young lady who makes the Energizer Bunny look like a slacker—undertook research to guide their decision on the expansion necessary to support two families: add on, build a new store, or buy a bigger existing

W

PETERSBURG HARDWARE leadership (left to right): VP/co-owner Eric Smith, president/co-owner Robin Smith, Robin’s parents Sherry and Dennis Bishop.

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 Building Products Digest  August 2021

building? “We had a 9 a.m. meeting scheduled to make our decision and move ahead; at 8 a.m., I received call that our foster baby was ready to be picked up.” (She’s been called “The Hardware Baby” ever since and grew up in the store.)

The decision, by the way, was to move into a fourtimes-larger, 28,000-sq. ft. modern building on the market and nearer the highway. And it was Robin s job to fill it, beyond the usual plumbing, electrical and such. “Horse feed, lumber, plants, toys, clothing—the sky’s the limit. It was a whirlwind!”

Customer surveys, their co-op’s feasibility study, and financial projections had all pointed to e pansion in si e and depth of offerings. And they turned out to be right on the money. Says Robin, “We did well above estimates, reaching the five-year goal in three years. And now, we need to expand even more—to move our lumber outdoors. There are not a lot of new homes going up at present, but a study indicates the town could support new houses.

Meanwhile, it’s decks, add-ons, remodels, and barns, with contractors supplying 15-20% of Petersburg’s trade.

Competition? There isn’t any, Robin declares. “It’s 20, 30 miles to the boxes. Here, we offer a small-town mentality, where we greet people, help them, walk them through their projects. (As an astute five-year-old critic advised her mother, ‘This is better than Lowe’s!) “Our 2016 Grand Opening brought in lots of new customers, saying ‘I can’t believe this!’ and ‘Great store; I’ll be back.’

“Still, we didn’t know what to expect with this year’s April anniversary celebration because of COVID, but people felt revived and ready to shop again. Our sales that day—$200,000—were more than the previous owner had in his entire life; 24 high-end Scag riding mowers. I walked around passing out water bottles to keep our staff going.

Building-Products.com

28,000-SQ. FT. store is led by dynamo Robin Smith.

etersburg s staff of is a blend of old-timers (two inherited from the former owner), three more that segued from the old building, and the rest hired to serve the vastly-bigger new location—“and we’re looking to hire more, but they re so hard to find. ualifications how up!” she laughs. Seriously: “Look nice, be able to hold a conversation, be friendly, fit in with our team. e re like family here; we take care of each other. Everybody watches out for everybody else. We celebrate birthdays, our Number One thing! If it’s a milestone, we decorate the store, dress up. In July, we hold a big party—nice dinner, gifts. We take everybody bowling. Bring in pizza.”

Contractors? “They love us, too. We keep these guys in business. We recommend them to our DIYers. I’ll even grab them while they’re in the store: ‘Help me with this customer!’”

Those retail shoppers get a big boost from Robin’s mom, Sherry. “She’s the biggest DIYer I’ve ever met. She keeps up with trends for me, too,” declares her daughter.

I ll find her re-doing furniture in the middle of the power aisle, doing projects with our products. She’ll dress up like a clown, a cowboy, a hot dog. (In fact, one day when we had to take someone into the hospital, she was spotted: ‘You’re the hot dog lady at Petersburg!’) Watch her Facebook video,” Robin directs. Or watch the company’s commercials. “We make our own, using our cellphones.

The ones where we make fun of Dad are really popular. For our first anniversary, we did a video feature that got , views within 24 hours, worldwide. People in Germany!”

Ladies’ Night, as I’ll bet you can guess, is a big hit here—in fact, they call it Carnival. “We have games, made from products sourced here, giving them ideas for parties.

The women cut loose and have a lot of fun, and the noise level is due to laughter.” hen there s what I believe to be a first in the history of lumberyards: Chick Days. “A mess! We bring in baby chicks to sell (ducks, turkeys, and quail, too). Once I had to chase a baby quail through the store, yelling ‘Help me!’

‘No!’ they yelled back: ‘It’s too much fun watching you.’

But it increased our feed sales.

“Adding departments is my go-to area, and it takes a lot of shelves to fill , ft. o I increased toys from ft. to 28 ft. and brought in an entire pop-up toy section. Then, for Easter, I came in, after hours, and made up Easter baskets, using flowerpots, wrapped in cellophane, which sold for from $10 to $30. People even phoned in special orders.

“In merchandising endcaps, I made an entire endcap up of kids’ garden tools. Then at Christmas, we decorated Building-Products.com

“CALL SANTA” is from one of the company’s best marketing campaigns. According to Robin, “We do our own in-house commercials.

This was our Christmas commercial for 2019. Sherry dressed as a mischievous elf. Through the commercial she did things like stealing decorations, taking a ladder, taking tools, just trouble around the store.

At the end, the employees catch the elf and tie her with garland to a cart and wheel her out the store. The photo is the last scene and the teaser for our new commercial coming soon. We receive thousands of views on these commercials. Our very first one at the new location had over 20,000 unpaid views in the first 24 hours of being posted!”

trees, and families would come in to take their family photos beside them. We collected letters to Santa. The town of Santa Claus, Indiana, is only 45 minutes from our store.

I wrote each kid a personal reply and then drove to Santa Claus to get them postmarked there.”

If it sounds like they’re all having way too much fun in a workday, pay attention to this: During the first year in the new store, sales skyrocketed 132%. The average ticket grew 30%. And average transactions were up 82%. What dropped? Rentals. So the practice was discontinued and the space put to better use.

What’s next? “The sky’s the limit,” Robin reiterates.

“We’ll do a redesign in the near future because of our growth, allowing us to get our lumber outside. That segment is growing fast, not only in dollars transacted but in number of boards.”

(Hey, I have an idea: Dress Mom up as Paul Bunyan….)

Clearly Robin is here for the long haul. “I absolutely enjoy every single day: We can make a difference in our community.

We help out our customers, we listen to them, and they’re so thankful.”

Carla Waldemar cwaldemar@comcast.net August 2021  Building Products Digest 

15

TRANSFORMING Teams

By Paige McAllister

Reimagining your workplace:

Hybrid work

O

in the current COVID world with the relaxing of COVID restrictions across the country requires considering what your future workplace will look like. According to a survey conducted by orrester Research, while only of companies offered remote work options prior to the pandemic, going forward more than plan to offer fully remote or hybrid work arrangements.

An equally important factor in the structuring of the workplace will be how employees want to work. According to a FlexJobs survey, 96% of employees would like some form of remote work arrangement. The primary reasons for their desire to remain remote are their continued concern about COVID-19 safety as well as their concern with having less fle ibility and less work-life balance. econdary reasons employees want to keep a remote work arrangement are due to the cost savings and their not having to commute. In fact, remaining remote is so important that of surveyed employees are willing to take a pay cut to continue their arrangement and 58% are saying they would look for another job if they cannot continue with some sort of remote work arrangement.

What does this mean? It means that, while you may be uncertain about the need to offer some remote work arrangement, not offering something may result in valuable employees leaving you in a job market which is very employee-friendly. And who are the companies finding candidates to accept their positions he ones who are offering remote work.

While weighing options for your workplace, consider some of these thoughts:

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 Building Products Digest  August 2021

COVID is not gone yet. With a large unvaccinated population and the once-again increasing percentage of COVID cases due to the Delta variant, no one should act like everything is “back to normal.” As long as there is a chance someone can contract COVID-19, employers must take actions to prioritize the health and safety of their employees. his may mean offering reasonable accommodation to those who are at high-risk or who legitimately cannot get the COVID vaccine. If an employee is still staying isolated in fear of contracting ID, then offering a remote work arrangement may be necessary. But if they are eating in restaurants, going to the movies or sporting events, and traveling on vacation, you have more of an argument to require some in-office work.

Changes to policies and work arrangements can be temporary or become regular practice. As with any policy or practice (except employment-at-will), employers should always reserve the right to modify or rescind an agreed-to arrangement based on company needs. This allows employers to try a new arrangement while not being committed to it if circumstances such as poor performance, lower ID rates, need for more in-office man power, or financial impacts change in the future.

Most employees do not expect a fully-remote schedule but would prefer a hybrid arrangement to always working in-office. By having some days each week that they do not need to commute or face the disruptions in the office, employees can balance their face-to-face needs while having time at home to concentrate on their productivity.

If you cannot have a fully-remote workforce, look into hybrid options. This could be having employees stagger Building-Products.com

their workweek with certain days in the office with the rest at home. Most companies have certain positions that cannot work remotely but that does not mean you should not try to offer a partially-remote option for those positions that can.

Avoid falling into the “presenteeism” trap of valuing the work of employees in the office more than the work of those who are remote. Instead, create realistic performance expectations for every employee regardless of where they work and hold each employee accountable. Someone being in the office does not mean they are working harder or more effectively than someone who is remote. ou can learn more about presenteeism in our video found here.

Focus on availability for remote employees as you would attendance for in-office employees. Require remote employees to be available during certain days and times so they can be reached by clients and co-workers. But also allow some freedom when possible as long as their work is being done. If they are not available and/or are not producing, talk to them about their failure to meet expectations and then offer options such as increasing their in-office time or reassessing how their tasks are done.

Create effective communication methods for all employees. Employees should be connected with their managers and co-workers so create requirements for scheduled and impromptu communication using phone and video calls, not just email. Most remote employees do not need to talk to their manager more than a couple of times a week but, since each employee is incentivi ed differently, you may need to create different plans to interact with each one.

Establish policies to define expectations and requirements. Your policies should cover the issue, use, and return of company computers and laptops, the protection of company and client information, network security, expense

reimbursement, time-tracking for non-exempt employees, and ergonomic work areas to reduce Workers’ Comp claims.

If you are hesitant, consider asking those who move to remote work to offer a concession. Employees who value remote work may be willing to take a reduction in pay, benefits, or perks. hile not effective in a fully remote workplace, it may help balance morale in a company where some employees must work in the office.

Set different in-office policies for vaccinated and unvaccinated employees. Follow the guidelines of the CDC, OSHA, and most states by allowing vaccinated employees to forego masks and social distancing while still requiring it of the unvaccinated. Require employees to prove they are vaccinated or else require them to follow the policies for the unvaccinated. Please note: This is not requiring anyone to get vaccinated or submit proof of vaccination but rather offering a mask-less option for those who can prove they are vaccinated. veryone had to be fle ible when everything shut down. he best approach going forward is to remain fle ible since COVID-19 is still impacting employees in various ways, some of which are unexpected and cannot be planned for. Understand if a family need arises which requires more working from home as that accommodation is probably better than having to find a new employee.

Paige McAllister, SPHR Affinity HR Group contact@affinityhrgroup.com

Q. I received a call asking for a verification of employment for one of my employees. I thought everything was good based on recent conversations, but now I’m not sure what is going on. Can I ask them if they are job hunting?

A. Legally, yes, you can ask since you learned about the job search through a legitimate source. However, you should not if you learn of it through an unreliable method such as the rumor mill, by searching an employee’s social media page, or by finding the employee’s resume on a job site. The more important question is SHOULD you ask and if so, HOW. If this is a valuable employee, then you may want to have a conversation explaining that you received the employment verification request and were wondering if they are searching for a new job. If they are, you can ask why and see if you can offer some reason for them to stay. You may not be able to meet their demands, but it could help ease the transition out when they do leave.

If you are not going to be sad to see the employee leave, perhaps you stay quiet and hope they get the job. Their resigning should alleviate your unemployment burden as well as a wrongful termination charge.

I would also think twice about asking certain employees, however. It may be best to not mention it to an employee who is angry or vindictive or who would burn the place down on their way out. Even if they are valuable, you may be making the situation worse for yourself. So instead of confronting them, you may want to bide your time and quietly start looking for their replacement.

Building-Products.com

August 2021  Building Products Digest 

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LUMBER 411

By Jeff Easterling

A Special Series from Northeastern Lumber Manufacturers Association

Let’s learn more about eastern hemlock

. Latin name: Tsuga canadensis.

Also known as Canada hemlock or hemlock spruce.

If you happen to live in the French-speaking regions of Canada, it’s known as pruche du Canada. No matter what you call it, let’s learn more about it!

Prevalent across New England and over into the Great Lakes states like Minnesota and Michigan, the eastern hemlock can also be found all the way down into the Appalachian Mountains (think: Northern Alabama and Northern Georgia) and even throughout western hio and into Illinois. In anada, you ll find the eastern hemlock in all provinces east of Ontario except Newfoundland and Labrador. The species flourishes in high-moisture areas, so check along rocky ridges, ravines and hillsides in areas of heavy moisture and high precipitation. Eastern hemlocks love shade and live an exceptionally long time.

What does it look like? It’s a native-grown, evergreen coniferous tree with heavily foliaged branches that sweep up. Most fully grown, mature eastern hemlocks clock in at around - feet in height and around inches in width; one has been recorded at 5 feet 9 inches thick. One of the largest eastern hemlocks ever recorded was a whopping feet high and inches in width.

Its trunk is straight and almost never forks, while the bark is brown in color and deeply fissured. As the tree ages, theses fissures tend to get deeper. he twigs are a brown-yellow and gathered densely on the branches, which makes them perfect for ornamental planting. The needle-like leaves measure under one inch in length, and the eastern hemlock wood is soft-looking (and feeling) with a beautiful coarse grain.

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A little history. From 1880 to 1930, the eastern hemlock was harvested primarily for its bark, which was— and is—a source of tannin for the leather industry.

Eastern hemlock lumber production reached its peak between 1890 and 1910, with the primary product uses being light framing, sheathing, roofing, subflooring, boxes, crates and general millwork.

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 Building Products Digest  August 2021

The eastern hemlock stands are considered essential for shelter and the bedding down of animals like the white-tailed deer during the cold winter months.

Snuggled up next to the deer you might find ruffed grouse, turkeys and other forest denizens.

Sometimes planted as an ornamental tree, the eastern hemlock offers good foliage color and is adaptable to shearing. The past several years have seen sporadic infestations by the hemlock woolly adelgid, an invasive pest from Asia that feeds on the sap at the base of the needles. Control measures are in place today to stem the range of the bug and reduce damage and tree mortality rate.

How is it used? If you lived during the pioneer days, chances are strong you would have used an eastern hemlock broom for straightening your cabin. You probably would even have served tea from eastern hemlock twigs and needles to your pioneer friends! Another bonus? The inner bark can be eaten raw or boiled—especially in the winter and early spring to make flour. um Today eastern hemlock is graded under the National Grading Rule. Although the species is moderately low in bending strength and shock resistance, eastern hemlock can be used in construction for light framing, sheathing, subflooring, and roofing. It s immensely popular in the manufacture of boxes, crates, pallets, and as paper pulp for newsprint and other low-quality papers. The unusually strong nail-holding capacity makes it perfect for holding spikes in railroad ties.

How much is used? Annually, more than 100 million board feet of lumber is manufactured by lumber mills located in the Northeastern U.S. The most common grades of eastern hemlock lumber and timbers are No. 2 or lower due to the prevalence of shake that develops within the tree over time, or through the drying process.

For more information on eastern hemlock or other New England/Great Lakes wood species, please visit www.nelma.org.

– Jeff Easterling is president of Northeastern Lumber Manufacturers Association. Reach him at info@nelma.org.

Building-Products.com

BIP Acquires Warner Robins Under New SE Division Building Industry Partners has formed a new regional LBM dealer organization, Southeast LBM Interests, in partnership with industry veteran Roger Farmer, most recently executive VP of Swift Supply. The start coincides with their acquisition of the assets of eight-location pro dealer Warner Robins Supply, Warner Robins, Ga. ounded in , arner Robins Supply operates in Warner Robins, as well as seven rural markets in Georgia, North Carolina, and South Carolina, with nearly 200 employees and annual sales exceeding $80 million.

The deal addressed the Bayer family’s succession planning needs for the business. Mark Bayer will remain as an advisor to Southeast LBM and chairman of Warner Robins Supply post-transaction, after more than 40 years leading the organization. Farmer will serve as president of the platform Southeast LBM and succeed Bayer as president of Warner Robins Supply.

The operations will retain their names, including Warner Robins Building Supply, Henson Building Materials, and Mountain Building Supply.

According to Matt Ogden, founder and managing partner of BIP, “Southeast is I s first new platform under our people-first purpose we ll be implementing broad-based employee ownership programs, with supporting programs designed to set in motion the virtuous cycle of investing in people. There is a wonderful opportunity ahead for this family of companies, our employees, our customers, and all of our business partners.”

BIP operating partner Nick Massengill, a Georgia native and Atlanta-based LBM veteran, will be part of the BIP Investment Team supporting Southeast LBM’s success.

Mead Buying Kansas Chain Mead Lumber has agreed to purchase Heartland Building Center, with locations in Hays, Stockton and Russell, Ks. Heartland’s current management, under the direction of general manager Derrick Bussman, will continue to oversee day-to-day operations under the 130-year-old Heartland name.

“Heartland Building Center is a great company with a tremendous reputation and long-standing history in the building community; we are excited to have them join our family,” said Dave Anderson, president of Mead Lumber.

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“This acquisition is a great opportunity for our company and fits our strategic plan to expand further into Kansas.” ead umber now operates locations in Colorado, Kansas, Iowa, Montana, Nebraska, Oklahoma, South Dakota, and yoming, including five truss and wall panel plants.

SRS Expands in Chicago SRS Distribution has acquired sister companies Acorn Roofing upply, Prairie State Exterior Products, and 55 Building Supply, distributors of residential and commercial roofing, siding and related products.

Headquartered in Chicago, Il., the combined companies were founded in 1984 by Richard Sawilchik and are run today by Bryan Sawilchik and Ross Ridder. Sawilchik and Ridder will continue to lead the division under their existing brands.

Builders FirstSource Divesting Gypsum Operations Opting to focus on its core businesses, Builders FirstSource agreed to sell all assets of its standalone Eastern U.S. Gypsum Distribution Operations to L&W Supply.

L&W will acquire 21 facilities in the Northeast and Southeast, assume the real estate leases for those operations, and hire substantially all of the employees at its locations.

Builders FirstSource entered into the gypsum business through the acquisition of ProBuild in 2015.

The deal is expected to close in the third quarter of 2021.

Roseburg Plans NC Sawmill Roseburg Forest Products, Springfield, r., will e pand its operations in the Southeast with the construction of a high-capacity lumber mill in Weldon, N.C. he new , -s . ft. facility will be called Roanoke Valley Lumber and located on 200 acres of land in Halifax County. Construction on the state-ofthe-art sawmill is expected to begin in the first uarter of , with startup scheduled for later that year.

It will be one of the highest-capacity sawmills on the East Coast, capable of producing as many as 400 million bd. ft. of dimensional lumber per year.

Roseburg is already the largest private timberland owner in the Roanoke alley area, following its purchase of 158,000 acres of timberland in North Carolina and Virginia.

 Building Products Digest  August 2021

DEALER Briefs Connolly’s Do it Best Hardware & Rental recently celebrated

the grand opening of its Georgetown, In., location, which was acquired last year from Umber’s Do it Best.

84 Lumber added a 34,000-sq. ft. component plant in Statesville, N.C. Indian Trail Hardware, Indian Trail, N.C., has converted from Do it Best to Ace Hardware affiliation and been renamed Ace Hardware

Indian Trail.

Driscoll’s Home Center, West Pittston, Pa., opened location #2 in the former home of an Ace Hardware in Old Forge, Pa. Ace Harware added an outlet inside Prenger’s Grocery, Brookfield, Mo. (MaryAnn Ratliff, mgr.).

Coronado Hardware, New Smyrna Beach, Fl., is closing after 40 years.

Westlake Hardware is set to open in Derby, Ks., on Aug. 20.

Tupelo Hardware, Tupelo, Ms., added a second location in town, 14,000sq. ft. Tupelo Ace Hardware.

US LBM completed its purchase of dealer American Construction Source, operator of 70+ locations in Arizona, Arkansas, California, Colorado, Minnesota, Missouri, Nevada, Washington and Wisconsin, including Meek’s, Contractor’s Truss Systems, and Arrow Building Centers. US LBM is now the nation’s largest privately owned full-line building materials distributor.

US LBM has also inked a multi-year sponsorship agreement with legendary pro golfer Bernhard Langer.

L&W Supply has acquired the assets of DAICO Supply, Carrollton and Fort Worth, Tx. Anniversaries: Carhart Lumber, Norfolk, Ne., 100th ... H.F. Rucker Lumber Co., Boston, N.Y., 100th ... Root Lumber Co., Kenton, Oh., 100th ... Britton Lumber Co., Fairlee, Vt., 75th ... Kodiak Building Partners, 10th.

Building-Products.com

PrimeSource to Acquire Wolf Distributor PrimeSource Brands, Irving, ., signed a definitive agreement to acquire Wolf Home Products, ork, a., from affiliates of ene apital Management.

Wolf is a designer and supplier of branded decking, railing, cabinetry, vanities, countertops and other residential building products.

“We are thrilled to welcome Wolf into the PrimeSource Brands family,” said Tom Koos, CEO of PrimeSource.

“CEO Craig Danielson and his team have created a terrific service model that differentiates olf from anyone in their space, and the national footprint and overall scale PrimeSource brings will enable them to expand rapidly. Their leadership in Wolf-branded products, combined with a focus on the high growth markets in and around residential repair and remodel and outdoor living, fits very well with our strategy.

Nation’s Best Adds On in NH Nation’s Best, Dallas, Tx., has purchased Caron Building Center, Berlin, N.H. Caron will continue under its existing name and key leadership team.

“Caron Building Center traces its roots all the way back to , said owner Mike Caron. “By combining our rich traditions with the strength of Nation’s Best, we’re taking steps to ensure that our store’s associates and our valued customers will continue to be served with great care and support for years to come.”

New England Chains Unite Two-unit Hamshaw Lumber, Keene, N.H., has acquired Leader Home Centers, with five stores in assachusetts and Vermont.

Leader’s locations, which have long been a part of True Value, will be remodeled, updated and converted to the Hamshaw Lumber brand, which is a member of Ace Hardware.

US LBM Buys Brand Vaughan US LBM has acquired Brand aughan umber o., operator of five locations in Georgia.

Founded in 1946 by R.L. Brand and Cy Vaughan, Brand Vaughan serves professional builders and contractors in the Atlanta, Columbus, Madison, Athens and Lake Oconee areas of Georgia.

Its catalog includes lumber, engineered wood products, windows, exterior and interior doors and trim, rebar, roofing and siding, and the company provides

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an extensive range of installation services, such as structural framing, siding, windows, housewrap, millwork, and exterior and interior doors.

“We’re excited to join with US LBM, a partner that shares our commitment to people, innovation and delivering extra mile service,” said Brand Vaughan president/GM Jon Vaughan.

“This partnership will allow us to continue to grow and create new opportunities for our valued team members and customers, building on our message of ‘Strength Lies Within.’”

SUPPLIER Briefs Woodgrain purchased Lowe’s Tennessee Millwork door shop

in White House, Tn. With the deal, Woodgrain will supply Lowe’s stores with ReliaBilt interior and ThermaTru Benchmark exterior doors in the Southeast and mid-Atlantic.

PJ Clark Lumber, Coppell, Tx., is opening a new lumber facility in Cadiz, Ky. The 23-acre site, formerly home to Little River Dry Kiln, already houses 11 dry kilns, planer/ grading facility, and warehouse.

CertainTeed started up production at a new stone-veneer system plant in Quakertown, Pa., expected to increase its capacity to produce STONEfaçade by tenfold.

NEW HAMPSHIRE’S Ricci Lumber is now part of Kodiak Building Partners.

Kodiak Purchases NH’s Ricci Kodiak Building Partners has acquired Ricci Lumber, Portsmouth, N.H. ounded in , Ricci serves the lumber and hardware needs of builders and Seacoast institutions in New Hampshire, Maine and Massachusetts.

Eddie Hayes will remain president of Ricci, as well as a part of the ownership group of Kodiak Building Partners. Ricci Lumber will join the Building Materials Group of Kodiak and will report to Pat Flood, executive VP. To take Ricci Lumber to the next level, Hayes chose Kodiak to honor his family’s legacy and provide further opportunities for his 45 employees. He said, “Kodiak’s family-like philosophy mirrors our own, and they became the obvious choice among several suitors.” During the due diligence phase of the acquisition, Eddie was continually impressed by the Kodiak’s corporate office folks and was delighted to find everyone happy, pleasant, sharp and hardworking.

Oldcastle Seals the Deal with EP Henry Oldcastle APG has acquired EP Henry, a privately owned manufacturer of hardscape and masonry products in the mid-Atlantic region.

Since 1903, EP Henry has manufactured pavers, masonry and walls, with seven manufacturing and distribution locations across New Jersey, Pennsylvania, Virginia and Maryland.

 Building Products Digest  August 2021

The Marwin Co. has acquired Mastergrain fiberglass door/moulding manufacturer Millwork 360, Tampa, Fl. Masonite, Tampa, Fl., will build a 370,000-sq. ft. door manufacturing facility in Fort Mill, S.C., projecting an early 2022 completion.

Canfor’s mill in Camden, S.C., is investing in new technology for its lineal edger and gang lines, including USNR’s BioLuma 3900L sensors.

Snavely Forest Products’

Houston and Dallas, Tx., DCs are now distributing Vista Railing Systems railings to dealers in Texas and parts of Oklahoma and Louisiana.

Bon Tool Co., Gibsonia, Pa., acquired the operating assets of Plank-Ti, Inc. of Waynesboro, Va., manufacturer of Plank-Ti banding for scaffold planks.

Envision Outdoor Living Products is the new brand that encompasses both Envision Building Products composite

decking collections and the recently acquired Fairway railing systems.

Western Forest Products , Vancouver, B.C., has released its 2020 Sustainability Report detailing the company’s progress and commitment to key sustainability initiatives, such as the completion of its first full lifecycle carbon accounting.

Building-Products.com

Make Money by the Truckload Savvy buyers know that ordering lumber by truck can be more profitable than by car. How so? Just-in-time service by truck from regional mills delivers the right product, right when you need it, in 1-2 days instead of 2-3 weeks.

Smaller, faster shipments improve every facet of inventory performance: Capital costs – Why pay a big car invoice for 110,000BF well before it arrives? You could already have the 27,500BF from a quick truck delivery sold and posted to your A/R before its small invoice is even due. This does wonders for cash flow, typically dropping capital requirements and carrying costs by over 80%.

GMROI – The same 110,000BF turns 4 times faster when received as needed in four truck increments than if received all at once by car. This triples gross margin return on inventory. And mixed trucks help keep inventory balanced, pushing GMROI higher still.

Storage – Up to 82% of lumber storage space can be freed up for more productive, more profitable use. And stocking less wood may enable you to get it all under roof.

Shelf life – Wood is perishable; the longer you own it the more culls develop.

Truckloads sell in 1/4 the time of carloads, saving needless cull losses.

Reload costs – Eliminated. Save some $15/M on this needless step alone. Plus time.

Trucks turn 4x faster than cars, require 80% less capital and space, keep inventory balanced.

Idaho Timber’s just-in-time service from our 10 regional mills can lower your true lumber cost by greatly improving inventory performance for higher net profits.

So kick the car habit. Call today and start making money by the truckload.

800-654-8110 Building-Products.com

August 2021  Building Products Digest 

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THINKING Ahead With Chelsea Brown and Natalie Heacock

Looking inward before looking outward IDon how companies do business, and Portland-based Patrick Lumber was certainly no exception. The company’s forward-thinking mindset, however, is credited with helping it to meet the challenges of the pandemic head-on and priming it for a future beyond the pandemic.

Here is some perspective from two of the company’s insiders:

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A Controller’s Take: Natalie Heacock One of the biggest advantages of constantly keeping an ear to the ground is that it helps flag what employees want. All signs were pointing to a trend in the general labor force for more flexible schedules, including work-from-home options.

Despite some level of pushback—not everyone adjusts easily to change— we initiated a gradual transition from desktops to laptops among support staff two years before the pandemic even appeared on the horizon. By the time the threat arrived on our doorstep and the decision was made to shut down the office, virtually all employees were already set up for telework… the very same day.

Patrick Lumber had gone to great lengths to ensure that people working at home felt as though they were actually docked in at the office. he company supplied everyone with dual monitors, a keyboard, a mouse, and a printer/scanner. As the pandemic deepened over the ensuing months, additional needs became evident; and in January 2021, Patrick Lumber took the unique step of extending a

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$500 stipend to each employee to purchase desks, chairs or whatever else they might need to finish outfitting their home-based workspace.

Experiences early on in the crisis also identified uality home internet as an area for improvement; therefore, another stipend was targeted specifically at boosting capacity. he money allowed employees to optimize their connection—especially in busy households where multiple users share access. In essence, we wanted to give our employees every single tool to succeed; and so far, it has worked.

The fact that all of this was able to take place in the turbulent time that it did is a fortunate coincidence. But it was Patrick Lumber’s foresight and desire for improvement that drove the project in the first place. The company was also already in the middle of downsi ing its office space, with the expectation that most employees would come into the office some

 Building Products Digest  August 2021

days each week but perform their jobs remotely on others. The pandemic merely fast-forwarded that initiative.

More than a year later, concern about resistance from employees to remote work has dissipated. More than likely, any pushback would come instead from a re uirement for in-office hours now that the country has opened back up. We’ll never know, though, because Patrick Lumber isn’t requiring anyone to have mandatory office time; and we won’t require that going forward.

What will happen is continued effort to keep the lines of communication open and the focus on our people. As Patrick Lumber trader Chelsea Brown likes to say, “You have to look inward before you look outward.” Taking time out of each day to call individual employees for light and easy conversation about what’s happening in their world and what kind of needs or wants they have keeps me and the company in

Building-Products.com

A Special Series from North American Wholesale Lumber Association

About 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 how NAWLA can help your business at nawla.org.

the loop about what’s important to our staff as things continue to evolve. That matters, because happy people = a happy bottom line.

Through the Eyes of a Trader: Chelsea Brown In order to attract talent—and retain it—you have to be in front of what your employees want and need. I think Patrick Lumber has done an exceptional job of that, with credit to our leadership and forward-thinking of controller Natalie Heacock for being out in front and asking, for example, what Portland companies are doing to hold onto their talent. Taking a cue from major brands such as Nike and other large employers, Patrick Lumber now recognizes “summer hours” between Memorial Day and Labor Day. Instead of putting in a full day, workers wrap up the week at noon on Fridays. Continuing to be forward-thinking on everything from work hours and beyond will make us unique in our ability to adapt.

The proof is in the pudding—or, in this case unfortunately, the pandemic. We never intended that a global public health crisis would be the testing ground for our switchover to a home- and office-based docking culture, but it’s been an eye-opener nonetheless.

The business environment since COVID-19 has been challenged by skyrocketing lumber prices and a major trucking shortage, among other hurdles. In May, for e ample, for every . loads, there was just one flatbed available. Try to imagine the kind of pressure that puts on a sales team to get the product to their customer and the sales support team to book that truck and try to find a competitive rate. Capacity has improved since then; but kudos go out to the entire sales team for adapting to this market and finding a way to make things happen despite all of the background “noise.” e also finally nailed down a goal that had been slippery pre-pandemic: regular, consistent, and productive meetings. The launch of weekly video team meetings changed our whole dynamic, strengthening communication among colleagues and facilitating transfer of knowledge. Those meetings have since adjusted to a monthly schedule as we continue to adapt to the needs of the Building-Products.com

moment, but they remain invaluable.

Being able to adapt set us up for success and without this corporate culture backing us, I can’t imagine what kind of horror stories we’d be re-telling right now. Instead, I’m proud to know that we have leadership at Patrick Lumber—a very traditional company that’s more than a century old but that has shown that it’s open-minded to new ideas.

The traditional mentality, for example, used to be that you had to be at your desk from 9-5 every day; and if you called in or were 10 minutes late, you weren’t doing your job. Now, we’re trusting all employees to work from home or to work on the road; but the job still has to get done—and it does! Does that mean 9-5? Maybe for you it does. Maybe it means 5 a.m.-2 p.m. for your colleague.

Are you engaging? Are you showing up? Are you getting the task done and taking care of the customer? Personally as a trader, I have learned to trust the process. I give trust and respect to my colleagues, and it is reciprocated. That’s what matters at the end of the day.

One of the biggest takeaways from the pandemic for me is that you still show up even if you can’t be there physically. This is a still very much so a relationship business. You’re always shaking hands, you’re always visiting a mill, you’re always on the ground in sales—but a lot of that still hasn’t resumed yet. In lieu, you really have to get creative and be present in other ways. I sent customers care packages during the pandemic—sanitized, of course!

I also was honest at some point about how the isolation was affecting me. I think that sense of vulnerability opened up another level of communication with vendors, clients, colleagues, and my NAWLA 10 Group that maybe we wouldn’t ever have had without the pandemic. That was a really big lesson: the importance of the human connection. It s going to be more difficult to achieve if you re not physically present, but you can still reach out. I can’t wait to see everyone this year at Traders Market and connect again for the first time since an Antonio .

– Chelsea Brown is a trader and Natalie Heacock is controller for NAWLA member Patrick Lumber, Portland, Or. (patlbr.com).

Chelsea Brown

Natalie Heacock

August 2021  Building Products Digest 

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MOVERS & Shakers Aaron Oskain joined the sales team for United Treating & Distribution, LLC, Muscle Shoals, Al. Kelly Manuel, ex-Builders FirstSource, has been appointed general mgr. of Mill Creek Lumber & Supply, Oklahoma City, Ok. Jennifer Ridgeway, ex-BlueLinx, is now with Compass Building Products, Atlanta, Ga. Paul Gill, ex-Hampton Lumber, is the new plant mgr. for Gutchess Lumber Co., Freedom, N.Y. Wade Fenske has been named general mgr. of Builders FirstSource, Aberdeen, N.D. Josh Maggert has been promoted to general mgr. of Minnesota and Mexico operations for Strongwell, Bristol, Va., manufacturer of Duradek. He replaces Mike Jaszewski, who recently retired as VP after 23 years with the company.

Joseph Lovett, ex-Emery Jensen, and Garrett Joyner, ex-Fastenal, are new to Altenloh, Brinck & Co. US, as SPAX regional sales mgrs. for, respectively, New England and the Carolinas/Virginia.

Glen Albee, former president of Ridgefield upply o., Ridgefield, Ct., has been named Northeast regional VP for parent US LBM. Zane Vinson, ex-Roseburg, has returned to Dixie Plywood & Lumber Co. in outside sales for Houston, Tx.

Jonathan Schisler, ex-Walpole Outdoors, has hired on at NC Hunt Lumber Co., Waterville, Me., as sawmill operations mgr.

Christopher Esola has rejoined 84 Lumber Co., Eighty Four, Pa., as a buyer. Andrew Hollander is now sales coordinator in Claymont, De. Jeff Blackwood is now in sales in Columbia, Tn. Ben Shipman, ex-Kirchner Building Centers, is new to outside sales in Greenwood, In. Terrence Devlin transferred from Rockaway, N.J., to Lakewood, N.J., and Chance Robertson from Gulfport, Ms., to St. Rose, La., as co-mgrs.

Mike Shaner, ex-BWI, has rejoined Huttig Building Products, Selkirk, N.Y., as South Cambridge, N.Y.based territory sales mgr. Kristin Millar, ex-Wurth Action Bolt & Tool, has returned to Huttig as a Cape Coral, Fl.-based product specialist.

Sam Jones is new to US Lumber, Atlanta, Ga., as procurement administrative analyst.

Todd Burton has been promoted t o p l y w o o d p l a n t m g r. f o r RoyOMartin, Chopin, La. Jeff Butler, ex-84 Lumber, is now partner/general mgr. of Citizens uilding upply, luefield, . .

Matthew Graves, ex-Premier Roofing, has rejoined SPEC Building Materials, Oklahoma City, Ok., in inside sales.

Keith Costigan, ex-ECMD, is back with BlueLinx, Lawrenceville, Ga., as millwork product mgr.

Tyler Kelly is new to inside sales at Standard Lumber Co., Grand Rapids, Mi. Sam Evans has joined Great Southern Wood Preserving, Abbeville, Al., as a mgr. trainee.

Chad Hudson is now sales mgr. with Builders Supply Co., Bossier City, La. David Mims, ex-Best Distributing, was named branch mgr. of Beacon, Spartanburg, S.C. Steve Voorhees has joined the board of managers of MaterialsXchange, Chicago, Il., as an investor.

Keith Butler is now logistics mgr. for Allegheny Plywood, Pittsburgh, Pa. Kenny Peden is a new Texas-based national salesman for Tank Fab, Rocky Point, N.C. Matt Ward, ex-84 Lumber, is now general mgr. of Best Supply, Indianapolis, In. Austin Reichert has joined the inside sales team at Davis-Hawn Lumber Co., Dallas, Tx. Lexie Veech, ex-Lowe’s, is a new kitchen designer at Kight Home Center, Evansville, In. Spencer Allison is back at Tindell’s Building Materials, Knoxville, Tn., but now in sales.

Stephanie Pease is the new branch mgr. at K+R Building Materials, Kearney, Mo. Coby Emry, ex-K+R, is a new category specialist with Mid-Am Building Supply, Moberly, Mo. Kelly McNeal is new to Viking Forest Products, Eden Prairie, Mn., as trader assistant.

Brian Harrington has been promoted to director of engineered wood products for Boise Cascade’s Building Materials Distribution division, Boise, Id. Jeffrey M. Rodino has been appointed president of Patrick Industries, Elkhart, In. Andy L. Nemeth will continue as CEO.

COMBILIFT recently rolled its 60,000th unit off the production lines at company headquarters in Monaghan, Ireland, and promptly shipped the Combi-CB3000 forklift to the other side of the world: to Metroll, an Australian manufacturer of steel building products including roofing, cladding and fencing.

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 Building Products Digest  August 2021

Beau Tye is designing stylish new company uniforms for MungusFungus Forest Products, Climax, Nv., according to co-owners Hugh Mungus and Freddy Fungus.

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August 2021  Building Products Digest 

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Building Products Digest

Peak Performance

James Olsen

Dave Kurlan

Sarah Van Dommelen

Reach New Heights in • Sales • Marketing • Social Media • Branding

Dave Kahle

Jill J. Johnson

Katie Lundin

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PEAK PERFORMANCE

Selling in volatile markets

BY JAMES OLSEN PART OF WHAT MAKES selling lumber interesting/fun/exciting is that the market moves. Our strategy will change as the market changes. Our job in all markets is to find value for our customers and bring price discovery to our suppliers.

Down Market Selling Many sellers shut down when the market trends lower. Here are some strategies that work in down markets: Down markets are an opportunity.

Do not commiserate with customers in down markets. Find value for them. Just because the market is coming off does not mean that our customers are going out of business. Our customers cannot run out of wood any more than we can run out of electricity. We need to think and talk about down markets as an opportunity for our customers to get a good deal.

Customer: “This market is coming off.

I’m going to wait.”

Master Seller: “It is coming off, which is creating opportunities for us. We are always looking for straight 16’s out of ABC sawmill and we can never get them. Well now we can and at a great number. Let’s

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give them a number that works for us and see what happens.”

Aggressive numbers. If the market is a $900/MBF on an item and we go out and try to get firm offers at $850-$875 we are going to waste our time. Our customers know the market is coming off and will wait if our number is not aggressive enough. We have to give them a number that will make them pay attention, e.g., $725-$795/MBF. If the number is not aggressive enough the customer will just wait.

We can take the order at this number if we feel that strongly about it or we can just take it firm, so it’s a no risk strategy.

This is more difficult when we own the wood at a high number in falling markets.

Our bosses will not be able, emotionally (no one likes to lose money), to tell us to go out at that number. It is our job to bring back a number (price discovery). It is our bosses or our supplier’s job to take the order or not.

Note: We must give the customer a number. When we come in and say, “We’re at $900/MBF but can you give me a number?”, it just scares the customer more and they will continue to wait.

 Building Products Digest  August 2021

Down market philosophies. “The only way to buy at the bottom is to buy on the way down.” If we wait for the bottom, we will miss it because it will bounce $200/ MBF in two minutes.

Master Seller: “I am advising all my customers to make aggressive offers right now. We are only putting about 7-10% of them together, because we are hitting the suppliers with aggressive numbers, but our numbers have to be aggressive to protect ourselves. The suppliers (or my boss) might not take these numbers, but with this low-risk strategy we will find out what they will take.”

It will be more fun and more profitable to chase aggressive firm offers than to listen to customers tell us the market is coming off.

Full Disclosure Selling is a must. We should do Full Disclosure Selling with our customers all the time, but it is even more important in down markets. The eight questions of Full Disclosure Selling: 1. Where are you in your buy cycle?

2. How much to you have on order?

3. How much on the ground?

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4. Of those two, how much is already sold/spoken for?

5. What is your monthly usage of that item?

6. What’s your Buy-Back point?

7. What’s your average cost?

8. What are you paying out of distribution?

Master Seller: “Ok, Sarah, I don’t want to sell you something you don’t need. Let me ask you this. How long can we wait before we have to buy? Let’s take a look at what we’re going to need in the next three weeks and start making aggressive offers on those items.”

Flat Market Selling Flat market selling is the same as down market selling but less aggressive.

Up Market Selling Chasing Inquiry is fool’s gold. In up markets we need to get Standing Firm Offers from our customers.

Customer: “Hey John, I’m looking for three trucks of 2x4 14’ #2 SYP for two to three weeks shipment. Go see what you can find and get back to me.”

Master Seller: “Pete, why don’t you give

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me a standing firm offer for three days at $850/MBF?’ Customer: “Why do you need three days?”

Master Seller: “Because it will take me and my team of 10 pounding the phone for two or three days to find those and by the time I call you, get your OK then call the supplier back the wood will be gone or one of my co-workers will have sold them.”

value and sell in all markets.

An old lumberman told me, “James, when the market is going up, they’re making 10 Cagillion board feet and they’re buying 11 Cagillion. When it’s going down, they’re making 11 Cagillion and buying 10 Cagillion. They haven’t stopped buying, they’re just buying a little less, so keep selling.”

Ask for one (or five!) more. The best time to ask for an order is right after we have gotten one, but this is even more important in up markets.

Master Seller: “Susan, thank you so much for the order on these two trucks of 2x4 10’ #2. They really are a good deal, and the market is moving, so if we can pick up two more for a couple weeks out, do you want to put them on? The market is moving.”

Susan: “Alright let’s do it.”

Many sellers only sell when they own the stock, and the market is moving up.

This is a limited approach to selling and will leave us out of the game two thirds of the time. We must train ourselves to bring

James Olsen is founder of Reality Sales Training, Portland, Or. After 20 years in sales, James started his own sales training business, devoted to helping companies and individuals achieve rapid sales growth. Contact him at (503) 544-3572 or james@ realitysalestraining.com.

August 2021  Building Products Digest 

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PEAK PERFORMANCE

Prep for a successful field visit

BY DAVE KURLAN THERE ARE IMPORTANT questions to consider when we discuss channels and actual customers. Whether you are a manufacturer selling to and through a channel, are a distributor (in the channel) selling to a retailer (an extension of the channel) or are the retailer selling to the end user, you should be able to find some useful tips in this article.

The tips are in the form of conditions written from the perspective of a manufacturer’s rep going into the field to work with a distributor rep. Apply them to your situation as appropriate.

These conditions should be in place prior to any two reps working together for the greater good, so whichever side of the channel you may be working on, make sure these 22 conditions are in place before a field visit!

1. Identify which accounts you will be seeing and their primary focus.

2. Ask when this account has last seen or heard about our products.

3. Note how many units/projects/purchases they generate each year.

4. What type of products do they use?

If applicable, have they specified our products in the past?

5. Does this company use other products that you carry or just our products?

6. Determine what the purpose of each presentation/sales call is. Example: lunch and learn, update, class, small group, large group, or specific project/opportunity to discuss.

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7. Will the decision makers be joining us?

8. Create a complete itinerary before the trip to ensure time is invested wisely.

9. Will there be any social events that could lead to business?

10. What is each rep’s relationship with these accounts?

11. How much annual business is generated with the accounts we are seeing?

12. Who are the top 10 customers by volume? Should we be meeting with any of them?

13. Who should follow up and how should we follow up on opportunities generated from the visit?

14. Send an overview of the two-day trip to appropriate sales managers.

15. How many new accounts are we calling on that you/we have never met?

What is the potential there?

16. What selling tools do you currently have, and what do you need me to bring?

17. What are the biggest objections or opportunities with the accounts we are seeing?

18. Do you plan to show other products or will this be focused on only my products?

19. What did we learn from this call?

Did you hear the same things I did, what could we do better or differently?

20. Setting expectations, I’ll take the lead on a few calls and then I’ll watch you present. This way I can provide feedback

 Building Products Digest  August 2021

and help where needed.

21. Helping the rep to better understand our product helps them differentiate us from the competition.

22. Explain that we rank their accounts A, B, or C. Ask rep if the accounts we will visit are A’s, B’s or C’s. Some accounts that are B’s and C’s for other products could be A’s for our products.

The changes and improvements that will occur from requiring these conditions are dramatic but will take some time to bear fruit. Think about every rep at every channel partner and how long it might take for them to accept, embrace, buy in, and execute on some of these requirements. Raise your expectations but give it some time!

Dave Kurlan is a top-rated speaker, author, radio show host, sales development pioneer, and founder/CEO of Objective Management Group, the leader in sales candidate assessments and sales force evaluations. Visit www. kurlanandassociates.com.

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PEAK PERFORMANCE

5 simple social media tips for industry professionals

BY SARAH VAN DOMMELEN WHEN SOMEONE STARTS searching for a new contractor or company to work with for a building project, what is the first thing they do before hiring them? They Google the business, read reviews, visit the company’s website, and skim its social media pages. In today’s digital world, and in our visual industry, it is only becoming more important to keep up with your business’s social media channels.

At 84 Lumber, we are on just about every social channel—from Facebook to LinkedIn to TikTok—and we’ve learned a few things along the way. Hopefully these five tips help you get started or help you grow your existing social media pages.

1. Identify your goals & target audience It can be overwhelming thinking about all the various social platforms and different types of posts you can do. To help narrow things down, first identify what your goals are and which audience you’re trying to reach. Are you looking to connect with other businesses? Gain more customers?

Hire more skilled workers?

There is no need to overwhelm yourself and jump onto every platform right away.

Once you analyze who your audience is and which platform they are on, stick to one or two platforms that you can really focus on and engage with. Use the hashtags your audience is searching, follow others and comment on their content.

2. Post & respond consistently Once you create your pages and start getting followers, it’s important to respond to them quickly and to keep them en-

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gaged. It’s more important that you’re consistently putting content out there instead of making sure the content is perfect. If we come with the mindset that everything needs to be perfect, nothing will get done.

So, don’t be afraid to use real, unedited photos and of your work. Your friends, family and customers will love to see it!

3. Take and share before, during & after project photos For us, it just seems like another work day, but the public loves knowing what’s going on behind the scenes! Don’t be afraid of documenting your day and taking before, during and after photos whenever possible. At 84 Lumber, we love sharing photos of vendor and customer projects—and our followers love it, too! The construction industry is visual, so make sure to leverage that.

4. Share tips, tricks & educational content It might be tempting to try to sell your product or services with every post, but it is important to not turn every post into a sale. Instead, think about what people really want to see when scrolling through their feeds. Social media is a storytelling medium, and with each photo or video you post, you’re telling a story. Giving quick tips, “life hacks” and how to’s will keep people coming back for more, as they’ll find value from your content.

5. Maximize your reach through targeting & paid strategies Once you’re comfortable with your channels and posting consistently, you can

 Building Products Digest  August 2021

start using the paid features to reach an even larger audience. Depending on the platform and your goals, you can boost individual posts or your entire page. Social media is becoming more and more of a pay-to-play channel—even as little as $25 a month can do a lot for your business pages.

If you ask five different people about this topic, you will get five different answers! There is so much to social media, and this is just scratching the surface, but hopefully this helps you feel confident enough to get started. Social media is a great way to stay in touch with your network, build new connections and display your work. If you haven’t started a social media page or two yet, now is the time!

Sarah Van Dommelen is public relations and social media manager for 84 Lumber, the nation’s largest privately held supplier of building materials and manufactured components, with nearly 250 stores, component plants, custom door shops, custom millwork shops, and EWP centers in more than 30 states (www.84lumber.com)

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PEAK PERFORMANCE

How well are your salespeople serving your customers?

BY DAVE KAHLE THAT’S RIGHT. Serving, not selling. I know you are concerned with sales. It’s easy to determine how well your people are selling to your customers. That’s what sales reports are for. But your customers are more concerned with how well they are being served by your salespeople.

Why is that important? Because you are in it for the long run. You don’t want to just sell something to a customer, you want to build a relationship that lasts over time and results in years of sales. In one sense, your business is not really a sales business, it’s a relationship-building business.

And when it comes to developing long-lasting profitable relationships, it is not how well your salespeople present features and benefits and overcome objections that counts, it is how well they serve the customers’ needs.

Which brings us to a couple of questions. First, what does it mean for a salesperson to serve the customer? And second, how do you know that it is happening effectively?

Salespeople serving the customer?

Clearly, you know what it means for your company to serve your customer. Ontime deliveries, competitive prices, reliable service, competent CSRs, etc. But, what do your customers want from your outside salespeople? Ask each salesperson what it means to serve the customer, and you can

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expect to hear a variety of answers. Some define service as picking up purchase orders, others will define it as taking inventory, some will propose that following up on back orders or short shipments is part of it, while others will say that it involves visiting the customer on a predictable basis. That’s the problem. Few companies have any consistent description of what it really means to serve the customer. Generally, salespeople are left to figure it out on their own, create their own definitions, and develop their own standards.

I have yet to meet a salesperson who did not believe they provided excellent service to their customers. Every salesperson perceives they are doing a good job. Not once has a salesperson taken me off to the side at a break in a seminar I was teaching, and confide in me, “You know, Dave, I really do a poor job of serving my customers.”

So, on one hand, we have vague and general definitions of what it means to provide good service to the customer, and on the other, we have the often-inaccurate perceptions of the salespeople. The result?

Inconsistent service, and lots of unmet expectations on the part of the customers.

I recently worked with one of my clients to gain a deeper understanding of what service means by, of all things, asking the customers! We gathered six of this client’s brightest and most insightful customers together for a half-day focus

 Building Products Digest  August 2021

group. I facilitated the videotaped discussion, and the client viewed the tape later.

What did we discover?

How customers define good service Here’s how those customers defined “good service” from the outside sales force.

1. Don’t waste their time. If there was one theme that popped up over and over throughout the day it was this: We have less time to do our job than ever before, so you better not waste any part of it. In other words, don’t come into my business unprepared. Have something of value to share or don’t come.

They need to see some value in the time they share with your salespeople, every time they see them, or they won’t see them. Don’t waste their time with idle chitchat, don’t take longer to do something than you need to, don’t be unprepared, and don’t waste their employees’ time. If you don’t have something important to do or something valuable to bring, don’t visit. And when you do visit, make sure you have all the answers. Know what the product does or doesn’t do, know what the pricing and terms are, and be prepared to answer all their questions.

2. Be empowered to handle things now.

One customer talked about the salesperson as “victim.” He was referring to the salesperson who spends time explaining how the truck broke down, or the manufacturer Building-Products.com

backordered the product, or it was recalled, or whatever. All of these were seen as the salesperson saying, “It wasn’t our fault. We’re the victims of someone else’s mistakes.” These customers weren’t concerned with whose fault something was, nor were they concerned with the reasons why something wasn’t as it was supposed to be. They only wanted solutions.

“Don’t be a victim,” they said. “Bring us solutions now.” One customer remarked that the Ritz Carlton Hotel authorizes its maids to spend up to $2,000 to make a customer happy, while the salespeople who call on him cannot resolve a problem over a $50 can of paint without several phone calls and days of approvals. Good service to these customers meant that the salesperson could solve the problem immediately, on the spot.

3. Know my business. Don’t waste our time or insult our intelligence by presenting products or services we can’t use.

These customers expected the salespeople to know what their processes were, who their customers were, what their goals and strategies were, the limitations of their facilities, budgets and timetables, and take all of that into consideration before they present some product or program. “The best salespeople,” one remarked, “are like extensions of my business.”

4. Bring us solutions, not problems.

These customers did not want to discover after the fact that a purchase would be back-ordered or short-shipped. Find the problems before we experience them, and then bring us solutions. Tell us what our options are, and we’ll decide what to do.

In other words, the salesperson who says, “I’m sorry about last week’s back order, “is not serving the customer. The salesperson who is serving the customer is the one who says, “Next week we’re going to short ship this order. If you need the balance right away, we can do any of three things to help. Here are your options….”

While these weren’t the only definitions of “good service” this group volunteered, they represent a good starting point.

If you’re like most of my clients, at this point you may be feeling a little queasy in your stomach. You may be doubtful that your sales force is really serving your customers like they want to be served.

that the salespeople are fully equipped to thoroughly present it. Role-play a customer asking questions. Don’t stop until everybody gets it right. Think through every possible question that a customer may ask, and make sure that every salesperson has an intelligent and thoughtful answer.

Give quizzes on the new products and programs. Don’t allow anyone to present it until they have passed the quiz. Hold the salespeople accountable for having accurate and thorough knowledge.

2. Insist that each salesperson have a plan for every sales call, and something of value to bring to the customer. Train them in this. Use your contact manager software to spot check sales call plans and reports. When you or your sales managers are traveling in the field with salespeople, check for their preparation.

3. Empower the salespeople to fix problems on the spot. Create some guidelines for the level of authority the salesperson has. For example, you may decide a salesperson can issue a credit of up to $500 on the spot to fix any problem. Instill information systems that allow the salespeople to have on line 24/7 access to order status, inventory, pricing, etc.

4. Train and equip the sales force to” know their customer’s business.”

Create detailed account profile forms (either electronic or paper) and require the sales force to use them. From time to time, ask a customer to come in and talk about their business to the sales force. Hold focus groups and show the videotapes to the salespeople. At sales meetings, instead of only discussing your products and processes, educate the salespeople on a typical customer’s business.

5. Teach and equip the salespeople to become proactive problem solvers.

Make sure they have the right information tools to proactively discover problems before they hit the customer. Train them in using them. When you and your sales manager ride with them, watch to make sure they are using them effectively.

6. Finally, ask your customers. From time to time, personally visit some of your customers and ask them how your sales force is doing relative to other salespeople, and relative to their expectations. Take a form to make sure you are thorough. Ask customers to rate each issue above. Use that input to refine your system. Then, find out how else they define good service.

Do these things and you’ll begin to field a sales force that the customers view as valuable. You’ll take a huge step forward in developing the kind of relationships you’ll need to prosper in the 21st century.

Dave Kahle is an author, consultant and speaker who has presented in 47 states and 11 countries, improved the performance of thousands of B2B salespeople, and authored 12 books (www.davekahle.com)

Six Initiatives What to do? Here are six initiatives you can consider.

1. Make sure your salespeople are thoroughly prepared to present any new product or program. Don’t think that just because someone presented a new product in Friday afternoon’s sales meeting Building-Products.com

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PEAK PERFORMANCE

The secrets to Big Fish Selling

BY JILL J. JOHNSON A BIG FISH is anyone who is of a higher stature than you normally play with, and if you land them, it will move you into a whole new level of clientele. They may be spending bigger money and as a result, they will expect that you have the professionalism to satisfy their needs. Yet Big Fish have so many people who want to work with them that they are often even more demanding than most people anticipate when they are trying to reach this level of client.

Managing the Big Fish Sale Process So how do you manage a Big Fish Sale? Keep in mind that this is often going to be a much more complex sale than where you have an initial meeting with the client, and they quickly say “yes.”

Big Fish Sales are rarely rapid, unless there is an exceptionally dire situation and they know you are the one they need to help them solve it.

In Big Fish Selling there are typically many decision influencers working behind the scenes who are trying to bring in their own vendors. Always remember that your prospect is also dealing with an internal power structure. Be on the lookout for those people on the inside of your prospect’s organization who may help you better understand what it will take to close the deal.

They may be able to give you the fundamental insight that will help you reel the Big Fish in to close the deal.

Most importantly, in any complex sales situation with a Big Fish prospect, your primary goal is to keep moving the ball forward toward an agreement on a deal that works for you both. The secondary goal for your meeting is to try to close a part of your proposal. Something that will give you a smaller toe in the door to help them understand the value you bring and to convince them that you can handle the bigger deal. The ultimate goal is to close the whole deal. If they coalesce, it will be wonderful, and then

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 Building Products Digest  August 2021

you need to celebrate your win.

Never lose sight of that primary goal in a complex sale with a Big Fish. You need to stay in the game. But by having multi-level goals, you will have several ways you can “win”—and then not show disappointment or convey anything other than complete professionalism if you don’t get all that you wanted.

Focus on Their Needs Remember, at its core a Big Fish Sale is just like any other sale.

This is always about the client. Keep your focus on that. It is all about their needs, their desires, and their problems. Focus on how working with you will solve their critical issues within a budget amount that works for you both.

Pay attention to interviews the Big Fish has done with the media. Today you can access print and TV media interviews easily.

But don’t forget to access other information such as interviews with industry publications or podcasts on which they have been a guest. You do need to actually read or listen to them. Bluffing to pretend you understood their point of view will lose credibility with them. Yet if you actually dive deep into the content they have appeared in, you will gain enormous insight into their pain points, concerns and view of the future. All of this insight is essential to your understanding the nuances of how to best position your products or services to meet their unique needs.

Often Big Fish want to test you first with a something that is a smaller part of your overall proposal. That is why having the secondary goal is so critical in selling to this type of client, and it can be the key that gets you to your first “yes.” Frankly, getting the smaller first sale is often the tipping point that gets you the bigger deal and longer-term money. If you can, break your proposal down into several component parts or additional optional services. Give them choices in how to work with you.

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Manage the Process... and Yourself When you are selling as part of a team, it is vital for both of you to be in the same game. Use your time wisely to prepare while you are in the car driving to the meeting or preparing to go on Zoom. Determine who needs to reinforce what message and when it will be key to tag team to reinforce your potential value to the client. Think about how you will respond to objections and who will handle it.

It is often extremely intimidating to try selling to a Big Fish. Look for ways to give yourself a mental boost to help you stay grounded in the moment when you are up close and personal. This is especially helpful if they get a terse with their tone, questions or response to your pitch.

Big Fish are extremely pressed for time and they do not have the time to care about your feelings. Take care of yourself.

Reach out to a trusted friend and ask for a pep talk before you pitch. Write a note to yourself that only you can see with three or four phrases. These should be positive in nature and serve as reminders to you. A few examples of good reminder notes are: 1. They already like you (or you would not be in the room) 2. They want to work with you some day even if today is not your day, and 3. Breathe!

Final Thoughts When the day comes and the Big Fish finally says “yes,” be sure to do your scream and happy dance in the nearest bathroom—just do not do it in front of them! You do not want them to know that you cannot believe you finally got them to a “yes!” You want them to only think of you as belonging in the room—not that it might be the first time you ever were there!

Jill J. Johnson is president and founder of Johnson Consulting Services, speaker, consultant, and author of the bestselling Compounding Your Confidence.

For more information, visit www. jcs-usa.com.

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Inexpensive branding strategies to grow your business

BY KATIE LUNDIN IF YOU SUPPOSE that branding is a luxury and something you can do in the future, you’re not alone in thinking this way.

In fact, some business owners struggle to understand how branding impacts their businesses. As a result, they have difficulty justifying spending a part of their budget on branding.

The problem is that these owners often struggle to grow their businesses.

If they’re lucky, they might see modest short-term growth. But, businesses that don’t invest in strong branding rarely see aggressive long-term growth. Bad branding undermines credibility, customer awareness, and customers’ trust. Bad branding harms your business in the long run.

Good branding builds credibility. It helps your best customers identify, relate to, and remember you when they need your product or service. Good branding builds trusted relationships with customers that pay you back in revenue and repeat business.

The sooner you begin to develop a strong, authentic brand and brand identity, the sooner your business will start to reap the benefits.

Let’s examine these strategies.

1. Create an authentic brand Whether you’re starting a business or growing an existing business, the most important branding investment you can

40

make doesn’t cost a cent. It’s the time and thought you invest in defining your authentic brand.

Every business has a brand whether they’ve made a single conscious branding decision or not. That’s because a brand is made up of the visuals, words, actions, and products that represent your business, as well as customer experiences and perceptions.

If you’re running a business, these elements exist. But, is your brand: 1. a confusing, misaligned mess, or 2. a carefully contrived façade, or 3. a consistent customer experience that communicates an authentic core identity of your business to your target market.

The best brands are authentic.

Authentic brands ring true for consumers (winning their trust and loyalty) and can be maintained with less effort because you don’t have to lie or put on a show.

Authentic branding choices will come naturally because they’re motivated by your actual values and genuine personality.

So, take the time to think about: • what makes your business unique, • what makes your products or services unique, and • which guiding personality traits and values best describe your business—as it actually is.

Then, use the brand traits you discover

 Building Products Digest  August 2021

as a guide for literally every other decision you make in your business. This step is free. And it is VITAL. So, take the time to figure out what your brand really is.

2. Get a strong brand name Your business name is the most fundamental representative of your brand.

While it’s impossible to control the entirety of your brand (remember that a brand is made up of public perception as well as the conscious branding choices you make), you do control your business name.

People will identify and remember your business by its name. They’ll search for your business online by its name. They’ll recommend your business (or not) by its name.

And, your business name (ideally) should communicate “who” your business is. A business name that doesn’t align with your brand will cause cognitive dissonance for your audience. This will make your brand name harder to remember and harder to trust.

But, a brand name that clearly communicates the essence of your business will resonate with and attract your best customers. Your business name is absolutely a place to invest in your brand. Some people invest time.

And, if you’re struggling to grow an existing business, consider whether your brand name is holding you back. This may Building-Products.com

be the perfect time to rebrand and start with a fresh new brand identity.

3. Build a unique visual brand Humans are visual creatures. Most of us rely on our eyes to navigate the world and our lives. So, every business benefits when it presents a visual brand that people can recognize and identify.

In fact, if you’re starting a business and working on a business plan, potential investors and lenders will evaluate the strength of your visual brand when deciding whether to make an investment or a loan.

But, not all visual branding elements are equal. Let’s take a look at the visual branding elements with the biggest bang for the buck…

Logo People identify other people by their facial features, body shape, posture and style of movement. But, most businesses don’t have a single face or body by which they can be identified. So, we create a company logo people can use to identify and remember our business.

Your logo is the primary visual identification tool for your business. It’s your business’s face! We can’t overstate how important your logo is.

Invest in a custom-designed logo that effectively captures your authentic brand.

And, remember that you get what you pay for. Be wary of free logo generators and $50 “original” logo designs. These free and cheap options will cost you more in legal fees (you can’t trademark stock art and generic templates, which you’re getting from generators and discount logo purchases).

Real custom logos can be trademarked.

And, computers don’t understand human emotion, color or shape theory, or psychology. Real logo designers understand how people think and how to create emotionally powerful brands.

Brand Color Palette A logo is the cornerstone of a visual brand. But, it’s not the whole visual brand.

A complete visual brand provides a broader visual context that people can relate to your business. And, no visual brand is complete without a dedicated color palette.

Color is a major branding powerhouse.

Colors resonate with people, capture attention, and communicate emotion. And, when colors repeatedly co-exist in combination, they take on an identity of their own. Red and yellow conjures McDonald’s.

Forest green and white evokes Starbucks.

Looking for Best Buy? You’ll recognize it by the royal blue and yellow sign long before you can read the type.

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Your business can also benefit from brand color recognition. And, the best news is that this powerful branding tool should cost you very little—just a bit of time. So, invest the time to develop a brand color palette.

Your logo should inspire your color palette. It should include your logo colors, some neutrals (black, white, gray, taupe, etc.) for flexibility, and possibly an additional complementary color or two (based on how many colors are in your logo).

Don’t go overboard with too many strong signature colors. Balance strong colors that draw focus with calmer, more recessive colors to ensure your ads, social media content, website (and more) are easy to read.

Illustration System For businesses with a bit more wiggle room in their branding budget, consider an illustration system. An illustration system is a series of illustrated graphics that can be used, re-mixed, and re-used throughout your website, social media posts, business cards, blog graphics, and email templates.

Good illustration systems visually complement your logo. And, together with your logo, they create a bigger visual context by which people can recognize your brand.

This investment will deliver branding bang for your buck in three ways: 1. It’s another way for people to visually recognize your business, increasing the likelihood that they’ll get to know your brand.

2. Providing a broader visual context creates a larger neural network dedicated to your business in people’s brains, so they’re more likely to remember you.

3. Illustration systems can be used and re-used in countless contexts. So, you’ll always have versatile resources to use for branding visuals without spending more after the initial cost of creation.

If you can’t afford an illustration system now, set aside money to invest in one later. It’s an investment that will keep paying you back.

4. Create a strong online presence When deciding where to spend money for your brand, prioritize your website. A website is not only a major brand representative; it’s also a functional sales tool.

So, this investment pays your business back on multiple levels.

Every business website should be quick to load and easy to navigate. But, vital functional details like these are only part of the equation.

Your website also needs to act as your brand ambassador—helping people get to

know your business, educate them about what you do, and reassure them that they’ve found the business they’re looking for. Luckily, if you’ve invested in a unique custom logo, a memorable and brand-appropriate color palette, and an illustration system, you already have all of the building blocks you need to create a fantastic, on-brand website.

Because most prospects will see your website before interacting with your business in any other way, you cannot afford to cut corners on your website. Like your logo, place your branding dollars here.

5. Develop a unique brand voice Brands don’t only communicate with graphics. They also communicate with text and spoken word. And, the words you choose must align with your brand personality and values. This creates the impression that your business has a consistent identity. Trust grows from repeated exposure—but only when each exposure confirms our initial impressions. It’s hard to trust people or businesses who are erratic and unreliable.

So, your website copy, social media posts, email messages, packaging design (if applicable), and customer support language should all sound like it’s coming from the same “person.” Your brand.

Identifying and consistently using a specific brand voice is a core pillar of your brand identity. And, it’s free. But, it does require a bit of thought.

Define a few adjectives to describe your brand voice. Keep these handy whenever you’re writing new copy. And share them with anyone who interacts with your customers. A consistent brand voice will pay you back in customer trust and additional sales.

Your brand is an invaluable tool that can lift your business—or hold it back.

Katie Lundin is a marketing and branding specialist at crowdspring, a leading marketplace for crowdsourced logo design, web design, graphic design, product design, and company naming services.

Visit www.crowdspring.com.

August 2021  Building Products Digest 

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PEAK PERFORMANCE

The top ads of the year BUILDING PRODUCTS DIGEST’S fifth annual ad competition is designed to showcase the best in LBM marketing over the last 12 months.

Ads evaluated ran for the first time in Building Products Digest or sister publication The Merchant Magazine between July 2020 and June 2021. Entries were divided into four categories

may be paying for something you cannot use or enforce.

Furthermore, if legal off-duty activities are protected in your state, then you may now have knowledge of an activity which, if you treat them adversely or differently during employment, can create legal exposure for you. ● If medicinal use is legal, a positive result may lead you to ask about medical information to verify the legal use.

This could then create ADA/ADAAA exposure as the candidate would have to reveal medical information requiring marijuana as a treatment.

In both these situations, consider removing marijuana drug testing from your pre-hire process to eliminate this exposure. If you do keep it in your process, train anyone involved as to what is and is not allowed and what can and cannot be asked to clarify.

Enforce policies prohibiting the use, possession and being under the influence at work: Given the impact on safety and productivity, employers are allowed to take action if an employee shows multiple side effects, especially if involved in a workplace accident.

If you suspect an employee is under the influence of marijuana you should: ● have another manager confirm multiple side effects being exhibited. ● remove the employee from their workspace, especially if they could cause harm to themselves, others or property. ● have someone take the employee for a drug test. (Do not let them drive themselves!) ● take proper disciplinary action, including possible termination if the side effects are verified by a positive test.

In states where marijuana is only legal for medical use, if the employee justifies the positive result claiming they have

(fractional size, series, specialty piece, and best overall). A panel judged the ads on four criteria: 1. Attention Getting. Does it make the reader stop to take a closer look?

2. Easily Understood. Does the reader in a quick glance know what is being promoted?

3. Enticing. Does it promote the coma prescription, verify their prescription card or ask for a note from their health care provider.

Clearly state your expectations before and during employment: As mentioned before, there is no law requiring employers to allow employees to use, possess, sell or be under the influence of marijuana while at work. Given the negative impacts to performance and safety, employers can and should take a no-tolerance stance to marijuana as well as alcohol and mind-altering drugs (even if prescribed) in the workplace.

Clearly and repeatedly state this expectation and the repercussions for failing to meet this expectation to all applicants, candidates, and employees throughout the hiring process and the employment relationship. Explain the company’s drug testing procedures and disciplinary action, including immediate termination, for failing to meet that expectation.

Stay up to date on this constantly evolving area of employment law: Given the changing regulations, we recommend staying current on the marijuana laws in your state. If you have applicants or employees based in other states, you also need to learn the laws in those states as well.

pany/product in an appealing way that would make its targeted audience want to seek more information?

4. Clean. Is the layout attractive and easy to navigate, so elements don’t compete with each other and key information—particularly contact info—is easy to find?

And the winners are...

BEST FRACTIONAL PAGE AD Paige McAllister, SPHR Affinity HR Group contact@affinityhrgroup.com

All-Coast Forest Products “Endless Possibilities”

1

Remodeling Likely to Stay Strong

with a 100th anniversary and one beige rental car and the end result will be the perfect metaphor for connecting with others: “Nice bike.”

Nice Bike acts as a powerful catalyst to help build stronger, more unified teams. The message inspires audience members to be more engaged and passionate about connecting with others.

Mark will take Traders Market attendees for a fun ride on how to be effective at making meaningful connections in both your professional and personal life. His Nice Bike principle is supported by three strong actions: acknowledge, honor and connect.

Mark has spent his career working in both industry and education

Moderate gains in homeowner spending for improvements and repairs are expected through much of next year as initial concerns of a possible pandemic-induced downturn have largely dissipated, according to the latest Leading Indicator of Remodeling Activity from the Remodeling Futures Program at the Joint Center for Housing Studies of Harvard University.

With greater clarity about the pandemic’s impact on the U.S. economy and given the surprising resilience of housing markets, the Remodeling Futures Program is no longer providing a downside range for its home remodeling outlook.

The LIRA’s standard methodology projects annual growth in renovation and repair spending of 4.1% by the first quarter of 2021 with gains softening to 1.7% by the third quarter.

“The remodeling market is bouncing back from the initial shocks caused by the pandemic, as homeowners continue to spend significant time in their home and are adapting it for work, school, and leisure,” said Chris Herbert,

managing director of the Joint Center for Housing Studies. “The surge in DIY and small project activity is lifting the remodeling market, but it remains to be seen if the strong sales market this summer translates into larger improvements that would drive even stronger growth in the coming quarters.”

“Annual expenditures for renovation and repair of the owner-

occupied housing stock are expected to rise from about $332 billion today to $337 billion by the latter half of 2021,” added Abbe Will, associate project director in the Remodeling Futures Program at the Center. “While a softening of growth is projected in 2021, recent strengthening of home prices and sales activity—including second home purchases—could provide further boosts to remodeling and repair next year.”

“Unique visual stops readers in their tracks— while showcasing the myriad options available from All-Coast.”

discovering how some of the best organizations and team leaders build a culture that encourages people to perform at a higher level through greater engagement.

Part motivational speaker, part thought-provoker and pure comedic entertainer, Mark Scharenbroich will inspire, teach and engage attendees with Nice Bike.

“Takes full advantage of the half-page space.”

– To learn more, visit nawla.org/ tradersmarket. Keep an eye out for more information, including registration, to come soon.

Keynote speaker Mark Scharenbroich will inspire, teach and engage wholesalers to kick

off the 2021 NAWLA Traders Market.

Building-Products.com

July 2021

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Introducing the Strong-Drive from Simpson Strong-Tie — a pr provides support for non-load-b minimize squeaks and wall sepa high-performance fasteners your c SDWC Truss screw for load-bear fastening solution.

®

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Available in 6", 5" and 3½" lengths

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Timber Products “Heava Frame Ply”

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Boise Cascade “Abandon Gypsum”

“Evokes the heft and strength of the product being introduced.”

“Great analogy provides an eye-catching graphic.”

“No-nonsense headline. No-nonsense image.”

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• Best Fractional Page Honorable Mention – Reclaimed Woods of the World (“Lunawood”), Capital (“Proud to Be Essential”)

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 Building Products Digest  August 2021

For more on the Strong-Drive SD at go.strongtie.com/sdpw or c

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BEST AD SERIES

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Western Woods, Inc.

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“Framework and fonts remain constant to foster familiarity, yet each ad contains its own powerful message and individual identity.”

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• Best Ad Series Runner Up – Do it Best

BEST SPECIALTY PIECE

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“NELMA takes its ‘alien’ campaign to the next level,literally, by having a spaceship ‘invade’ the BPD masthead on the front cover. The illustration draws immediate interest and pulls readers into the magazine’s first two inside pages, which featured an engaging Skip & Wane comics.”

August 2021  Building Products Digest 

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BEST OVERALL AD Everwood Treatment Co.

1 “Cool and colorful.”

“REFRESHING! Conveys the scene’s revivifying feel on to the product.”

“Straight-forward message.”

“Shows that treated wood can be fun.”

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Great Southern Wood Preserving “Yellawood Stain”

ENDLESS POSSIBILITIES

“Bold approach in extending the brand.”

2

THE FIRST STAIN

WORTHY OF THE YELLA TAG. Introducing YellaWood Protector® Semi-Transparent Stain and Clear Water Repellent.

CUSTOM

It takes a whole lot to earn the right to wear the Yella tag. Backed by fifty years of proven knowledge and quality, YellaWood Protector® products are specifically formulated by the makers of YellaWood® pressure treated pine. YellaWood Protector® products provide long-lasting, rich color and the superior protection homeowners demand. All with a limited warranty against chipping, peeling,

M A DE

S IM P L E

water damage, mold, mildew and color fade. Since there are no long drying times or even in-store mixing or tinting required, your customers will love how easy it is to use. Call your sales rep today or visit yellawood.com/protector and finish like a pro.

QUICK & EASY

Simple, Clear, and Easy to

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follow instructions. Complete your dream project in about an hour!

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6x6

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Wild Hog “Endless Possibilities” YellaWood® brand pressure treated products are treated with preservatives (the “Preservatives”) and preservative methods, and technologies of unrelated third parties. For details regarding the Preservatives, methods, and technologies used by Great Southern Wood Preserving, Incorporated, see www.yellawood.com/preservative or write us at P.O. Box 610, Abbeville, AL 36310. Ask dealer for warranty details. For warranty or for important handling and other information concerning our products including the appropriate Safety Data Sheet (SDS), please visit us at www.yellawood.com/ warranties or write us at P.O. Box 610, Abbeville, AL 36310. YellaWood and the yellow tag are federally registered trademarks of Great Southern Wood Preserving, Incorporated. All other marks are trademarks of their respective owners and are used with their permission.

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“Packs a range of attractive images with easy-to-understand sales points without making the page seem crowded.”

• Best Overall Ad Honorable Mention – CMPC (“100 Years”), West Fraser (“Under a New Roof”)

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 Building Products Digest  August 2021

Building-Products.com

NEW SITE showcases products available from Boise Cascade’s eight millwork shops across the country.

Boise Cascade Launches Website for Millwork Business Boise Cascade Co. has launched a new website for its millwork business. This dedicated website will showcase exterior and interior doors, finish options, door hardware, and other complimentary products. e re so e cited to offer this site as another valuable resource for our customers, contractors and homeowners,” said Stefanie Couch, regional marketing manager. “We’re proud to partner with best-in-class brands, like Therma-Tru and Simpson Door.”

The company’s Building Materials Distribution division currently operates eight millwork door shops, in Atlanta, Ga.; Grand Junction, Co.; Dallas and Houston, Tx.; Memphis, Tn.; Milton, Fl.; Tulsa, Ok.; and Salt Lake City, Ut. Visitors to the new website—millwork.bc.com—can see what products are available at their local branch by entering their ip code or can find the closest dealer with the dealer locator option. Visitors have access to a wide range of product literature, videos, technical and warranty information. e also offer special-order custom wood e terior and interior doors in almost any style and size you can imagine,” continued Couch. “Doors are the gateways to our homes, so we want to promote their beauty. When it comes to doors, if you can dream it, Boise Cascade can get it or create it.”

Homeowners and builders can upload finished door photos to potentially be featured on the website or social media.

BFS Buying Software Firm Builders FirstSource, Dallas, Tx., has agreed to pay $450 million to purchase WTS Paradigm, LLC, a software solutions and services provider for the LBM industry. aradigm serves about customers with over , end users, including manufacturers, retailers, dealers, home builders and remodelers. It is expected to generate revenue of approximately $50 million in 2021. ased in iddleton, i., aradigm s offerings include ERP, virtual home design, and quoting software, along with a contractor sales app, among other industry solutions.

Fiberon Adding Outdoor Furniture

iberon has partnered with ree esta to offer iberon Furniture by Breezesta, an assortment of premium, sustainable outdoor furniture hand selected to complement Fiberon decking and railing. The collection is sold directly through iberon at fiberonfurniture.com. iberon urniture by ree esta is offered in two collections—the Chill Collection and the Coastal Collection—that feature comfortable seating options and coordinating tables.

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 Building Products Digest  August 2021

Building-Products.com

NEW Products

Self-Adhesive Air/Water Barrier Henry Blueskin VP100 is a self-adhesive air and water barrier that seals out air gaps, while allowing moisture vapor to escape, and makes buildings more energy efficient.

When used as part of a complete Henry three-step system, Blueskin VP100 carries a 15-year material plus labor warranty for defects.  HENRY.COM (800) 523-0268

Enhanced Aluminum Railings Fortress Building Products’ Al¹³ PLUS aluminum railing system features code-driven enhancements and an innovative bracket system that addresses common challenges on large commercial projects.

Featuring an additional IBC code-compliant railing post, Al¹³ PLUS accommodates 8-ft. spans and fascia mount installations. The system’s pre-welded assembly reduces installation time and provides superior performance in strength and safety, while its premium powder coating supports corrosion resistance to ensure lasting style and minimal maintenance.  FORTRESSBP.COM ( -

Super Grip Brass Knuckle SmartShell is the next-generation, cross-functional glove that does it all—providing impact protection, cut protection, excellent grip in wet conditions, and high visibility, without sacrificing comfort.

The gloves feature a machine-knit, ultra-high-molecular-weight polyethylene with ANSI cut level A5 protection on the palms. Their strength-to-weight ratio is eight to 15 times higher than steel.

Thermoplastic rubber padding is sonically welded to the back of the glove to protect from contusions, smash injuries, object strikes, pinch-point injuries to the fingertips, and other impact ha ards.

In addition, agritty black nitrile palm coating offers e cellent wet grip.

Lumber Handler

 BRASSKNUCKLEPROTECTION.COM ( -

 LOGISNEXTAMERICAS.COM/CAT (800) 228-5438

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 Building Products Digest  August 2021

Mitsubishi Logisnext Americas has launched the at , , lb. hydrostatic internal combustion (IC) forklift series.

Their field-proven, EPA emissions-compliant engine and hydrostatic drive system are designed to help users optimize their productivity, provide intuitive control in heavy-duty applications, and reinforce operator comfort and safety.

The new series is designed for a wide variety of industries, such as building materials, lumber and manufacturing. At the truck’s heart is an advanced hydrostatic drive train that circulates hydraulic fluid to power wheels—allowing for smoother acceleration, directional change, and increased uptime.

Building-Products.com

DO YOU HAVE WHAT IT TAKES TO MAKE THE GRADE?

Introducing The Grader Academy by NELMA, a FREE interactive on-line grader training program. Built by the Northeastern Lumber Manufacturer’s Association as a grader training tool for Eastern White Pine and Spruce-Pine-Fir species, The Grader Academy is now available to the entire industry. *Learn about lumber grading standards *Test your grade rule knowledge *Play Above-Board, the real-time Grader Game *Compete with your friends and colleagues

Visit www.graderacademy.org to test your knowledge and skills at the lumber grading profession.

© 2017 NELMA

Ultra-Resistant MDF Roseburg Forest Products’ new Armorite Exterior MDF is a no-added formaldehyde MDF panel treated with a proprietary biocide to resist moisture, rot, decay and insects, including Formosan termites.

Engineered with machinability in mind, it reportedly provides the best performance in the market for profiling, cutting, and custom designs. It is manufactured from western softwoods to provide superior strength with less weight, ensuring easy nailing, machining and finishing.

Sub-Compact Cutting DeWalt’s new Xtreme 12V MAX* 5-3/8” Circular Saw (DCS512B) delivers powerful and accurate cutting performance across a wide range of materials.

Features include a built-in rafter hook for convenient storage on the

jobsite, an electric brake that quickly stops the blade after the trigger is released, an LED light for increased visibility and cut accuracy, and optional dust collection to minimize dust during cutting.  DEWALT.COM (800) 433-9258

 ROSEBURG.COM (800) 245-1115

Underwater Anchoring Turn Up the Heat

SoftLite Windows & Doors now offers black window frames in select designs, providing design fle ibility and a modern upgrade for any home’s exterior and interior.

The black laminate combination is available on Elements and Imperial Elite windows and select Kingsroyal Glide sliding patio door designs. Operating styles include double-hung, slider, picture, casement and custom-shaped windows.

Simpson Strong-Tie’s SET3G high-strength epoxy anchoring adhesive is code listed for anchoring installations in submerged holes and in saturated concrete or water-filled holes.

The adhesive is formulated to yield superior performance in threaded rod anchor and rebar dowel installations in cracked and uncracked concrete.

Its two-component, one-toone-ratio, epoxy-based anchoring adhesive formula dispenses in a uniform gray color to match surrounding concrete surfaces, and can be easily installed in downward, horizontal and overhead orientations.

 SOFT-LITE.COM (330) 528-3400

 STRONGTIE.COM/SET3G (800) 999-5099

 MILWAUKEETOOL.COM ( -

Black on Black

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 Building Products Digest  August 2021

Milwaukee Tool is introducing a new generation of Heated Gear with the redesigned M12 Heated ToughShell and uiet hell jackets, featuring advanced heat technology that exceeds the wearer’s experience in cold climate conditions.

The ToughShell jacket delivers “heat built to outlast,” with re-engineered stretch polyester that offers 80% more stretch and five times longer life. he uiet hell delivers heat built for silent movement” with stretch polyester that reduces noise from movement and provides wind and water resistance.

Building-Products.com

THE NEXT GENERATION IN VIRTUAL EVENTS

Forget “normal,” create something better.

The future of events is both live and digital.

Let’s create something better together.

“The best digital event I’ve attended since the pandemic began.”

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Tradeshows National Sales Meetings New Product Launches Open Houses VIP Customer Events

LEA R N M OR E www.526.events

C ONT AC T Padams@526mediagroup.com

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PRODUCTS FOR SALE

Rates: $1.20 per word (25 word minimum). 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-ready” (advertiser sets type), $65 if we set type.

Deadline: 18th of previous month. Questions? Call (714) 486-2735.

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IN Memoriam William Arthur “W.A.” Bissette, 82, former owner of Highland Lumber Co., Fayetteville, N.C., died July 5.

In 1960, he graduated from North Carolina State University with a degree in mechanical engineering. In 1963, he moved to Fayetteville and joined Highland Lumber. He purchased the company in 1984 from the remaining members of the Wilson family. He retired from Highland Lumber in 2009.

W.A. also served on the board and as finance committee chairman of and for 28 years of Pennsylvania Lumbermens Mutual Insurance Co. Marion C. “Charlie” Hamilton, 83, longtime executive with Scotch Plywood, Fulton, Al., died July 18.

He received a forestry degree from Auburn University, then began his wood products career in 1962 with Scotch Lumber, where he was responsible for land management and timber procurement. He was instrumental in the building of Scotch Plywood in Waynesboro, Ms.; Beatrice, Al.; and Fulton, Al. In 1965, he became mill manager of all three mills.

In 1985, Charlie acquired Hamilton Timber Co., Nanafalia, Al. In 1996, he and Montgomery Woods opened the Hamilton Woods Veneer Mill in Grove Hill, Al. During this time, he also served on the Alabama State Forestry Commission as vice chairman for 12 years. He retired from Scotch Plywood in 2012. A year later, he sold his interest in Hamilton Timber Co.

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Leo Lawton Anderson Jr., 83, venerable Arkansas lumberman, died July 15 in Clifty, Ar. Leo started in the lumber business in 1958 at Kelley Brothers Lumber, Springdale, then Hillcrest Lumber in Rogers and Fayetteville. At the time of his death, he was president of Pine Creek Lumber, Hindsville, and Anderson Lumber, Siloam Springs.

Allen Ray Moye Sr., , who spent 45 years as manager of Gray Lumber Co., Beckley, W.V., died July 4.

Charles Dayton “C.D.” Miller, 96, retired owner and operator of C.D. Miller Lumber & Logging Co., Darlington, Md., died July 15 in Bel Air, Md. He was a veteran of the U.S Navy.

Charles W. “Charlie” Small, 96, former co-owner of Partridge Lumber Co., Richland, In., passed away July 11.

A U.S. Army veteran of World War II, he ran the lumberyard until the death of his partner/father-in-law. He then spent many years as a carpenter.

Emma Lou Delaune, , past owner of Delanue’s Do it Center, St. Amant, La., died July 4.

TALK Back WORTH FIGHTING FOR Patrick, I enjoyed your thoughts on this subject (BPD July, p. 8, “What Do You Fight For?”) and just wanted you to know what I am fighting for.

As a small lumberyard, literally, myself and two others, I fight to let the

 Building Products Digest  August 2021

customer know that I care enough to be watching out for them, material and pricewise.

I fight to let the two employees know that I am behind them even as we have been working the whole pandemic.

I fight the stress and burnout of this pandemic even more than normal.

I fight to keep doing business that my family started over 95 years ago.

I fight the urge to give up, give in, and close the doors to this business.

I fight the current generation who feel so entitled.

I also wish there were more articles more relevant to stores my size as we typically feel as though we are constantly fighting the big bo es.

And mostly I fight for my family to be healthy, happy and productive.

Thank you for listening to me, Elliott Polinsky Gates Lumber Co. Brooklyn, N.Y. I just want to let you know how much I enjoy reading your columns.

I’ve been in the retail building supply business for most of my 68 years. The majority of those years were good— with obviously some not so good.

I do the workout thing every morning at pretty much the same time as you.

You are right, it gets tougher every year.

When the workout is complete there is a sense of accomplishment and you know that you have done something that the majority of our population has not. It gives you an edge for sure.

Skip Cernuto C&C Building Supplies Tarrs, Pa. Building-Products.com

ADVERTISERS Index Page

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

47

BC Wood www.bcwood.com

46

Beck America www.beck-fastening.com

17

Crumpler Plastic Pipe www.cpp-pipe.com

7

Culpeper Wood www.culpeperwood.com

21

Everwood Treatment Co. www.everwoodtreatment.com

Austin Build Expo – Aug. 11-12, Palmer Events Center, Austin, Tx.; www.buildexpousa.com.

51

526 Events www.526.events

Forest Products Machinery & Equipment Expo – Aug. 11-13, presented by Southern Forest Products Association, Georgia World Congress Center, Atlanta, Ga.; www.sfpaexpo.com.

Cover I

Great Southern Wood Preserving www.yellawood.com

JLC Live Show – Aug. 12-14, Rhode Island Convention Center, Providence, R.I.; www.jlclive.com.

23

Idaho Timber www.idahotimber.com

Cover IV

Manufacturers Reserve Supply www.mrslumber.com

288

Maze Nails www.mazenails.com

45

North American Wholesale Lumber Assn. www.nawla.org

49

Northeastern Lumber Manufacturers Assn. www.nelma.org

19

Orgill www.orgill.com

Lumbermen’s Association of Texas – Sept. 13-15, convention, expo & golf tournament, Omni Frisco Hotel at the Star, Frisco, Tx.; www. lat.org.

35

Palram Americas www.palighttrimboard.com

North American Wholesale Lumber Association – Sept. 13-16, Fall Wood Basics course, Oregon State University, Corvallis, Or.; www. nawla.org.

Redwood Empire www.buyredwood.com

Wallace Hardware – Sept. 13-Oct. 11, online dealer market; www. wallacehardware.com.

Covers II, III

4/19/2021 2:29:36 PM

33

Seneca Sawmill Co. www.senecasawmill.com

11

Simpson Strong-Tie www.strongtie.com

Massachusetts Retail Lumber Dealers Assn. – Aug. 2, eastern golf outing, Pinehills Golf Club, Plymouth, Ma.; www.nrla.org.

Michigan Assn. of Timbermen – Aug. 5-6, annual meeting, Bavarian Inn Lodge, Frankenmuth, Mi.; www.michigantimbermen.com.

Central New York Retail Lumber Dealers Association – Aug. 7, Day at the Races, Oswego Speedway, Oswego, N.Y.; www.nrla.org.

New Jersey Building Material Association – Aug. 9, annual meeting, Neshanic Valley, N.J.; www.nrla.org.

The Hardware Conference – Aug. 13-15, JW Marriott Marco Island Beach Resort, Marco Island, Fl.; the hardwareconference.com.

Central New York Retail Lumber Dealers Association – Aug. 19, 17th annual clambake, The Spinning Wheel, North Syracuse, N.Y.; www.nrla.org.

Southwest Forest Products Expo – Aug. 23-24, Hot Springs, Ar.; www.arkloggers.com.

Florida Building Material Alliance – Sept. 8-10, convention & trade show, Rosen Shingle Creek Resort & Convention Center, Orlando, Fl.; www.fbma.org.

Great Lakes Logging & Heavy Equipment Expo – Sept. 9-11, UP State Fairgrounds, Escanaba, Mi.; www.gltpa.org.

National Wooden Pallet & Container Assn. – Sept. 15-17, annual leadership conference & expo, Orlando, Fl.; palletcentral.com.

Mid-South Forestry Equipment Show – Sept. 17-19, Starkville, Ms.; www.midsouthforstry.org.

Greenbuild – Sept. 21-23, San Diego Convention Center, San Diego, Ca.; www.informaconnect.com/greenbuild.

39

Siskiyou Forest Products www.siskiyouforestproducts.com

27

Swanson Group Sales Co. www.swansongroup.biz

Mid-America Lumbermens Association – Sept. 22, Sunflower Shootout golf tournament, Mayetta, Ks.; www.themla.com.

31

Timber Products www.timberproducts.com

National Hardwood Lumber Association – Sept. 22-24, annual convention & show, West Palm Beach, Fl.; www.buildexpousa.com.

37

TIVA Building Products www.tivabp.com

Northeastern Forest Products Equipment Expo – Sept. 2425, Loggers Expo, Cross Insurance Center, Bangor, Me.; www. northernlogger.com.

9

TLC Mouldings www.tlcmouldings.com

International Wood Products Assn. – Sept. 27-29, fall World of Wood/Washington Fly-In, Washington, D.C.; www.iwpawood.org.

5

West Fraser www.westfraser.com/osb

Construction Suppliers Association – Sept. 29-Oct. 1, annual conference & trade expo, The Lodge at Gulf State Park, Gulf Shores, Al.; www.gocsa.com.

3

Weyerhaeuser www.weyerhaeuser.com

Kentucky Building Materials Association – Sept. 30-Oct. 1, annual convention, product expo, & Congleton Cup golf event, Caesars Southern Indiana, Elizabeth, In.; www.kbma.net.

Building-Products.com

Southeastern Lumber Manufacturers Association – Sept. 21-23, D.C. Summit, Washington, D.C.; www.slma.org.

August 2021  Building Products Digest 

53

FLASHBack 93 Years Ago This Month

N inety-three years ago this month, in August of

1928, BPD’s sister publication, The California Lumber Merchant, noted the passing at age 88 of Thomas Barlow Walker, “one of the world’s greatest lumbermen.” Walker had become one of the 15 wealthiest men on earth, accumulating an estate rivaled only by his billionaire-contemporary Frederick Weyerhaeuser.

Barlow entered the timber industry in the 1860s, aggressively buying up any available timberlands in Minnesota and Wisconsin, cutting them as the Red River Lumber Co., and by 1889 moving on to the fertile forests of California.

In other news of August 1928: • One of the last official acts of Herbert Hoover as Secretary of Commerce was the endorsement of the grademarking of forest products, particularly with reference to doors. In a telegram sent to the Western Door Manufacturers Association at Tacoma, Wa., Hoover said, “The grademarking of lumber and wood products with suitable guarantee makes for more efficient merchandising of benefit to manufacturer, distributor and especially the consumer. It helps stabilize trade and decreases distribution costs through establishing steady demand and lessening quality complaints.”

THE AUGUST 1928 issue spotlighted Schumacher Wall Board’s Grip Lath product with the curious notation “M.I.C. Number.”

Despite our best efforts, we can’t decipher its meaning. Was the MIC number a microbiology rating? An area code? A typo for a now-defunct M.I.C. Lumber? Any theories, readers?

• Determined to promote the use of wood, the HooHoo Club of Detroit, Mi., held a golf tournament in which participants could use only wooden shafted clubs.

• The Exchange Sawmills Co., Kansas City, Mo., rolled out a new campaign to help rural dealers sell more hog houses. The manufacturer would send a carpenter to retailers’ yards to construct and paint three display hog houses one each of its different models (Ready uilt, Ready-Cut, and Ready-to-Cut). Dealers could then sell the blueprints and materials to their farmer customers.

INDUSTRY INSURANCE companies, including Pennsylvania Lumbermens Mutual, stressed their fire prevention training and services as much as their prompt payment for losses.

54

 Building Products Digest  August 2021

• San Diego area lumberman—and branding pioneer— H.G. Larrick announced he was renaming his three-unit Lumber & Builders Supply Company after his Timber Tim mascot. ffective immediately, the yards in olano each, Del Mar, and Encinitas, Ca., would be known as “Timber Tim” stores. As Larrick explained in his monthly in-store newspaper, The Sunkist Splinter, “Timber Tim will become a real live personality and mean something definite in the lives of his customers, for he will WARRANT all the high-grade merchandise sold in the future in his stores. If you will examine Webster you will find that ARRA D means to assure a thing sold to the purchaser. That is, to insure that the thing is what it is represented to be. This implies a covenant to make good on defects. Folks, this is nothing more or less than what we have been doing, but henceforth we will emphasize that fact by branding all our high grade merchandise with the figure of I R I , and the words arranted Merchandise.’”

The Sunkist Splinter published 12 sepia-toned pages a month of home plans, building suggestions, columns by Larrick and his three branch managers, and local news such as crop reports and happenings in the neighborhood.

Building-Products.com

THE POSSIBILITIES KEEP GROWING:

Nature’s majestic pillars.

Redwood is one of the strongest and fastest growing softwood species. It thrives in some of the most productive timberlands in the world. Redwood is known for its timeless durability without the use of chemicals. Due to its flawless formation, there has never been a Redwood recall. There is a grade of Redwood for every application, every budget, and every customer.

“Growing beyond measure.”

Call or visit us today. Our family of Redwood timberland owners will continue to be your reputable and reliable source of Redwood.

Call us at 707.894.4241 Visit us at buyRedwood.com

BPD

Building Products Digest 151 Kalmus Dr. Ste. E200 Costa Mesa, CA 92626-5959

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