Merchant Magazine - February 2007

With Rosboro Treated Glularn

As the leading producer of glulam products in the U.S., Rosboro has once again responded to customer demand and is now offering a 24F l.8E Treated Glulam.

A Product You Know and Understand

Rosboro Treated Glulam is a 24F glulam beam made from Southem Pine and treated to resist rot and decay. Installation is easy because the beam is straight, has no top or bottom, and is manufactured to match standard framing widths.

Treated with Permapost K-8

K-8 is an industrial wood preservative and water-repellent treatment containing solubized copper-8-quinolinolate, which provides chemical resistance to insects, decay, mold, mildew and bacterial growths. It is a clean, non-swelling, non-leaching, and non-conosive treatment.

Easy and Safe to Work With

Treated Glulam not only resists rot and decay, but with simple precautions, it is easy to work with. In fact K-8 is low in toxicity to humans and is the only wood preservative approved by the U.S.

Food and Drug Administration as registered by the EPA for treatment of wood products that come in contact with foodstuffs.

RecommendedApplications

Rosboro Treated Glulam is recommended for applications such as decks, porches, trellises, and balconies where the member may be directly exposed to the elements but will not reach the equilibrium moisture content level of I6Vo (Ihe threshold for wet-use). To learn more about dry vs. wet-use and specific restricted uses, visit the Rosboro website.

Available in Common Sizes

Lensths: 48 feet -1-

Widths: 3 t12" and5 t116"

Depths: 9 \12",11 t18" ,14" ,16" and 18"

Call Rosboro Glulam Sales Todav to Learn More: 1-888-393-2304

r

rThinking af choosing comPot*:" ?: plastic deckingl See how it compares i"ivot"tn Red Cedar in these key areas:

"Real Cedar Composite Decking

Mold and mildew resistant

UnsurPassed natural beautY

Made from renewable resource:.

Naturally resistant to decay and insects r r ---t ^-^1. Contains no petroleum based products

Best value for the dollar

Allows for easy cleanup of accidental spills ls lightweight and easy to work with

Stays cool to the touch in the summer heat

Centuries of Proven Performance

[P upgrades roilings

l6 Whafs ohesd in windows

Code chonges, chonging tostes, ond new designs on fie horizon.

| 7 Xey to selling more millwork

Toke o "whole house" opproocn.

l8 pre-built shesr ponels prcvide prolettion,

design flexibiliry

Slowing molkels meon ifs time to dusl off your soles shills

S.wlng 13 Wo3tcrn 6tator, Including Alaska and Hawali

(Sistet publcalon Building Products Digest seves the East)

PUBLISHER Alan Oakes (ajoakes@aol.com)

PUBLISHER EMEBITUS DavidCutler

EDIT0R David Koenio (dkoenig @ b;uilding-products.com)

ASS0CIATE EDITOR Karen Debats (kdebats@ building-products,com)

CONTRIBUTING EDITORS Dwight Cunan, CarlaWaldemar, Roy Burleson

AD SALES MANAGER Chuck Casev (ccasey@building-productd.com)

CIRCULATION Heathef Kelly (hkelly@building-products.com)

ADMINISTRATION DIRECTOR/SECRETARY Marie Oakes (mfpoakes@aol.com)

How to Advertise

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CHANGE OF ADDRESS Send address label fromrecent issue if oossible, new address and

We decided to create a new joint venture.

Individually, we have pioneered the latest advances in wood preservation technology. Together we will usher in a new era of advanced technology to position our industry for future growth by providing enhanced wood performance along with environmental sustainability and responsibility.

Combining the polymer and biocide technology of Rohm and Haas with the wood preservation expertise of CSl... Viance, the new source for Preservation Innovation.

We had such good chemistry..

Therets never a one-stop, fix-all answer

So did you make that New Year resolution that lasted all of 24 hours? Have you, like me, tried to lose weight by looking for every easy way out except doing the things that would actually help you lose weight? Did you order any of those fad diet plans and found they did not work? Running and managing a business can be much the same as trying to lose poundsthere is never an easy, one-stop, quick-fix answer.

I am often asked by some of my contacts, as we discuss their business, for advice about whether they should go out and hire a consulting firm to help them go forward or perhaps invest in staff training in various aspects of their business. My experience is that I have seen the good, the bad and the ugly. Coming from the training education business and having worked as a consultant, I watched as executives were convinced to buy into the latest fads in management practices without any real understanding of what the deliverables, benefits and expectations should be and, more importantly, how they could and would continue to invest and implement long after the initial roll-out.

First, the reality is that there are rarely any breakthroughs in ways of doing business. But consulting and training companies often make a living repackaging old ideas and selling them as new solutions to today's economy. The problem is that ours is a

highly commoditized economy where everything looks the same, but the reality is that the business answer for each of us is different.

The training and consulting industry throws us the "fear and greed" bone that you are missing out on something that other companies are doing and that somehow you must be underperforming. I, probably like you, have read management books, attended expensive seminars, invested in or attended full-blown corporate training programs, only to learn absolutely nothing at all or see the money go down the drain six months or a year later. I have read that about 807o of all training and consulting dollars are wasted because individuals or companies do nothing or fail to implement correctly.

Maybe the efforts fail because every individual and company is unique and the same plan cannot work as a blueprint for everyone in the universe. All of us have different business models, differing quality of management and employees, a unique balance sheet, a different set of competitors, and many other factors, including the industry we work in and different tolerances to risk.

Yet we cling to the idea that there must be something better. We resign ourselves to the herd mentality rather than develop individualistic answers to the problems we face on a day-byday basis. Rather than following what

everyone else is doing (like elephants going over the cliff), one needs to systematically analyze not what is only wrong, but what is also right. It is too easy to throw the baby out with the bath water. The answer often can be found internally, when the right lines of communication are put in place. Too many in the organization are frightened to speak up with real innovative ideas.

Too many new executives or those in new positions feel they have to do something different. So in comes the flavor of the month, especially around now as the New Year gets underway. Consultants come flying in, and I guarantee you, they will always be able to tell you all that is wrong and every reason why you should invest in those new, innovative programs. Yet most of them do not have any realworld experience. They will tell you that you need 50 fewer people to do that specific job or that you need to get closer to the customer, which as most of us who have been around long enough knows that means layoff's and cutting costs. They often do not know the industry or the parameters in which you work day in, day out-yet glib answers and elegant bar charts come spewing out of their expensive pin-stripe suits.

I have found in over 30 years of management that the answer normally lies within, with the people who daily do the job and fully understand how the company really works. If only they would be listened to. This is where the good consultants score. When they come in and act as part of your team, and really get to know your business-inside and out-their outside perspective without any prejudice can help you come to the right answers. At the end of the day, though, no cute words, guru double-speak, or single management theory can be the right answer. You have to find the suit that looks best on you and tailor it so it fits you perfectly. Oh well, back to the chocolate!

Others s\,/ear the Northwest's 1 1 'oduct is C&D's Dest DyPr Port Orford Cedar Decking.

It's so popular it flics out of otrr rnill. Port Orfbrd Cedar's creamy white hue and exceptional strcngth make it perfect for decks. Wc manufircture otrrs with a r6 knifc planel fbr impeccablc smoothncss and a buttery lustcr. Its lack of raiscd grain and natural light color mcans unlimite cl finishing options. Arrd Port Orford Cedar's beauty is long lasting, v,ith 417. less impact bending than l{cdv'ood or Western Rccl Cedar ancl 1c"/. mclre crushing resist:rnce.

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|f^.loMl'}osl fE5 irr)tl l.1xr11. 1 ;11'1 \-,rnrrkirrg tluirk .tritle: t, elt rll-ttoe wood as thc nratcrill of choicc lor clcckinq-and nrost clealers appctr to huvc their favoritc brancls. according to ir ncw survcy b5, 7-lte Mcrt ltuttt fuluguz.itte

Tlte Mtrclrutrl contuctccl ncarlr' 200 LBM dcalers and askcd hor.r'their cor.t.tposite and plastic salcs stackccl up next to woocl dccking. how nranv dil'ftrent brands thcy stocked. arrd holv lher those thrr:c lrllrntl:.

The ,rne e le ll i e lrlie l: c()ntIo\ite \ iLrc grou ing lt a sulprising rate. Bob Petcnnan. I)etcrntan Luntbcr, Senecu F'alls. N.Y.. lookcd into his 2(X)6 sales l-i-trtrcs uncl u'as stu nncd to discover conrposite cleckin-l less than 107 behinrl tr.catcd deckin-s b1' lbotagc solcl artd morc than tnicc tlcatccl in clollar volume "l kncw thc cortrpositc hircl tukcn ofT in salcs this vear." hc sa1 s. "however. I was unlwure o1' thc clranratic increasc ovel past vears."

At Hancock Ltrnrher'. C'asco. Mc.. salcs of compositc clecking are

apploachinil that of trarlitional nlrinstav 5/-l ccclar uncl lirur tirrics that o1' lx.l harclwoocls canrbara ancl rnungaris. "Our salcs ol comlrositc ancl ccclar alc r-r,rnning vcrv closc to,'cthcl'." notes Canrillc Dubois. dilectol o1' pur'e ltlr.itt!. "l tr ill ll\' \t' r') eiri()r.r\ l() \r'c vu herc the r.rurlbers l'ull ncxt veilr irs thc price o1'ceclar cuntinLres to increuse due lo thc arailability o1'the lrroduct."

Hor"' cluicklv conrpositcs arc catchinu on appcitrs hcur ill inflLrencerl bv location. High pclccntages ol' conrposite sales \\,crc rcl)ortcd at I'ards in thc Wcst. AboLrt 95% ol'dccking sales at Buttellielcl [-r-rrnbcr. N{iclr ale. Ut.. and 907, at Strin-gham l-unrbct'. Salt Lakc (-ity. LJt.. are cornpositc. At Lcanred Lunrbcr's pro varcl in Flcrnrosa Beach. Cia., currpositcs oLrtsell 2r6 reclwood dccking two to onc. Learnecl's production lartl in El Scgunclo. Ca.. sclls nothing but conrposites-no 2x(r rcdu oocl. no halclr.r'oocl clccking.

Abirut I5lt. of dccking sales 1'or N'larson & N4arson Lunrbcr, l-eavcn-

\\ orlh. Wa.. and Ransorn Brothcls Lr.rnrber & Supplv Co.. Rarnona. Cu.. ale conrpositcs ancl- u1r until Southern Calitirrnia adoptetl ncw file rcguIlrlions l'r'r' nc\\ ('on\tt'u(ti()nRansonr's percentlrge had bccn Lrp tct 95'/c

AlrplorinuLtcl,', 7 Olr ol' clccking sales at Palr Lunrhcr. Hillsbolo. Or., arc corrllosltes.

Drustiallr' lort' cr pcrccntagcs \\'erc liluncl. on tlre u'holc. in South Central statcs. Conrpositcs nrakc up.just -57 ol' clecking sales for McCor"s Building Supply Centers. San Murcos. Tx.

l-css than -57, of clecking sitlcs urc conrposilc or plastic at Zarskv Luntber Co.. Victolia. Tx. Zarsky sclls Fiber Cornpositcs' Portico. bccausc it is crclusivc to nrcnrbers of LMC. "Wc clon't carry nlorc or sell nrclrc simply clue to lack ol'clcnrand." sirys v.p. Cullv Frornnre.

Likcw'ise. cor-nltositcs antount to onlv about -5% o1' total deck sales at Okluhornl Horne Ccntcrs, (iuthric. Ok. "Our nrlrkct tirr contpositc is still

very limited by the price of our treated yellow pine," explains Bill VanSant. "Because we are so close geographically to the treatment facilities, the price gap is very large."

The dealer currently stocks one brand in two colors and sells a second brand out of distribution. LP's WeatherBest was chosen, VanSant says, "because of its ability to hold up to the harsh UV climate in Oklahoma."

The mix at Star Lumber & Supply Co., Wichita, Ks., is 357o composites and rising. "We're slower than most, but the trend here is going towards composite," says Randy Chippeaux.

For Mountain Lumber Co.. Boone. N.C., "we are a second-home resort market, and still sell primarily wood siding and wood decking," says Dwight Simmons. "Additionally, most of our delivery area is above 4900-ft. altitude and subject to cold temperatures during the winter months. Composite decking can be difficult to install at colder temperatures since it is a vinyl-based product. Therefore, most builders only install composite decking if the homeowner insists."

Lovell Hardware & Building Supply, Lovell, Me., is also located in a vacation-home recreation area and sells far more western red cedar, pressure treated, and spruce decking than composites.

How ma4f do you scodd

More than 4l%o of dealers surveyed stock a single brand of composite

decking. Nearly 30Vo of dealers carry just one brand. Humphreys Building Supply, Tiverton, R.I., limits itself to LMC's exclusive line, Portico. "With all the composites out on the market, we carry only one to eliminate any headaches with inventory and in hopes to make it an easier sell," says buyer Terry Hall. "meaning, we can focus on just one line, rather than six or 10."

Though it operates 84 locations in five states, McCoy's stocks and promotes only Trex. "We have found that selling competing brands confuses customers," explains Tom Hastings. "The primary reason is that the brand we carry has excellent marketing support by the manufacturer."

Thriftway, Inc., Owensboro, Ky., stocks just one brand, says Teresa Tipton, because "we don't sell enough to commit to more than one."

Denver Lumber Co., Denver, Co., stocks one brand and will specialorder six others based on customer preference, price, quality and availability.

B&B Lumber Co., Wichita, Ks., carries a single brand with lots of choices. "We stock one brand of decking, which consists of three colors and both T&G and rounded-edge product," Harold Baalmann says. "This means six product lines. The expense is why we don't carry any more. However, we do sell other brands that are available from various distributors on a special-order basis."

Jay-K Independent Lumber Corp., New Hartford, N.Y., began stocking

composite decking 12 years ago. About a year later, Jay-K added a second brand, but experienced problems with product failure. They quickly ditched the second brand and have yet to add another.

"We started on the first brand," explains Jonas Kelly, "because at the time they were a clear-cut market leader. They also had product that did not require the installer to utilize significantly different installation techniques, meaning it installed with similiar techniques to wood. We are looking closely at adding another brand, and keep these principles in mind as we screen the brands [for a] strong underlying owner company, simple product line, not too many SKU's, simple railing assembly and installation."

Poulin Lumber Inc., Derby, Vt., makes available four composite brands, but stocks only one. o'We try to focus our attention on our preferred line," says Cory Poulin. "We feel it offers the best quality and aesthetics in the composite market, along with a reputable company that strongly supports any warranty issues or customer concerns. We also feel that by focusing on one product line, our staff will continually be educated and informed on the entire product line, its strengths and weaknesses, application, warranty, etc. In short, a more knowledgeable staff is a staff more capable of selling a single product line."

And why their choice of brand and vendor? "We do not have to buy in

Comparable Composites Composites Compositd WoodTo

Decking Sales ltlfi by HaJeriat

full truckloads, we can buy units at a time," Tipton replies. "Good quality. No one else in town offers this product. Good website with leads that come off of this."

The nation's largest pro dealer chain, Pro-Build Holdings, leaves it up to the individual division to determine which decking products to carry. "We sell many brands of composite decking, probably all the major brands, with Trex and LP as the two largest," says Paul Hylbet. "We do this both to spread our risk among more than one supplier and because we are decentralized by division, particularly on specialty products like decking."

Considerations include product availability, marketing support, product quality, breadth of assortment, and price.

Most Pro-Build yards "stock primarily one brand, unless a significant size builder specs another brand," says Darin Hildreth, v.p. of purchasing for Pro-Build's Lumbermen's division. "We have tried and are trying to limit the number of brands we carry, based on a strategic plan to try to do business with our preferred vendors."

A handful of dealers don't have any inventory on hand. Jones-Berry Lumber Co., Amboy, Il., offers six to 10 brands of composites, all by special order. "Customers at this level have researched the product and aren't necessarily interested in stock positions or saving 70Vo because of the stock position," Dan Welty says. "They know what they want."

Choice of brand is primarily customer-driven, but also influenced by a reliable source of distribution, historical performance of the product, and overall quality.

Wtty more than one?

Next most commonly, 3l%o of dealers surveyed stock two brands of composite decking. Foxworth-Galbraith Lumber Co.'s Colorado yards carry two brands of composites. "We offer two brands to allow a greater selection of colors and styles," explains Derek Byington, regional accounts sales manager in Colorado Springs, Co. "Between the two, most color preferences and designs can be met."

Washington's Marson & Marson has been content with a single brand, but is considering taking on a second that offers a better profit margin.

Kansas' Star Lumber offers two brands. Randy Chippeaux says there are "tons of options out there, but

space mainly is what keeps us from carrying more lines. We have carried Trex for a few years and choose it mainly because of brand recognition. We recently added the Elk product (CrossTimbers), because it is a blind nail product."

Kelly Bros. Lumber Co., Covington, Ky., offers two brands "to offer variety and a different look," says president Steve Kelly. The choices were based on "availability through distribution for backup between trucks, name brand recognition, and reputation."

George Kellett & Sons, Inc., Metairie, La., carries two brands-one their sales force finds more attractive and the other preferred by their largest decking customer.

Williamson Building Supply, Williamson, N.Y., chose two brands, based on quality and availability. "We offer two types mainly because one offers a 'hollow' product with addi-

tional colors and railing styles," says Richard Mallory.

Rutland LaValley Building Supply, Rutland. Vt.. carries two brands of composites to sell off of each other. Ron Ryan says, "We offer more than one mainly as a selling price pointTrex the less expensive and Correct Deck the higher-end in the groove/ groove series and CX series."

Pricing, availablility, quality and offering of different styles determined their choice.

Parr Lumber's 24 lumberyards stock Trex and TimberTech, but special order any product. "We see it being similar to offering both Ford and Chevy," Matt Jeffries says. "We believe that these two brands provide a broad selection of options for our customersdifferent grain patterns, color options, different manufacturing processes, etc. It is important that you give consumers a choice as they do not want just one option."

STOCKING dealers are looking for exceptional quality and an array of options and accessories in choosing their composite decking lines.

Parr does not take product selection lightly. Says Jeffries: "Consumers rely on us to provide products that have proven performance and manufacturer stability. They want to know that the manufacturer will be around to handle any future issues." Criteria include: "Quality, brand recognition, brand leader, manufacturing capacity, product warranty, service, advertising penetration, consumer feedback, and commitment to research and development-a key factor in this product classification."

Tnrce? Four? Five?

Arnold Lumber, West Kingston, R.I., stocks three brands, but will special order about two dozen others. Jim Berger notes that each brand has a different selling point"Trex, due to we've had it since its release to the market; WeatherBest, due to salesman preference, and Procell, as a new and different alternative."

P.J. Currier Lumber Co., Amherst, N.H., carries three brands plus special orders, says Charles Desmarais, "because of new technology or design. We try to pick something we can get good supply of and make some money."

Lapointe Lumber Co., Augusta, Me., currently carries three different types of composite decking, but is trying to cut back to one. "Most likely we will end up with two," admits Dick Tarr. "It is hard to 'cover all the bases' with only one line. It is, however, a big commitment, financial and otherwise, for a smaller yard like ours to carry more than one or two types of composite decking."

In selecting which to keep, Tarr says, "we have to examine many things, including quality, looks, performance, breadth of line, 'name' value, availability, stocking commitment, ease of fill-in sales out of warehouse, competition, distributor commitment, service relating to problems, marketing and price."

By focusing on four brands-Trex, Evergrain, Fiberon and TimberTech-Utah's Stringham Lumber can provide a wide representation of the options available and has been able to increase composites to 9OVo of its decking sales.

"A lot of it is so we can cater to the customer," says Bryan Berry. "Not all brands have the same styles, designs and things the customer wants. Some products won't be able to prove themselves in the customer's eyes or in a market. It may do well a couple hundred miles away, but it doesn't do well here. So we have to change up the colors or designs."

Stocking criteria included price, value, minimal callbacks, ease of installation, stainability, weatherability, and vendor support.

In addition to limitless special orders, Northern Lumber Co., Suttons Bay, Mi., stocks five brands-Trex, Procell, CrossTimbers, Monarch Exotic, and Fiberon Tropics, grooved and ungrooved. "We wanted some to look similar to wood," Edward Beuerle says. "We also looked for some with a hidden fastener system associated with that particular brand. We felt these products gave us a good mix of different composite decking materials that consumers were looking for."

Of the five composites offered by California's Ransom Brothers, including three in stock, Jimmy Gilchriest says, "We have products with slight grain to deep grain to give the customer an option of different looks. We carry Trex because that is the nationally recognized composite decking. Other than that, we go with a combination of sticking with quality vendors and the look of the material."

Yet even dealers stocking multiple brands often have their favorite. Campbell's Town & Country Building Supply, Aberdeen, S.D., concentrates on "one major line," but carries three others for comparisons. Stuart Campbell selected his stock based on name/brand, supplier, and availability of daily delivery.

Jefferson Lumber & Industrial Supply, Louisville, Ky., now carries three composite brands, but has made WeatherBest its number one seller due it its mold-resistant properties, according to Ben S. Wimsatt.

tYny {ilese brends?

In selecting its composite decking, Siewers Lumber & Millwork, Richmond, Va., tried to find brands with competitive advantages and selling features beyondjust the fact that they were composites. "We chose both brands because of their defense systems against mold and because of the features of the product, the quality of the product, and the reliability/support of the manufacturers and suppliers," says Michael Siewers.

Siewers took on WeatherBest due to its two-sided nature and complementary handrail kit. They also added Procell, because of its unique formulation that results in lighter weight and resistance to mold, scratching and staining.

Similarly, Tindell's, Knoxville, Tn., stocks AERT's ProDeck and LP's WeatherBest to provide variety and multiple price points. Pro Deck was chosen, according to Gene McKinney, "because it was a good, high quality 'builder' product with a good pricepoint. We took WeatherBest on last year after negotiating a program through Bluelinx. We looked extensively at several brands before settling on LP Weatherbest because their program and product line were the best fit for Tindell's."

Crenshaw Lumber Co., Gardena, Ca., chose the two brands it carries, says James Cederholm, based on "name brand recognition, as well as vendor support-next day delivery, full-line inventories, pull-through marketing activities, etc."

Limeberry Lumber Co., Corydon, In., markets Alcoa's Oasis and accessorires as a standard composite system and

Correct Deck for its hidden fastener system with accessories. "We have stocked many different brands, but the industry changes with technology and I believe that right now, we are selling the best two varieties of composite on the market," Scott Limeberry notes. "Based on appearance, density, warranty and price, we have researched the different brands out there, met with various manufacturers, and feel confident that our selection of composite is ahead of the industry."

Chace Building Supply, Woodstock, Ct., selects its brands based on quality. Ron Tetrault says, "Procell is the best PVC bullnose S4S. Latitudes is the best composite/clip system. Portico is a very good quality composite bullnose s4s."

North Carolina's Mountain Lumber carries only TimberTech, Dwight Simmons says, because it uses virgin plastic rather than recycled material, resulting in more stability, and offers a complete handrail system, a product resembling ip6, and a grooved/grooved product, said to work better with hidden fasteners.

New York's Peterman Lumber promotes solely Elk's CrossTimbers. Previously, the dealer had carried two other brands, but dropped one after the manufacturer signed a distribution deal with a big box chain and abandoned the second after the wholesaler couldn't maintain a reliable inventory. "After two failures in the composite field, we decided to take our time and find a product we could embrace for many years to come," Bob Peterman says.

He chose CrossTimbers, most importantly, for territory protection. Other factors included the wholesaler's commitment to be in stock and stock the entire line, variety of col-

ors, hidden fastener system, extensive warranty, and sales support, including breakfast meetings for their builders, a certified installer program, and local sales support for their outside salesmen.

Among its 36 lumberyards in five states, Lamperts, St. Paul, Mn., stocks six different brands of composites-some stores inventorying none, others one or two. "The largest contributing factor as to which composite decking a store will stock is contractor preference," says c.e.o. Dan Fesler. "Some parts of the country are partial to a particular brand for some reason, and in other cases the contractor specializes in deck building and requests that the store carry the brand they like."

Hancock Lumber selected two lines. Camille Dubois says, "Trex, being the nationally known and advertised brand, is often asked for by name by many customers. Correct Deck is manufactured and distributed locally in Maine. Correct Deck has shown tremendous growth in market recognition and sales over the last few years. We feel that with the colors and styles these two brands offer we can service our customers' needs."

Our survey's most commonly named brand, Trex, owes much of its vast distibution to being the first on the scene. Allen Lumber, Barre, Vt., has stocked Trex since its inception and, since the product is well received, has never seen reason to change. Four other brands are offered via special order.

Forslund Building Supply, Ironwood, Mi., began stocking Trex when it was first introduced and is content stick(Please turn to page 70)

|,P tbams with Ardersen to lmprove Composite Railing

WeatherBest Crystal White deck railing system from Louisiana Pacific has been redesigned and will be manufactured using Andersen Corp's patented Fibrex material technology.

"Our alliance is a unique combination of two industry leaders who each bring considerable expertise to the table," said Linda Kerechek, brand manager of LP's outdoor living division. "We've received tremendous support from distributors and dealers who are eager to carry Crystal White Railing and who are familiar with the proven Fibrex material technology."

A blend of 40Vo wood and 60Vo vinyl, Fibrex has enhanced Andersen windows and patio doors since 1993. The company's line of replacement windows, Renewal, uses Fibrex exclusively, as does the System 2 commercial window line.

LP said that customer input was critical to the redesign process. "We conducted two series of focus groups with contractors, dealers and consumers to solicit feedback prior to the redesign," said Kerechek. "We incorporated these changes during the engineering process and went back to focus group participants with the new product to validate the changes."

Updated features include stronger stainless steel hardware, hinged corner brackets, countersunk holes for easy drilling and better alignment, and simpler installation instructions.

Another innovation is a new rail profile. "We are excited about the new flat top design, a feature that can

be a big convenience to a homeowner hosting a barbecue, because it provides a place to rest beverages while socializing," said Kerechek.

NEW FORMULATION improves LP's composite railings.

Changing tastes, requirements in world of windows

nEALERS should be aware of I-f building code changes and design trends that will influence what and where windows are sold.

"We see strong business growth potential for our coastal products in 2007," said Chris Monroe, v.p. of marketing for Simonton Windows. "Additionally, we're perfectly positioned to assist with retrofit product needs next year."

Gode changes in 2OO7

Monroe believes that changes in codes adapted by the American Architectural Manufacturers Association for Forced Entry Resistance will drive industry changes in 2007. The

hand-manipulation test added by AAMA to ensure hardware on windows meets resistance standards will be a major focus for many manufacturers this year. Another AAMA initiative, code 450, will require testing of mulled window units.

Monroe pointed out that changing coastal construction codes will also impact both builders and remodelers. "We envision a significant push toward enforcement of coastal codes in renovation situations in 2007," he said. "Remodelers should pay close attention to all coastal code changes and updates in their areas so that projects they are working on are not shut down by officials for code violations.

In the past, builders needed to be more concerned with coastal code compliance; now we're seeing remodel and renovation projects receiving this same level of intense scrutiny."

What's popular in 2OO7

Where will window trends take the industry in 2001? Certainly toward an ever-increasing focus on impact-resistant products in coastal states and definitely on a move nationwide toward more energy-efficient glass packages. "Every buying audience-builders, remodelers and homeownersis embracing energy-efficient glass packages for windows and doors right now," Monroe said. "Energy Star qualifications and programs have made a strong impact on people no matter what their geographical market. Ever since fuel costs started to rise, we've seen a steady and continuing increase in requests for energyefficient glass packages.

"The other trend we see is related to requests from homeowners for glass packages that assist in sound reduction and security in the home. People are very interested in keeping external sounds outside. They're also looking for ways to help protect their homes from intruders. Higher-end glass packages can help them achieve both these goals."

Even with the industry challenges, Monroe feels confident that vinyl products will continue to increase in market share. "Vinyl is still taking share away from wood, and composites are not growing rapidly," said Monroe. "With its superior performance and increasing use in retrofit projects, vinyl is perfectly positioned for continued market share sains."

BIGGEB & BETTER: Despite its size, this Energy Star-qualified window will help homeowners reduce energy bills.

"Wholo houso" salos koy to millwork growth

lI /TILLWORK dealers can combat IYlthe softening housing market by selling higher margin products and focusing on selling "the whole house" to include both polyurethane and PVC products.

"The 'whole house' sales conceDt is possible with synthetic millwoik products because there are so many vast uses for urethane and PVC products on both the interior and exterior of the home," said Tom Riscili, president of Fypon. "Inside you're looking at mouldings, millwork and faux beams for ceilings. On the exterior there are balustrade systems, fabricated PVC trim pieces, window and door trim, columns and column wraps, louvers and E-vent systems. These products offer tremendous long-term benefits due to their resistance to weather, rot, insects, mildew and humidity. These higher margin products replace more traditional wood trim that require a great deal of maintenance."

A primary focus is custom home builders who have a strong relationship with project architects and homeowners. Other targets include remodelers and the renovation market, as well as big builders and production builders.

This year, Fypon is increasing its push to educate builders and architects on the wide variety of products that the company can supply as a way to sell the "whole house" concept. The use of urethane and PVC products can create a more architecturally appealing home that requires low maintenance. Fypon supports this effort by providing quotations on

builder elevations that cover everything the company can supply on a house and presenting it as a package price.

ln 20O7, Fypon is expanding its Southwest Collection of products (including faux beams, shutters, corbels and rafter ties) that can easily be incorporated into projects in the West, Southwest and Southeast. The series of woodgrain stainable pieces can be used as both interior and exterior accents to complement Spanish hacienda-style homes and the rustic look of the West. An expanded William E. Poole Collection of designer products plus award-winning

PVC column wraps will also be promoted for both new construction and remodeling projects.

"Geographically, sales of our products are strong in the Northeast and Southeast due to home designs and the acceptability of both urethane and PVC products," said Riscili. "We'll focus on growing business on the West Coast in 2007 because it is a natural area for the introduction of the Southwest Collection of products. We will also focus our selling efforts on cities within Florida, Texas, Arizona and California that continue to see high concentrations of housing starts."

SELLING an entire millwork package can include mouldings, ceiling medallions, faux oeams, mantel surrounds, exterior trim, corbels, shutters and louvers.

Pre-built shear panels provide protectiolt, desi$n flexibilfty

ilevel bv Weverhaeuser

IX/ITH increasing frequency, news

Y Y stories tell of the destruction of homes and loss of life from earthquakes, hurricanes, and high winds.

What was once thought to be a design and construction challenge limited to California, the Gulf Coast and the Atlantic Coast, is now being faced in many areas of the U.S. as the awareness of natural hazards grows. Consideration of seismic activity in the design of homes has become more prevalent in the Pacific Northwest, the Rocky Mountains, Alaska and Hawaii. The New Madrid seismic zone has a large potential to impact homes in parts of Tennessee, Illinois, Missouri, Kentucky and Arkansas. High winds damage homes in the Midwest and other areas far from earthquake zones and coastal areas.

The quality of structural framing materials plays a major role in how well homes stand up to such natural disasters. Builders, designers and specifiers looking for consistent and

predictable framing performance under lateral loads caused by earthquakes and high wind, as well as to meet code requirements. are increasingly turning to prefabricated shear panels for their design needs. Lumber and building material professionals can enhance their service to builders by understanding a few key uses and benefits of shear panels.

Traditionally, shear walls were built on site, with a high degree of variability and unpredictable performance. They were time consuming to build and often resulted in wasted materials. Pre-built shear panels, such as the iLevel Trus Joist TJ-Shear Panel provide consistent and predictable performance under lateral loads and are easy to install. Such panels provide the added strength and support necessary for framing areas of the home where high lateral loads must be resisted. Typical areas of the home that require special attention to resistins lateral loads include narrow

wall segments around garage doors, and walls with numerous window and door openings.

Beyond concerns with earthquakes and high winds, many builders use pre-built shear panels because of the design flexibility they provide for meeting code requirements. As homeowners have demanded more visually appealing and varied home facades, floor plans have become more complex with many narrow wall segments. Shear panels are a good way to build stable, narrow walls quickly and maintain high quality.

In addition to use in larger homes, the panels are popular in densely populated urban areas where lots are small and the homes have many narrow wall segments. Builders of al1 sizes are finding benefits from pre-built shear panels. Production builders like them for their consistency, performance and ease of use in replicating high volumes of floor plans. Custom builders like them for their design flexibility

DESIGNED for applications in wind and seismic regions, the TJ-Shear Panel delivers better performance than highly variable site-built alternatives.

and performance.

Because they are assembled in a factory, pre-built shear panels can be engineered to precise specifications and manufactured to a consistently high level of performance. The panels undergo rigorous testing in controlled situations, allowing manufacturers to understand in detail how they may perform in real-world applications. With this expertise, manufacturers are in turn working with LBM dealers to help builders incorporate the panels into homes in a way that optimizes structural performance. For builders unaccustomed to construction for high lateral loads, pre-built shear panels provide additional peace of mind because their precision engineering and consistency can help them more readily pass inspection than site-built shear walls.

Well-designed shear panels balance four essential performance criteria: allowable load, stiffness, dampening and ductility. In essence, shear panels must resist lateral loads, but provide some flexibility and energy absorption. It is important that the panel performs in cooperation with other areas of the home to ensure structural integrity and promote life safety. Think of a shear panel as a tree in the windstrong and stiff enough to stand tall, but flexible enough not to snap. These are important features when high winds blow or the earth is shaking.

An added benefit of pre-built shear panels is that they are easy to work with and are available in a variety of widths and heights. With their one-piece, modular construction, one person can easily install most sizes of panels. In the case of TJ-Shear Panel, it mounts to the foundation slab or stemwall with only two nuts and two washers, making installation quick and simple. Lag screw holes for connection to the framing top plate are pre-drilled at an angle for easy access. The panel is pre-drilled for electrical wires, helping builders save time and eliminating guesswork.

As more builders become aware of the range of applications for pre-built shear panels and the benefits they provide, dealers can anticipate increased inquiries. One doesn't need to be a technical expert in earthquake or wind design to help builders understand the options available to them. With a quick call to your supplier or an Internet search, dealers can quickly leam about the types of pre-built shear panels and the technical experlise available to them.

- Jay Shansby is the product manager for TJ-Shear Panels for iLevel by Weyerhaeuser, (888) 453-8358: www. ilevel.com.

WITH THEIR one-piece, modular construction, mosl sizes of shear panels can be easily installed by one person.

ust off yqqr sales skills

By Steve Ondich Atlas Lumber Co.

Sales and earnings over the last five years were strong. There weren't a lot of new accounts opened, but existing accounts kept growing.

fANUARY is over j and I can report with confidence that sales were heated, fax machines were spewing purchase orders, many customers experienced record growth, optimism was in ample supply, and the availability of raw materials was a major obstacle to sales growth. Of course, I'm referring to January 2006.

Fast forward to January 2OO7 and we're looking at a completely different climate. If you believe that the market for building products will recover by the 2nd quarter of 2OO'7, you do not need this information; please skip ahead to the next feature article.

When I speak with my colleagues in the lumber and building products industry, I can barely finish saying hello before I'm asked "How's business?" People tend to ask that when business is not so great. They want the reassurance of hearing that their problems are industry-wide, outside of their control, and certainly nothing that they could have prevented. If that sounds reasonable to you, please understand that there's no honor in going broke regardless of the surrounding circumstances.

Many sales managers in our industry are scared because they don't know how to respond to the challenges we now face. The companies I speak with have a lot in common.

Outside reps were left alone rt provided they turned in -r good sales numbers. Reps ' who performed below average may not have con, tributed much to the sales effort but it was easy to gloss over. Orders seemed to materialize without much effort. At times, orders materialized so effortlessly and with such consistency, there was probably some debate over whether outside sales reps were needed at all. Treading water was great when the tsunami of homebuilding was dragging everything in its path along for the ride to prosperity. Now that the wave is receding, everyone is trying to remember how to swim.

How did this happen?

Managers di.d not intervene when their reps stopped doing outsi.de sales work.lt's typically easier to squeeze more business out of existing accounts than to try to open new ones. This is not lost on reps, so it's not surprising that many of them got out of the habit of networking and prospecting. Given the choice of having lunch with their top account or trying to make appointments to meet with new ones, most reps would choose the former.

I agree with their logic to some extent. However, the purpose of the outside rep is to drive new business that the company would not have otherwise received. Inside reps and support staff are in charge of processing business that the company already has. When outside reps take on the duties of their inside counterparts and lose interest in driving new business, there's a problem.

Reps put all of their eggs in one basket, and then left to golf.We've all heard the warning against putting all of our eggs in one basket. Twists on that clich6, attributed to Henry Ford, is to go ahead, put all of your eggs in one basket, but watch that basket. Many reps do not watch their basket. When people pay attention, they're more likely to anticipate and deal with changes. Reps that become pigeonholed in specific accounts or industries can appear very successful when their niches are healthy. A better indicator of sales aptitude is how well they respond to changing markets.

Managers failed to plan.Yery few industries consistently grow from year to year with no major fluctuations. The residential construction slowdown should have surprised no one, yet I talk to knowledgeable industry people who were blindsided by it. Too many companies made no effort to protect themselves from the inevitable. Now, they're scrambling to react. Sports psychologist Timothy Gallwey observed that athletes who are faced with unknown or uncertain situations experience muscle tightening and tend to freeze up, hampering their performance. Manager who failed to plan for a market shift may find themselves choking under the pressure of how to respond.

We have no time machine, so what can we do now?

a I o Make a realistic assessment of your sales team

Be honest about the strengths and weaknesses that are now apparent. Do you have any of the following personalities on your sales force?

The pilot fish. A pilot fish gets its meals by following large sharks and feeding off the crumbs from the

shark's prey. Pilot fish are so insignificant to the shark that they're largely ignored. In the business world, a pilot fish rep latches onto a big account, yet produces very little business for his or her company. The marginally good news is that some working relationship has been established with a large account. The flip side is that a big account is being tied up by a rep that is not viewed as a serious vendor. Pilot fish reps need to elevate their relationship with their sharks or forfeit the accounts to other reps who won't settle for a periphery role. The insignificant business activity aggravates the situation because managers are likely to allow an ineffective rep more time to monopolize the account. If they've been assigned to a large account, they have an obligation to turn in large business. Giving reps exclusive rights to an account (keeping other reps out) is a privilege. Make sure they see it that way, too.

The ghost hunter. The ghost hunter has derived years of commission from a certain account or industry. He refuses to believe that those dependable accounts are no longer capable of driving the business that they once did. Instead of shifting his focus, the ghost hunter stubbornly tries to recapture past glory, Maybe he's so scared of prospecting again that he's in denial. Perhaps he's fallen out of touch with his own industry and doesn't recognize what has happened. He's attempting to plow a barren field and it's your duty to bring that to his attention and get him redirected.

The wilting rose. This person may have been a top performer at one time, but has consciously or subconsciously reduced their personal level of expectations. Maybe they've amassed or inherited enough money that they don't feel the need to push themselves very hard. Reps are used to working and thinking independently, so they may feel it's okay to sell less as long as they're okay with the lower commissions. Most companies in our industry have substantial fixed costs that must be supported through sales.

If you have to fire drivers, warehouse, or support staff because of low sales, make sure the Wilting Rose makes that connection. If money is no longer a motivating factor for them, you must show them the association between your company's success and their own. Even if they lose their hunger for commissions, few people

lose their pride. Make sure they know if they're letting the company down.

.t lo Make some chanses

Change how your.-"p, -" compensated (gasp!). Reassign accounts. Hire new representatives. Create special contest or promotions. It's possible to be in a rut even while you're prospering. People work through it for the money. When business slows down, that incentive becomes less appealing. To some extent, modifications of any magnitude will cause new things to happen. Reps will get the message that changes are happening and they'll refocus and adjust their mindsets, accordingly.

Be sure to carefully analyze any policy changes before implementing them. An across-the-board cut of the commission rate is unlikely to go over well, regardless of how it's presented. If, however, you switch sales compensation from salary to commission, it may cause reps to look for new types of business that they previously ignored. Certain personality types thrive in sales under a salary but cannot handle the uncertainty of commission sales. Consider customizing packages to achieve the best results from individuals, instead of offering the same package to everyone.

When bringing on a new hire, take care not to alienate your existing workforce. Regardless of how excited you are about their potential, they still need to prove themselves at your company. During my senior year of college football, our coaches recruited a talented player who played at my position. The new competition did not bother me. What hurt was the way my position coach treated him. He was ecstatic to have recruited him and it showed. The recruit was a better player than me and deserved the spot, but I couldn't help but feel abandoned by the coach I'd worked so hard for in the past.

In business, if you pull out all the stops to hire a superstar who leaves after 6 months, you may have to deal with a disgruntled sales force in addition to a grossly inflated payroll. at Or Have management roll up their sleeves.

Don't blame your sales team for problems that you failed to head off. In l2-step programs, it's called enabling. Even if your reps have historically operated without much oversight, turn over a new leaf. Change

will not happen without someone leading the way. Ask to arrange joint sales calls at accounts where you suspect there may be unresolved issues or untapped potential.

If you're unsure about the way an account is being handled, go with your instinct and contact the client directly. They may be more candid with you than they would with their rep present. Remember, you're calling to find out how your company is doing for them, not to check up on your rep. If the sales force sees management actively taking steps to grow the business, they're more likely to follow suit.

4. R"-"-ber what this feels like.

At some point, our industry will pick up steam and once the feeling of eminent danger has passed, a lot of the participants will revert back into their bad habits. If you can retain a healthy amount of skepticism and fear, you'll be in a better position to weather the next downturn.

Intel Chairman Andrew Grove penned the book Only the Paranoid Survive.I recommend reading it to get a sense of the speed with which revolutionary changes occur in the high tech marketplace. Afterwards, you'll be a lot less intimidated by a slowdown in the housing market.

F lDo Stav positive.

Wtren iimes are difficult, you're often forced to make unpopular decisions. There is absolutely nothing to be gained by projecting an image of misery. Would you be inspired by the leadership of a crestfallen loser? Even if you just laid off 75Vo of your work force, the remaining 25Vo need strong, positive leadership, probably now more than ever.

- Steve Ondich is v .p.-sales & marketing for Atlas Lumber Co., Chino, Ca. As a freelance writer. his work has beenfeatured in Woodworker West. IIe can be reached at (909) 591-9442 or steve@ atlaslumber.com.

Rrrlrr:ns

Meek's Lumber & Hardware opened a new store Jan. 2 on 6 acres in Anderson, Ca. (Mike Robinson, branch mgr.) ...

Rudy's Ace Hardware, Wood' land Hills, Ca., is closing Feb.23 due to big box competition and the retirement of Rudy Nigro, who opened the store 60 years ago

True Value Hardware, Belgrade, Mt., saw its 10000-sq. ft. store destroyed by a Jan. 30 fire; cause of the midnight blaze is under investigation ...

L&M Lumber, Lake Isabella, Ca., is undergoing a complete remodel, including increasing the store size by nearly 50Vo to 19,000 sq. ft. ...

Rex Hardware, Petaluma, Ca., is building a new store on the site of its prior location, which was gutted by a fire June24 ...

Inwe's Cos. opened new stores Feb. 2 in NE Bakersfield. Ca.. and Bozeman, Mt.; Jan. 26 in Turlock, Ca. (Rick Christman, store mgr.), and Jan.23 in S. Tacoma, Wa.

Lowe's is considering possible locations in Vernal, Ut.; downtown Redmond, Wa., and Hollister and Sacramento, Ca.; will anchor a new 390,000-sq. ft. retail center in the midtown area of Los Angeles, Ca.; is seeking rezoning to build in

Send us your news!

Have a notice of your recenl expansion, promotions or other company changes published in the next issue of The Merchant Magazine.

Just Fax your news to 949-852-0231 or email to kdebats@building-products.com.

(a free service)

Lafayette, Co.; applied to build in Port Orchard. Wa.. for a winter 2007 opening, and expects to unveil a new store this fall in S. Pueblo, Co. ...

Lowe's has extended its deal with Weyerhaeuser Co. to carry ChoiceDek composite decking products for an additional three years, but is also adding Trex decking and railing beginning in 2nd quarter 2007

Home Depot opened new stores Feb. I in Los Banos, Ca., and Dec. 14 in Phoenix, Az. (Jeff Grooms, store mgr.) ...

Home Depot plans to build two stores in Medford, Or.; is seeking approval for a location in Carson, Ca.; submitted plans for a 132,400-sq. ft. store with garden center in Redmond, Or., and will anchor a new shopping center in Palm Springs, Ca.

Home Depot applied to build a 134000-sq. ft. store on 10 acres in Carson City, Nv., by March 2008; wants to relocate its existing store in Ogden, Ut., to a site formerly occupied by a Fred Meyer store, and is facing homeowner opposition to its plan to anchor a new shopping center in Long Beach, Ca....

Wromsnrns/tmuncrutEnt

All-Coast Forest Products has relocated its Salt Lake City, Ut., distribution center Feb. 1 to a larger facility providing over an acre of warehouse space and a broader selection of products; a grand opening celebration will be held in the spring ...

Capital Lumber, Phoenix, Az., purchased 17 acres in Salt Lake City, Ut., to build a 55,000-sq. ft. DC by the end of the year ... ...

Cross Tree Woodworks Inc. opened in Libby, Mt., offering

remanufacturing, planing, custom woodworking, siding, flooring, moulding, lath and stakes (John McGlasson, chief steward; Beau Gormely, chief of operations); www.ctwoodworks.com

Mary's River Lumber Co. is closing its Philomath, Or., sawmill from Feb. 8 to March 5 for a refurbishment ...

Stimson Lumber cut its Libby, Mt., fingerjoint mill to a single shift due to market conditions ...

Weyerhaeuser Co., Federal Way, Wa., will close its Bauman sawmill in Lebanon. Or., March 30 due to inadequate log supply; its planer mill will continue to operate ... the company is seeking a buyer for its veneer manufacturing plant in Elma, Wa., and Cosmopolis pulp mill near Aberdeen, Wa. ...

Califurnia Cascade Industries now distributes Timbertech composite decking and railing statewide from its facilities in Fontana and Sacramento, Ca. ...

Empire Buitding Products, Missoula. Mt.. and Vandermeer Forest Products, Lynwood, Wa., are now distributing PrairiePickets composite privacy fencing from Heartland BioC omposites, Torrington, Wy

Anniversaries Reel Lumber Service, Anaheim, Ca., 75th Spenard Builders Supply, Anchorage, Ak., 55th ... Dave Grattan & Sons,Irwindale, Ca., S0th Jack Lindgren Builders Hardware, Riverside, Ca., 50th ... Thunderbolt Wood Treating, Riverbank, Ca.,30th ...

Housing starts rose 4.5Vo in December to a seasonally adjusted annual rate of 1.642 million single-family starts fell 4.IVo, (Please turn to page 58)

,t

Fine Wood Specialties Distributor

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

I:rnumY

Blish-Mize - Feb. L6, market, Holiday Inn Hotel Convention Center, Denver, Co; (913) 36'l-1250.

Home Remodeling & Decorating Show - Feb. 16-18, L.A. Convention Center, Los Angeles, Ca.; (8 I 8) 55'l -2950

Albuquerque Home Remodeling & Furnishings Show - Feb. 17-18, Albuquerque, N.M.; (877) 237 -3419.

Mountain States Lumber & Building Material Dealers Association -Feb.22, Western Wood Products Association Know Your Lumber seminar, Salt Lake City, Ut.; Feb.27-March I, leadership school, Casper, Wy.; (800) 365-0919.

Oregon Logging Conference - Feb. 22-24, Lane County Fairgrounds and Eugene Hilton, Eugene, Or.; (541) 686-9191.

Peninsula Spring Home & Garden Show - Feb. 23-25, San Mateo Expo Center, San Mateo, Ca.; (866)'738-4364.

Window & Door Manufacturers Association - Feb. 24-28, annual meeting, Big Island, Hi.; (800) 223-2301

North American Wholesale Lumber Association - Feb, 27, regional meeting, Portland, Or.; (800) 527-8258.

Deck Expo - Feb. 27-March 1, Las Vegas Hilton, Las Vegas, Nv.; (678) 344-6283.

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North American Wholesale Lumber Association - March I, regional meeting, Vancouver, B.C.; (800) 527-8258.

California Licensed Foresters Association - March 1-3, annual conference & workshop, Sacramento, Ca.; (209) 293-7323.

Arizona's House Beautiful Desert Living Show - March 2-4, Cardinals Stadium, Glendale, Az.; (866) 883-9665.

National Roofing Contractors Association - March 6-8, roofing expo, Las Vegas, Nv.; (847) 299-9070.

Los Angeles Hardwood Lumberman's Club - March 8, golf, Black Gold Golf Club, Yorba Linda, Ca; (323)'123-9856.

Mountain States Lumber & Building Material Dealers Association - March 8, WWPA Know Your Lumber seminar; March 8-9, buying show, Denver Merchandise Mart, Denver, Co.; (800) 365-0919.

Spring Home & Garden Festival - March 8-11' South Towne Exposition Center, Salt Lake City, Ut.; (800) 657-3050.

Western Wood Products Association - March 1.0-11, annual meeting, Hyatt Regency at Gainey Ranch, Scottsdale, Az.; (503\ 224-3930.

Housewares Show - March 11-13, Chicago, Il.; (8a7) 292-4200.

Wood Moulding & Millwork Producers Association - March 13-17, annual meeting, Destin, Fl.; (800) 550-7889.

HOMEX 2007 - March 14-15, homebuilding summit, Long Beach Convention Center, Long Beach, Ca.; (888) 330-3396.

California Forestry Association - March 15, joint legislative reception with LACN, Sutter Club, Sacramento, Ca.; (916) 444-6592.

Ace Hardware Corp. - March 15-L7, spring market, Las Vegas, Nv.; (630) 990-7662.

Redwood Region Logging Conference - March 15-17, fairgrounds, Ukiah, Ca.; (707) 443-409\.

LAAGCO Sales - March 17-18, market, Disneyland Hotel, Anaheim, Ca.; (818) 843-2382.

North American Wholesale Lumber Association - March 20. regional meeting, Sacramento, Ca.; (800) 527-8258.

Greenprints - March 22-23, Atlanta, Ga.; (404) 872-3549.

Lumber Assn. of California & Nevada - March 22-24, owner's seminar, Omni Tucson National, Tucson, Az.; (800) 266-4344.

True Value Co. - March 23-25, spring market, McCormick Place, chicago ,l'r.; (773) 695-5000.

wweanefust ITII Iffi LP

With LPo WeatherBesP you get a signature look and a product that is built to last. While it is engineered to look like real wood, LP WeatherBest is also engineered to be resistant to rotting, splitting and warping. Plus, it doesn't require any sanding, sealing or staining. All of this means that your customers will enjoy your work for years to come by spending more time living on their decks rather than working on them.

Available in six nature-inspired colors and multiple textures, LP WeatherBest gives your customers the style they want at a price they can afford. And, LP WeatherBest helps guarantee its decking products with a fully transferable, I}-year limited warranty. To discover the benefits of LP WeatherBest, visit us online at www.weatherbest.com or call 1-888-820-0325 to learn more.

/"h* A,/" dt ouf,

Mountain States Lumber & Building Material Dealers recently presented an Honorary Life Member Award to George Yates Jr., Denver Lumber Co.. Denver. Co.

Western Building Material Association presents an "Introduction to Building Material Sales" seminar

March 19, Grantree Inn, Bozeman, Mt.

Two-day estimating classes will be offered March20-21and April 16-18 at Grantree Inn.

Lumber Association of California & Nevada presents its biyearly Owners & Key Managers

oRGF-I5

Conference March 22-24 at the Omni Tucson National Golf Resort & Spa, Tucson, Az.

Morning sessions will focus on business issues such as identifying growth opportunities in your business, finding and keeping good employees, and competing in today's market. Afternoons and evenings will focus on golf, spring training baseball, resort and spa activities. receptions and dinners.

April 19 will be the annual golf tournament at the Black Gold Golf Club, Yorba Linda, Ca., to benefit LACN's political action committee.

Los Angeles Hardwood Lumberman's Club has scheduled its spring golf tournament for March 8 at the Black Gold Golf Club, Yorba Linda, Ca.

April 14 is the annual Day at the Races, Santa Anita Race Track, Arcadia, Ca.

The association's Nov. 2 golf tournament at the Costa Mesa Golf & Country Club, Costa Mesa, Ca., raised $10,000 for the Hardwood Forest Foundation.

National Lumber & Building Material Dealers Association has scheduled its annual legislative conference for April 16-18 at the RitzCarlton in Washington, D.C.

Highlights include a Washington briefing breakfast, a family brunch, committee and council meetings, and a delegation lunch.

North American Building Material Distribution Association will hold its executive management conference and golf tournament May 16-17 at Barton Creek Resort & Spa, Austin, Tx.

Transload Distribution Association will meet at the Green Valley Ranch Resort, Las Vegas, Nv., for its Aprtl 9-12 annual meeting.

Highlights include table-top displays, informational forums, a golf tournament, and a dinner with Vegasstyle entertainment.

National Wood Flooring Association's April l0-13 convention in Denver, Co., will feature a keynote address by former Denver Bronco quarterback John Elway.

More than two dozen education sessions, demonstrations and speakers are also planned, along with nearly 600 booths.

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eritiue ligence Putting the Rapid back in Park Rapids

By Carla Waldemar

f'M writing this story in late IDecember, the traditional season for sharing tidings of great joy. Instead, we're hearing gloom and doom-the slippery slide of housing starts, major layoffs by our manufacturers.

Yet the funereal knell never reached Terry Novak, owner of Park Rapids Building Supply in the woods of Northern Minnesota, where news travels slowly. Not knowing any better, he drove his business to new heights last month (and that's after already pushing sales from $1.8 million in 2001, when he took over from his dad. to $3.3 million earlier this year).

Clearly, what he doesn't know won't hurt him. as the saying goes. Let's add that he never went to business school, either, but picked up plenty of good practices (and great ideas) by osmosis. And by listening to his customers and staff.

Terry's father, a former Lampert Lumber employee, had struck out on his own in 1989, building his smalltown home center from the ground up. Meanwhile, Terry (a fixture around the yard during his high-school years) earned his living fighting wildfires for the DNR-a job, some would say, involving far less risk. Or maybe it made risk-taking something you did every day, as natural a way of life as pulling on your pants in the morning and heading for the coffee.

Stepping back to what he'd known and loved-the family business-one

of the very first changes the young man made was installing a rental department. "My dad was dead against it," Terry says, "but I was ready to try it, and when I asked the staff what they thought, they agreed"-never mind that two other stores in town already olfered that very same service. He was competing with five existing lumberyards right there in Park Rapids and a total of l5 yards within 15 miles. Terry invested $70,000 in a rental package designed to cater to his pro customers by capturing the lion's share of product lines, "to set ourselves apart completely and make it harder to compete with us," he says.

Contractors love it, he reports. To cement his goal of builder loyalty, he's since doubled his investment and purchased an enclosed trailer (with the help of a couple of vendors, whose logos are painted on the sides as traveling billboards). It's paid off so well that he's set to buy a second one.

He's also expanded his line of power tools-a previously underperforming sector. With the astute aim of drawing traffic, he's deliberately dropped prices (sometimes even selling at cost), but makes up in volume for those slim (3Vo to 5Vo) margins. "We used to sell one tool a month; now it's two or three a day," he says. "We've got the biggest tool selection and at the lowest price. We don't make money on tools, but we get 'em in the door," where they linger to stock up on lumber and those lucrative tool accessories. It's working. "People tell me, 'I didn't know you canied (fill in the blank), and wow! What prices ! "'

Contractor loyalty became the new mantra when Terry took the helm. Learning from that bad marriage joke ("I told you once I loved you"), he says, "We've changed our attitude and Iet them know every day that we

appreciate them, not just once a year."

The first change this beginner boss made was to extend daily hours from 5 to 6 p.m., figuring "most people don't get off work till 5, when they want to come in. Contractors also love it because they can stop here at the end of the day and then head right out to the jobsite in the moming. As a result, we've been fairly busy, and sales have increased," he indicates.

He also launched a Contractor's Night early on, despite his dad's reluctance and imposed budget cap. That first year drew 23 pros and six vendors ("not bad; takes time to build"). The second year, "when I did my own thing," Terry introduced door prizes, which have proved a hot draw. Spending $1,500 per event, Terry offers classy items such as framed prints rather than the usual ho-hum Tshirts and tape measures. Last year's drawing was for a fish house, and if you're not from Minnesota, let me just tell you that one of those crazy houses on a frozen lake is more coveted than a Mercedes or a Harley. Attendance last year skyrocketed to more than 100 contractors, partly underwritten by 15 reps.

Little things count, Terry knows. Every year, he sends each builder a lovely ham as a holiday remembrance. He provides coffee and donuts every Monday morning. Best yet, he hosts outings for his premier pros. "The first year, we decided to try a pheasant hunt for nine contractors," he says. The payoff: Several of them, who'd been cherry-picking every store in town, now deal exclusively with Terry.

"The next year, we hosted a fishing trip, hired a bus, finished with a steak dinner. The following year, we got the wives involved-they exert a big influence on business," he has learned-"for a party cruise on a

northern lake. Last year, we went back to the pheasant hunt." These promotions cost him $10,000 a year, but bring in $l million in sales, he figures.

Parties are great, but come Monday morning, product weighs in, too. He recently reset the entire store, boosting inventory from $255,000 to $730,00 and adding a store-within-a-store concept that appeals to walk-ins. ("That's where the money is," he notes.) He's greatly expanded his SKUs, doubling the size of the paint department to appeal to female customers, who function as the deciders in their households, and added four female staffers-a first for Park Rapids-on the floor as well. "Women like to buy from women; they're not made to feel foolish," he explains. "Contractors like to deal with them, too; often, they're more pleasant," he hears.

He's also launched a propane service (Amerigas, right across the street, actually refers customers to him). And, true to his credo of carrying plenty of stock, he began drawing that advantage to customers' attention by stacking huge piles of landscaping block out in front to highlight his unbeatable selection. That worked. too. It's built the category to $50000 in annual sales and added five pro

landscapers to his customer list.

The same scheme has paid off for Logix foam blocks. "We used to sell l1 semi-loads; now, we're up to 15," he proclaims. Promotions? Check. Product? Check. But what about service? Check that, too. A new outside sales fellow practically lives at the jobsites, doing take-offs, scheduling free deliveryeven to commercial jobs over an hour away. "Plus, he grew up in this town and knows all the guys," his boss reports. "We pay attention to our big

custom builders, but," he underscores, "we pay the same attention to a remodeler who's just putting in a door. During a downturn, it's the smaller guys who keep you rolling."

A new boom truck-the first in the area-has proved a real boon, too. "Customers love it. Now, the OSB doesn't get spanned out or sit in the mud," and those heavy landscaping blocks land right where they're supposed to. Terry discovered a surprise bonus for his builders. With a boom on hand to do the heavy lifting, they're able to hire older, experienced, trustworthy labor instead of simply musclebound kids.

Teny also has instituted new staff policies, such as drug-testing, that didn't appear on the radar back on his dad's watch. He's also a strong believer in sharing information and shying away from micro-managing. "I'm pretty open," he says. "Monthly, we go over sales figures for a year ago in order to set out goals."

And those goals are....? "We're predicting another big increase in spring."

- A former award-winning LBM trade magaTine editor, Carla Waldemar writes frequently on the industry. Contact her at cwaldemar@ mn.rr .com.

OWNER Terry Novak is pushing his business to record revenues.

irgilEilItE

Pnlco Files For Bankruptcy Protection

Unable to pay its debts, Pacific Lumber Co., Scotia, Ca., has filed for Chapter | | bankruptcy protection.

The filing also covers Pelco subsidiaries, including fencing and decking producer Britt Lumber, Arcata, Ca.; timber supplier Scotia Pacific Co. LLC; Scotia Development LLC, Salmon Creek LLC. and Scotia Inn Inc.

Pelco attributes its liquidity crisis and reduced revenues to regulations on timber harvesting.

In Decemb-er, P,qlco filed suit against the state of California for breaching the 1999 Headwaters Forest agreement, which transferred 7,400 acres and two smaller groves to the public for $480 million. In addition, Perco was to receive long-term permits to log its remaining 200,000 acres of timberlands under stringent environmental standards.

"When the Headwaters Agreement was entered into in l996.it was a formal contract between The Pacific Lumber Co., the federal government, and the state of California," said Palco president and c.e.o. George

O'Brien. "The agreement included the most stringent environmental restrictions ever placed on the management of private timberlands. Our companies have lived up to their obligations, but unfortunately the state and its agencies have not. The state has not met its contractual agreement with respect to the management and harvest of our timberlands."

Pnlco stated that over the last seven years it has spent approximately $60 million on science and environmental mitigations to implement the agreement.

A division of Maxxam, Houston, Tx., P,qlco filed in U.S. Bankruptcy Court in Corpus Christi, Tx.

Suitors Increase Bids For Elk

In a bidding war with private equity firm Carlyle Group, Building Materials Corp. of America has raised its offer for ElkCorp, Dallas, Tx., to $43.50 per share-or $948.3 million.

The day before, Carlyle Group had matched Building Materials' $42-ashare bid, which had topped an earlier offer by Carlyle of $40.50 per share.

In November, Building Materials began the bidding at $35 a share, after Elk announced that it was considering selling and had begun a strategic review of the firm (see Jan., p. 6I ).

lP Sells Last Wood Mills To G-P

International Paper Co., Memphis, Tn., has agreed to sell five lumber and plywood mills-the last major pieces of its wood products division-to Georgia-Pacific Corp., Atlanta, Ga., for approximately $231 million.

The sale includes plywood and lumber mills in Camden, Tx.l Springhill, La., and Gurdon, Ar.; a plywood mill in Corrigan, Tx., and an engineered wood products facility in Thorsby, Al.

The transaction is expected to take several months to close, but should be completed during the first half of 2007.

John Faraci, chairman and c.e.o., said IP now has deals in place for each business it planned to divest "as part of the transformation plan." The sales will bring IP a total of roughly $11 billion as it focuses on uncoated paper and packaging.

EPA Shoots Down ACC

The Environmental Protection Agency has rejected a request by Forest Products Research Laboratory, Springfield, Or., to reintroduce ACC to the marketplace in treating lumber for decking, fencing and other residential applications.

According to the EPA, acid copper chromate could pose a risk of cancer to those processing and working with the material and of skin irritation to those who come in contact with the treated wood due to the preservative's high concentration of chromium 6, a

human carcinogen.

FPRL and other industry groups, however, maintain that chromium 6 quickly converts to less toxic chromium 3, which does not pose a risk. Yet EPA determined "there could be multiple opportunities of chromium 6 exposure," said Jim Jones, pesticides office chief.

Until FPRL's Dennis Morgan analyzes the reasons for the rejection in a Jan. 8 letter from EPA. he will not know for sure if he has any recourse, such as changing the label or supply-

ing new data. EPA has given him 30 days to respond. But, Morgan conceded, the verdict may be final: "There's an appeals process-of course, no one in 38 years has ever gone through it. Once the letter goes out, people usually roll up and go away."

Jones said that similar requests by other companies to reinstate ACC will also be denied. ACC can be used for industrial applications, including telephone poles and railroad ties.

Since the phase-out of CCA, FPRL has spent four years and millions of dollars on reviving ACC to fill the gap for an affordable, effective, non-corrosive treatment. Morgan said the company has "other things in the pipeline. It may be time to step those up."

Stockton Reload For Lowe's

Lowe's Cos. has begun construction of a new flatbed distribution center in the Port of Stockton, Ca.

The company will invest $16 million retrofitting two existing 120,000sq. ft. buildings on23 acres. Operations are slated to begin in the first half of 2007.

The facility will receive rail and truck shipments of large building materials from suppliers. Products will then be quickly loaded as customized orders on flatbed trucks to supply more than 40 Lowe's home centers in northern California, Nevada and Oregon.

Lowe's currently operates 13 regional flatbed centers across the U.S.

Visions Windows Goes Solo

Weather Shield Windows & Doors has established Visions Windows & Doors as a stand-alone brand of vinyl windows and patio doors.

"Vinyl products comprise about 507o of window and door sales today," said Mark Schield, v.p. of Weather Shield. "Selling vinyl windows is different than selling wood windows. It's a different mindset, a different game."

A separate business unit led by Ernie DeBacco, national sales manager for Visions, will support the brand and include marketing, customer service. sales. and engineering resources.

"Visions windows and patio doors are known for their premium quality and durability," said marketing director Bob Eckert. "As a separate brand, Visions will capitalize on this established reputation and brand name equity through its own diverse network of dealers specializing in vinyl products."

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New Mill Produces Fire Retardant Plywood

Thc orrncrs ol noorl tlcutcr.lusPcr uqcrl b1' Ron Sntith. A rcnccr-rlnins Woocl Prodr:cts..luspcr'. Or'.. havc Ilcilitr'locatccl thrcc ntilcs a\\'uv sul)l'ornrctl ir nc\\ conrl)any to ploducc plics u ne r.r' 30 opcninu plr r"ootl prcss plr ri oocl panels that u'ill bc lrcutctl lhll pr.oriucc(l it\ f ifst shcets in earlv * ith f irt-' re tardant chcnricals l'r'onr Norcnrbcr. Chcntco.

N'likc []oorrc. salcs ntanagct for Nrtron Wood Products shurcs u -{8- both conrpunics. sairl thcr dccidcd to lrclc sitc with Jaspcr and will bc nran- nurkc thcir orin plruootl (o gain "a

bcttcr crlge in thc nrarkctplace and -eet nr()rc cconornic rrntl pnrduct-rnir fleribilit1,." With annuul cupacitl'of -50 rrrillion sr1. li.. thc ncw l)ress uill prclcltrcc rnost ol'thc cornpant's nccds.

Thc lglccnrcnt ri ilh Che ntco uas l'i nalizccl in curlv I)cccrrbe r'. "Thc1 arc u rccognizcd narrrc irr cherliclrl l'irc retarclants." suirl Lloonc. Hc crpccts residcrttial rrsc ol'thc purrcls to incrcasc ne \[ \'cilr. u hcn rrcrr larr s urrcl code changc\ ilrc inrplcnrcrrtccl irr Arizonr. Califirr-niu. uncl ('olonrtkr.

Olympia Tool Focuses On U.S.

Thc Olympia Tools brancl is le llrr-rnching r-rncler a ne\\'o\\'ltcr. RcdLrbbcd Olvnrpia Tools Intcrnu tiorrll. lnc.. thc linc u'as acqLrirecl last sunlrlrcr- bl privatc investment firnr Sun C'irpituI Partncrs, which has o1-rcnetl corl)orirlc hcaclquarters and a rtcu Nor-lh Anrcrican distribution centcl in ('it1' ol' Inclustry. Ca. Shipping l'nrrrr thc IX' bcgins Fchlrrurl' l-5. Kcn Sarrdcrs. r.p. ol'salcs. stricl "Thc lircus ol'Oly,rrrpia-l-ools riill bc on hanrl tools. thc corc crltcrie nce olthc ncw o\\'ltcfs ltttrl rlarurgcntct.tt tcanl a tclln tllrt lrr cllrgcs or cr f o ycars ol cxpclicncc in thc LI.S. hancl lools nrrlkct."

PRODUCTS from the new Oregon facility include APA gradestamped sanded, sheathing, pug & touch, and tongue & groove pane s.

Welco Moves To Tumwater

Welco Lumber Co. will consolidate its headquarters, sales office, and western distribution center at the old Tumwater Lumber Co. site in Tumwater. Wa.

Previously, the company was headquartered in Shelton, Wa., adjacent to one of the company's three mills, and the distribution center was in a smaller, leased space in Tacoma. "We outgrew the Tacoma space last summer and went looking for something new," said Mike Bryan, director of sales and marketing. "Now we can finally get new business cards with the same

phone number for everyone."

The new site has 25 acres (l I with black top), 4,000 sq. ft. of office space, and 100,000 sq. ft. of warehouse space. Inventory is being moved in gradually, as the old mill equipment is sold and moved. The sales staff will move in mid-February and the entire consolidation should be finished by the end of March.

Bryan said that the larger space will allow the company-which specializes in making, selling, and distributing western red cedar-to expand into other species and product lines. "Nothing precludes us from milling

here, but our intent is to grow the distribution business." he said. "We have enough room to handle our anticipated growth for the next five, 10, l5 years."

Stock Cuts Even Deeper

Wolseley plc. of England has eliminated 4,000 positions in the U.S., the majority at its Stock Building Supply division. Total cuts are 1,500 more than the company had announced in November.

In conjunction with the increased layoffs, Stock is also closing 22 stores across the county at yet-to-beannounced locations.

The cutbacks were attributed to declining profits at Stock caused by a "continued slowdown in the new residential market resulting in increased price competition and also by the significantly lower lumber and structure panel prices."

Stock posted a slight increase in revenue in 2006, but profits fell by 157o.

Most of the job losses were in Nevada. California. Florida and Michigan. Since Stock owns a number of framing companies, many of those released were contractors, rather than regular employees.

About 500 of Wolseley's job cuts came at the Newport News, Va.-based Ferguson division, which distributes plumbing and HVAC supplies.

CertainTeed Merges Lines

CertainTeed has consolidated several lines of wallboard and ceiling products under its own brand names.

The move includes gypsum wallboard and ceiling tiles formerly manufactured by BPB PLC, England, which was the world's largest gypsum manufacturer and the third largest U.S. manufacturer of suspended ceilings before it was acquired in Dec. 2005 by Saint-Gobain, CertainTeed's parent company.

In addition, S aint-Gobain' s Ecophon and Decoustic ceiling products will now be sold under the CertainTeed name.

"This is a watershed event for our company," said Peter Dachowski, president and c.e.o. of CertainTeed. "With the exception of our insulation business. the CertainTeed brand has been known primarily for products used on residential, exterior applications. The addition of ceilings and gypsum to our brand family now gives us formidable strength for interior and commercial applications as well."

CSI Emerges As Viance

Viance is the new name of the merged wood treatment chemicals business of Chemical Specialties Inc. and the wood biocides business of Rohm & Haas.

Based at CSI's offices in Charlotte, N.C., the new venture teams CSI's infrastructure and experience in the wood treating market with Rohm & Haas' expertise in microbial control technologies, regulatory issues, and access to global manufacturing and research facilities.

The combination will facilitate bringing "the next generation of preservation technologies to the wood industry," said Steve Ainscough, president and c.e.o. of Viance. He said, "Our customers can expect new, advanced technologies and a broader portfolio of products with proven performance to meet their wood treatment needs. In fact, later this year we expect to introduce the next generation of preservatives, that will lead our industry into the future."

Viance will also continue supplying CSI's existing products, including Preserve, Preserve Plus, D-Blaze, Ultrawood, Designwood, SupaTimber and TimberSaver.

Asphalt Shingles Top Roof Demand

Asphalt shingle manufacturers that anticipated another active hurricane season ended the year with large product inventories. The good news: their current oversupply will soon come in handy, according to a new Specialists in Business Information report, "Roofing Materials in the U.S."

Demand for all roofing products will surpass $15 billion by 2010, with asphalt shingles and sheet metal roofing leading that growth. In the residential market, increases will be most evident in the home reconstruction and remodeling sectors, says the report.

Asphalt shingles comprise 67Vo of the total U.S. roofing market supply, according to SBI. "Asphalt shingles are the leading choice among homeowners and builders because they are a great value for the dollar paid, durable, easy to install, and are available in a wide variety of designs and colors for any type of house style," said Russell Snyder, executive v.p. of the Asphalt Roofing Manufacturer's Association.

Increasingly popular today, added Snyder, are architectural shingles that are nearly twice as thick as a standard shingle, with layers staggered to create a three-dimensional appearance. This type of shingle typically is designed to resemble slate or wood shakes. Many shingles are now available that are similar in color and style to concrete and cement tile roofing.

Adding to their visual appeal, asphalt shingles have a long life span and are suitable for virtually all sloped roof pitches, from shallow rise to vertical. Asphalt shingles are also suitable for use in areas designated as high-wind zones. A new building code approved wind-resistance classification system, developed by ARMA, allows builders, roofing installers and homeowners to choose the proper type of shingle able to withstand high-wind situations like storms and winter weather.

San Lorenzo Adopts Parent's Name

Three years after being acquired by Olympia, Wa.based Lumbermens, San Lorenzo Lumber's six Central California stores have taken on the Lumbermens name. Up until early this year, the yards had operated as San Lorenzo Lumber, a Division of Lumbermens, Inc. All signage and advertising will now reflect the new name.

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SPI Fencing Mill On Line

Sierra Pacific Industries, Redding, Ca.. held a ribbon cutling ceremony Jan. l1 to dedicate its retooled sawmill in Chinese Camp, Ca.

The facility, which now cuts cedar logs into f'ence boards, had produced lumber since an earlier reconfiguration in 1990.

"The [national forest] log supply is always a problem in that area, and the way we saw to keep it viable was to convert it." said SPI's Ed Bond.

He said the facility continues to employ about 120 people in two fulltime shifts. a hall'-shift increase over its previous schedule.

Fencing production began Dec. I

Stimson Guts Energy Costs

Stimson Lumber has cut electricity consumption more than l07o at its plant in Forest Grove, Or., by making sir.nple changes Iike turning off unnecessary lights and upgrading to more efficient motors.

To get things moving, sawmill manager Bonnie Gibbs assembled an employee task force comprised of one representative from each department. "The team did a good job of understanding what the power usage meant

for the company and how much we were wasting," she said. "I believe in trying to improve all the time. Saving energy is one way we can do that."

"Once our employees started looking around our operations, they became expert at spotting waste and took our efforts to save energy very seriously," said Bill Peressini, v.p. and chief financial officer. "We started with the assumption that the biggest potential for savings will come from changing people's behavior."

Armed with an energy-savings goal for each department, team members identified areas of improvement and generated work orders for the maintenance department. "This group looked at everything, from simple things like turning off lights and repairing air leaks to thinking about what kind of motors are used." said Gibbs.

Before the energy-savings program. the plant used approximately 100 kilowatt hours per 1,000 bd. ft. of lumber. Today, that number is just 80-85 kilowatt hours. "Our production goes up and down, and energy costs vary, but measuring energy use by board foot is a good way for us to evaluate how we're doing." said Peressini.

Once the simoler solutions were

"I have to be honest, I started in the business in the early '70s. It was never really exciting until my children came in. They came in with a lot of energy and questions. There are so many things we can do to improve our business and help our builders build homes more economically."

- Joe Beckman, 0n his children joining Home Lumber, Crown Point,In., and helping to reinvent the 50-t,ear-old business with pro-oriented services.

implemented, the company moved to capital projects that are expected to save another 5-lo7o: installation of a new dust-collection system and a high-efficiency, compressed-air system. Lower energy costs, plus a $290,000 grant from Energy Trust of Oregon Inc. and energy tax credits from the state of Oregon, will help cover the costs of all the improvements. according to Peressini.

At Matthevns Ma*iry Products, our solutions go beyond technology. It's our people, that truly set us apart in the marketplace. We are an innovative and fast-growing manufacturer that stillcares about our customers and hasnt forgotten the solid foundation of quality fiat grounds our roots. With over 150 years of experience, we've proven our steadfast belief in partnering with clients to rneet mt on! their marking needs, but also their man ufacturing challenges for the long haul.

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Paul Hybert has been promoted to c.e.o. of Pro-Build Holdings, Boston, Ma., succeeding Fred Marino, who will remain as vice chairman.

Garry Tabor has been named c.e.o. of Building Materials Distributors Inc., Galt, Ca., succeeding Steve Ellinwood. who is now director of strategic planning.

Bob Boeh has been promoted to senior v.p. of resources at Riley Creek. Laclede. Id.

Allan Hurd, ex-Burns Lumber, is now with Action Wood Products, Brooks, Or.

Ron Vickers has been promoted to president of Emerald Forest Products, Eugene, Or. Gerald Vickers will remain c.e.o.

Steve Short, ex-Home Depot, is a new account mgr. for the Spokane Valley, Wa., division of Capital Lumber. Phoenix. Az.

Richard Cheong has been appointed a director of Jewett-Cameron Trading Co. North Plains, Or. He replaces Alexander B. Korelin, who resigned from the board.

Greg Sitton has been promoted to v.p.-sales & marketing for Windsor Mill, Windsor, Ca. Brian Bunt, ex-Clean Crawl Space, is now marketing mgr.

Debra A. Cafaro, chairman, president and c.e.o. of the REIT Ventas, Inc.. was elected to the board of directors for Weyerhaeuser Co,, Federal Way, Wa., leading to speculation that Weyco may be considering spinning off its timberland assets into a REIT.

Glen Ramsey has retired from TimberWest Forest Ltd., Vancouver, B.C., after nearly 40 years in the industry.

Robert L. Nardelli has resigned after six years as chairman and c.e.o. of Home Depot, Atlanta, Ga., walking away with a $210 million exit package. He is succeeded by Frank Blake. Other former GE executives Harvey Seegers, president, Home Depot Direct, and John Campi, senior v.p.-global sourcing & vendor management, has also resigned and been

replaced, respectively, by Steve Skinner and Brian Robbins.

Jane Crane has been named v.p.human resources at Potlatch Corp., Spokane, Wa., replacing Christopher A. Eckel, who retired in August.

Henry Martinez is store mgr. of the new Lowe's Home Improvement Center in S. Scottsdale, Az. Paul Cortopassi is mgr. of the new Yuba City, Ca., store.

Lynn A. Wentworth has been named senior v.p., chief financial officer and treasurer of Bluelinx Holdings, Inc.

Lisa Leonard has joined the Temperate Forest Foundation, Bend, Or., as forestry education mgr., coordinating the group's teachers'tours.

Ellen Siminoff has joined the board of directors for BuildDirect. Vancouver, B.C.

Robert Matheny has resigned after nine years on the board of Trex Co.

Ryan W. DeArment was promoted to director of national accounts for Channellock Inc.

Kirk Miller, Do it Best Corp., Fort Wayne, In., has been promoted to lumber division sales mgr.

Roy Cook is the regional sales mgr.Alaska for Canyon Creek Cabinet Co., Monroe, Wa.

Al DeGenova has joined HansgroheNorth America as director of marketing.

Abigail Kimbell has been named chief of the U.S. Forest Service, succeeding Dale Bosworth.

John Jayne, Disdero Lumber, Portland. Or.. is the 2006 senior springboard diving champion of the Portland YMCA.

Dwight Curran, DMK-Pacific Corp., Fresno, Ca., is again hosting his weekly big band radio show, "Dance Date with Dwight Curran," now on www.live365.com.

Butch R. Wood is in charge of the carpentry shop at Mungus Fungus Forest Products, Climax, Nv., according to owners Freddy Fungus and Hugh Mungus.

(Please turn to page 9l )

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Taiga Expands In California

Taiga Building Products, Burnaby, B.C.. has expanded its presence in California, with a new distribution center that will serve the Central Coast and San Joaquin Valley.

The I10,000-sq. ft. warehouse is located on l4 acres in Sanger, Ca., and will be managed by PatZan. Although it is a full-service center, it will specialize in cut-to-size engineered wood packages.

"We're entering an area that was previously serviced by only one com-

Lausmann Adds Cedar Brand

Lausmann Lumber, Loomis, Ca., is now producing improved, name brand cedar siding and trim.

Superior brand 1007o usable STK cedar sidings come in lx6 through lxl0 in all patterns. Superior trim is available 1x4 through 2x12.

"We've upped the quality to make a better product, and added a trademarked name, so people will know what they've got and ask for it by name," said Chuck Luzader, sales and marketing manager.

In addition, Lausmann recently

pany," said Tim Todd, sales manager for California and Nevada. "Now customers will have more choice."

According to Todd, the new DC will allow Taiga to gain new customers outside the Central California area served by its DC in Rocklin, Ca. "Typically, 150 to 170 miles is about as far as you can go on a daily basis," said Todd. "The new facility will allow us to sell to a territory we couldn't cover before."

warehouse on Commerce Ave. is being torn down to make room for a three-story, 41,000-sq. ft. office complex for Fibre Federal Credit Union. Workmen will salvage some of the massive beams and aged lumber that make up the all-wooden structure.

The structure was built in 1924 and remodeled in 1941. It later housed the Amos J. Peters Construction Co. and recently was used for firefighter training.

became the exclusive distributor in California, Arizona and Nevada of Cedar Valley's panelized shingle line.

The company has been the exclusive California distributor of Haida Forest Products' Wavey Edge Siding for two years.

End For Long-Bell Warehouse

Crews have begun demolishing one of the last remaining buildings occupied by the Long-Bell Lumber Co., the now-defunct company that founded the city of Longview, Wa.,

The 66,000-sq. ft. lumber storage

Demolition is expected to take about a month, after which only one Long-Bell building will remain in the area-the company's colonial-inspired headquarters at the Port of Longview, nicknamed the White House.

Hampton Adds Wa. Sawmill

Hampton Affiliates, Portland, Or., has acquired Longview Fibre's shuttered sawmill in Leavenworth, Wa. Hampton has no immediate plans to restart the facility, which closed in December.

The deal, which was completed in late December, includes an agreement for Longview Fibre to supply logs to Hampton for l0 years in return for Hampton's wood chips.

The FSC Logoidentifies forests which have been certilied in accordance with the rules of the Forest Stewardsh ip C ou nc,l.

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Abitibi Merging With Bowater

Abitibi-Consolidated Inc. and Bowater Inc. have agreed to merge into AbitibiBowater Inc., North America's third largest publicly traded paper and forest products company with $7.9 billion in annual revenues.

AbitibiBowater will operate 35 wood product facilities with a capacity of 3.1 billion bd. ft. of lumber per year, as well as 32 pulp and paper plants, primarily in eastern Canada and the Southeastern U.S.

John Weaver, president and c.e.o.

of Abitibi-Consolidated, will be executive chairman of the new company, and David Paterson, chairman. president and c.e.o. of Bowater, will become president and c.e.o.

The all-stock merger, expected to close in the third quarter, is forecast to generate about $250 million in annual savings from improved efficiencies in procurement, production, sales, distribution, administrative and other costs.

The new company will be based in Montreal. Bowater's headquarters in

Greenville. S.C.. will serve as a regional sales and manufacturing office.

AWPA To List Barrier Systems

The American Wood-Preservers' Association has added a barrier preservative system standard for its 2007 Book of Standards.

The new standard, P20-07, was proposed and developed by representatives of Postsaver USA to extend the AWPA expertise and knowledge base to this new system of wood protection. After recent subcommittee and committee votes, the standard was accepted Jan. 27 at the AWPA executive committee meeting.

The Barrier Preservative System Standard requires barrier systems to submit data demonstrating suitable performance prior to listing of the specific system in the AWPA Annual Book of Standards. Postsaver will submit its data package for consideration at the next AWPA meeting in May.

The AWPA is an ANSl-accredited standards developer that promulgates consensus-based standards. AWPA standards are recognized worldwide in the use of wood preservatives and for the protection and treatment of wood.

Lowe's Ready For Mexico

Lowe's Cos. will expand into Mexico, opening three to five stores in Monterrey in 2009.

Each store will cost $18 to $20 million and employ more than 150.

ln 2002, Lowe's hired Francisco Fernandez, a l6-year home improvement industry veteran who spent seven years with Total Home (Alfa Group) in Monteney. He is currently heading an office in Monterrey as v.p. of Lowe's-Mexico.

"For several years, we have been evaluating opportunities to serve consumers in vibrant home improvement markets outside the United States," said c.e.o. and chairman Robert A. Niblock. "With homeownership rates in the market growing at a rapid pace, we see Monterrey as a tremendous opportunity to offer Lowe's products and services to homeowners and commercial customers in a superior shopping environment with customer service that is recognized as among the best in retail."

The 1,350-unit chain is also about to enter Canada, opening the first of six to 10 stores in the Toronto area this fall.

California Stocking Dealer Sales and Distribution of Wavey Edge Siding

A Tale of Two Customers

By Mike Dandridge

lowest price a gratifying part of the purchasing process. Dealers who believe he will pay more for a popular brand-well, they obviously don't know Jack.

On the other hand, Andy doesn't like price shopping or negotiating, at all. He considers it a waste of valuable time. He believes that the popularity of a name brand is due to the product's superior quality. As a Relational customer, he is interested in finding a supplier with whom he can entrust most of his business. Andy wants to find an expert he can depend upon to provide information and keep him informed of changes in the industry.

A NDY and Jack are both owners of small contracting lLfirms. Both are moderately successful. But the similarity ends there. They represent two entirely different categories of buyers. Andy is a Relational customer. Jack is a Transactional customer. To approach both with the same sales strategy is foolish and short-sighted. What would be exactly the right thing to say to one, would be exactly the wrong thing to say to the other.

As a Transactional customer, Jack is just interested in today's purchase. His loyalty lasts only until he finds a cheaper price. He researches the products he buys so he won't have to rely on service personnel to provide information. Jack considers himself an expert on most of the tools of his trade and sees no value in so-called knowledgeable salespeople behind the counter. He takes pleasure in negotiation and comparison pricing. Like the hunter who enjoys stalking his prey, Jack considers the quest for the

Relational Customers...

Think long term.

. Consider today's ffansaction to be one in a series of many.

Do not enjoy comparison shopping or negotiating.

. Fear only "making a poor choice."

. Hope to find an expert they can trust.

. Consider their time spent shopping to be part of the purchase price

. Are likely to become repeat customers.

Most customers fall into one of these two buying models. However, it's possible for a customer to be in Relational mode when purchasing certain products, but in Transactional mode when buying others. For instance, when I buy salt, I'm in Relational mode. I only buy Morton's brand. I pay a premium price for it. I don't know why. It could be because my mom always bought that brand. It could be because the girl with the umbrella is on the label. The point is there is no rational reason for me to prefer Morton's salt. Sodium chloride is sodium chloride. On the other hand, when it comes to milk, just a few aisles over, I switch to Transactional mode. I buy the cheapest brand on the shelf. After all, milk is milk.

And so it is with your customers. Let's say a customer in a Relational mode wants to buy side-cutters and industry-preferred Acme hand tools are the customer's brand of choice. If you have the item on the shelf, you'll likely to make the sale. However, a customer in Transactional mode doesn't see value in the brand, only in the price. If he knows that the local builder's supply private label side-cutters are a buck cheaper, then you can meet the price or lose the sale.

Either knowingly, or unwittingly, most distributors tend to cater to Jack, the Transactional customer. Yet, Andy, the Relational customer, represents higher closing ratios and

TFansactional Customers...

Think short term.

Care only about today's transaction.

Enjoy the process of negotiating.

Fear only "paying more than they had to pay."

Are willing to spend lots of time researching.

. Are self-proclaimed experts.

. Make every buying transaction on price.

- Based on infirmation provided bt Ro1' H. 1rt,,,orrt, Scott Broderick, and Bill Bergh

higher margins. Do businesses focus on the Transactional customer because there are more of them than Relational customers? Not at all. Actually, it's about a 50-50 split. Transactional customers simply speak the loudest when arguing over a deal, while Relational customers quietly give you their money.

The solution is to be aware of the two types of buying modes. It makes sense that there are two catesories of selling, as well. These, too, are Transactional Jr Relational. Most advertising is Transactional selling. For example, the fliers that come in the newspaper invariably announce sales and deep discounts on the products they feature. The "Clearance" or "Sale" table that you place in your counter area to liquidate obsolete merchandise is Transactional selling. The brightly colored, high-end test meter display with eye-popping graphics standing in the middle of your counter sales floor is Relational selling. Counter Days, personalized services, and CRM software are all methods of Relational selling.

The irony is that most of the time distributors work hard to keep Jack happy while ignoring Andy. When Andy is the victim of a service mishap, it's easy to minimize the damage by saying, "Oh that's just Andy. He'll understand." The tendency is to take advantage of Andy's loyalty and to go overboard in trying to appease the transactional and demanding Jack. This doesn't make much sense when it's obvious that the Relational customers are responsible for turning brands into household names. For example, Apple, Harley-Davidson, and Oakley owe their iconic successes to Relational customers.

It pays bigger dividends to cater to the Relational buyer. Chances are you already have a base of Relational customers. Recognize them. Ask them to tell you what they

F , Ways to Keep Relctlonal Curtomerc

Okay. Now you've got them. How do you hold onto Relational customers?

r'. Identify them. Tell everyone at your branch who they are. Give them preferential treatment.

2. Show them that you appreciate their business. Never take them for ganted.

3. Assign your best inside and outside salespeople to them.

4. Provide incentives for them to stay loyal.

5. Make them feel as if they are special to the company. Treat them like good friends. They are!

perceive to be getting from you that they don't feel they can get from your competitors.

After you interview l0 to 20 Relational customers, you'll discover a few common denominators about what they think makes your company special. Spend atl of your available resources promoting these "special" benefits openly so that you may draw other Relational customers. By spending more time focusing on the Relational customer at your sales counter, you will build not only your company's image, but also add higher average sales, increase profit margins, and enhance your reputation as a person with Counter Intelligence.

- Mike Dandridge is founder of High Voltage Performance and author ry'The One Year Business Turnaround. Reach him at

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PRIMED EXTERIOR TREATED MILLWORK

22Decorative & Utility Profiles / Plantation Grown Radiata Pine / 2OYear Warranty

Win.Win ls For Losers

(Continued.frttm page 52 )

they want from a deal than the opposite party seems to. Don't fall into that trap. They aren't going to agree to any deal where you are the only one to benefit. For all you know, they may be going through a divorce, job transfer, illness, need cash, have tax problems, or some other situation that you are helping them to resolve.

There was a story in the newsPaPer a few years back about a man who was running off with his secretary after telling his wife he wanted a divorce. Befbre he left town to vacation with his new sweetheart, he hastily called his wife and told her to sell his Mercedes for "as much as you can get" and send him the money in the Bahamas. She sold the brand new car fbr $l. Now, the buyer definitely got a good deal, but he needn't have felt bad. The wife found immeasurable satisfaction in sending her ex-husband a check for a single dollar. There could literally be a million reasons why someone wants to buy or sell, the fairness of which is not our concern. Obviously, if they are mentally infirm, you should not take advantage.

Barcain with your own interests in

A NEW ERA OF ,Tlhis

mind and assume the other party will do the same. One family had some large, unused items cluttering up their garage so they called a company to come over to see how much it would cost to haul it away. After looking at the freezer, file cabinets, and other assorted pieces of furniture, the company quoted $200. The family told them they would have to think about it and reminded the company that if they had to come back to do the job, it would cost more time and money fbr gas. At that point, the haulers otfered to drop the price to $175. The family stalled, suggesting that they might call in a non-profit group who would gladly accept the items and take them away for free. After a little more back and forth, the two parties eventually settled for $l10. The family was prepared to pay at least $150-the minimum cost of having to do the job themselves so they won big. On the other hand, the hauling company still got $110 which, for them, meant they won a little as well. Certainly this was not a win-win but more of a win bigwin small result.

To win big you must see an opening and go fbr it. If a martial artist is going to break a brick with his hand, he cannot hesitate or he is more likely

to break his wrist than the brick. If you are selling a house and still thinking of all of the fond memories it contains, you will not get the best deal because your emotions will make you hesitate. It's probably better to wait until your focus is on your next house before putting this one on the market.

Believe it or not, many people negotiate with the intention to fail. Watch the words you say or think when a negoliating opportunity ariscs. If you hear yourself saying, "I'11 try" or "l'll do nry best," you are defeatcd before you even begin. These words say that you are playing to lose because you're giving an excuse for not winning. Instead, replace defeatist scripts with, "When I win... " or "When I get the best deal.. ."

The principle here is "Always negotiate for the best deal you can for your side. Do not be concerned about fairrress as long as the other party can protect his own interests." Start out with the intention of getting the best deal you can and you will.

- Michael "Soon" Lee, MBA, is a proJ'essional speaker, president ol Ethno' Conncct: The Multicultural Salcs Solution, and author ry' Black Belt Negotiating. He c'an be reached at (925) 829-9700 or via www.ethrutconne (t .conl.

year, Hampton Affiliates has launched a new strategic growth initiative that will add a new product line to our existing capabilities and increase our production volume by over 300/0. The company has expanded into Canada with the purchase of Babine Forest Products and Decker Lake Forest Products, both producing a wide range of dimensional and specialty items in 5pruce-Pine-Fir. The mills are located in Burns Lake, British Columbia, and have a combined annual capacity of 375 mmbf. These new facilities will complement Hampton's five existing production operations in Oregon and Washington, including Willamina Lumber Company, currently ranked number one in overall single-site lumber volume for US manufacturers. This expansion makes Hampton the eighth largest lumber producer in North America with an annual capacity of 2 billion bf. ln addition, the company's trading and distribution operations make available to our global customers another 1 .5 billion bf of lum ber and panel products, supported by Hampton's highly effi cient transportation, reload and just-in-time delivery services. It's now easier than ever for existing as well as new customers to get the right selection, in the right volume, for the right price, and delivered at the right moment. Contact us to hear more about our expanding product line.

o'Smart Breaks" Enhance Productivity

By Peter Mclaughlin

If you tend to feel run down, burnt out, or just plain tired by mid-afternoon, you're not alone. Studies show that people naturally experience a drop in energy and alertness around 3 p.m., when the body's circadian rhythms take a plunge. Chronobiologists call this time of day "the breaking point."

Unfortunately, many peoPle attempt to get through this natural low time in unhealthy ways. They raid the office vending machines, believing that caffeinated beverages and sugary snacks will give them the energy they need. While the soda and candy do give them a short energy spurt, within an hour they often experience the "crash" and end up feeling more tired than they did initially.

Rather than succumb to the lure of the vending machine, consider taking a "smart break"-a timeout to physiologically and psychologically rejuvenate you to refocus on your most important tasks. By doing so, you'll feel more energized for the balance of the day, with a net gain to the overall quantity and quality of your work.

A smart break is smart for a number of reasons:

1. It's specially designed to give you a high-powered recovery period that recharges your physical energy, emotional balance, and mental focus.

2. It affords a quick attitude adjustment interval, so you can check your mental thermostat and consciously turn it a few notches to the positive.

3. It's a performance booster, enabling you to review your daily objectives, stay focused on key priorities, and make the last quarter of your work day as productive as possible.

A smart break has two important components: (1) a relaxation and (2) an energy-boosting component.

The relaxation component is downtime. It includes activities like closing your eyes, deep breathing, or muscle relaxation. The goal here is for you to step back from the intense effort you've been exerting all day so you can de-activate, disengage, and totally relax for these few minutes (or few seconds, if that's all you can spare).

In the energy-boosting part. you reinvigorate and prepare yourself for a

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productive afternoon of work. Instead of having your productivity steadily decline until you pack up for home, a smarl break helps you access a higher level of functioning. You're refbcused on priorities and recommitted to a high-energy aftemoon.

Ideally, your break should last l0 to 20 minutes. That's what expefts say gives your body and brain an optimal period of rejuvenation. Now, reality dictates that many afternoons you don't have five minutes to slow down, much less 20. However, even if you're blazing around at 100 mph, you can have an "on-the-fly" break that consists of taking a couple deep breaths, straightening your posture. reviewing your priorities, and committing to finish the day strong.

To get the benefits of a smart break, you have to take it. Schedule it. Make it automatic. Think of it as a "productivity break" if that makes you feel better about not working for a few minutes. Tell yourself, "The fourth quafter is mine"-and it will be!

-Peter McLaughlin is a speaker and consultont on maximizing productivity. He can be reached at (303) 321-5008 or pete r@ pe termclau ghlin.c om.

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Use oftheSFlo label indicatesthat Simpson TimberCompany is aparticipant inthe SFI program and that our operations andfacilities have been certified by anindependentauditor to be in complianc€,inall material respects,withthe SFI Standardand SFI label guidelines. For moreinformationonthe SFI program, visit wli/vv.aboutsfi.org. 'Patent pending.

Beveled

O2006 Simpson Timber Company.

Overcoming the price objection

By James Olsen

fIOMPETINC on price is often just \-,being in front of the wrong customer, with the wrong product, at the wrong time. Avoiding that is a subject for another article.

But in the hyper-competitive lumber industry, we are often in front of the right customer, at the right time, with the right product, and we still are forced to compete on price.

Use these techniques to battle price:

Assume the order. "When we put this together..." not "If we put this together...." Act as if the order is yours.

. Don't bring up price until the customer does. When we hold off on price. we show confidence in our proposal. This relaxes our customer. When customers are interested, they will ask about price.

We can close from "What is the price on this?" Reply, "That's the good part-we can get this to you at $350. When would you like to take delivery?"

. Propose don't quote. Questions like "What are you looking for?" or "What do you need?" make us shopping services or quotron units. When we propose solutions to our customers, we are proposing something unique, special, all our own.

When customers say, "Your price is too high." We say, "Oh, (really), we've been selling at these levels. What were you thinking/feeling/hearing about price?"

"What are you thinking?" is a discussion question. "What do you want to pay?" gives all the power to the customer and will produce a lower price discussion every time.

. Quality with a similar story. Put a prospect in a proven customer's shoes. "Mrs. Customer, the quality warrants the price. I have a customer in Texas, a real price shopper. For six months I tried to get him to try this product and he wouldn't. A couple of

weeks ago he was caught in a bind and had to try it. He loves it and has reordered. The quality makes it a great deal for him and for you also. Let's put this together!"

. Fear, scarcity and urgency combat price. Examples: "I know this is more than you are thinking of paying, Tom, but people are paying these prices and we are running out of stock, so we should probably get this taken care of before they're all gone. What's your PO number on this?"

"Tom, you're a busy man. You can shop this thing and maybe save a few bucks, but your time is worth a lot, and when you come back these could be gone. Let's get this one off your To Do list. Give me your PO number. This is a great product."

"Is price the only thing standing in the way of us putting this deal together?" We bend ourselves three ways from Friday to get the price right, and then there is another slight problem.... Ask this question early and save lots of time. The beauty of this question is that it's a closing question. Either way the customer answers, we are moving towards a close.

o "Just because that is a good

deal doesn't mean this isn't a good deal also." (Or, that's a great deal, and this is, too.) When a customer tells you they can (or did) buy something similar for less money, do not act defeated. These supposed lower prices are a test to see if we believe in our product and our price.

. Don't lower the price without customer participation. Don't negotiate with yourself. If your customer won't talk about price, don't fish for a lower number alone.

. Best quote price vs. best sell price. When we try to ask customers where we need to be on price, they say, "I don't play that way, you tell me the best you can do and I'll let you know."

Change the paradigm. "Mr. Customer, we sell this product all over the U.S. Do you know who gets the best prices from us?" Most of the time the customer will answer, "Probably the customers that buy the most from you." You say, "No, the customers who get the best prices are the customers that work with us."

Go on to explain, "Mr. Customer, I am giving you my very best quote price, but we will have to work together to get my (our) very best buy price." Sell "teamwork" to our customers when they try to make us their adversary.

Let's treat price as just another detail. Propose unique solutions and use the above techniques to compete against the price objection.

* James Olsen is principal of Reality Sales Training, Portland, Or., specializing in saLes training ftir the lumber industry, and host o/The Sales Doctor Radio Show (www.salesdoctor.biz). He can be reached at james@ reality-salestraining.com or (503) 544-3s72.

Buy-sell ageements Tieking time bombs

or reasonable resolutions?

By Z. Christopher Mercer

DUY-SELL asreements are some -fDor the least incierstood, yet most important corporate documents in your corporate files. Nearly every business of any size with more than one shareholder has-or should havea buy-sell agreement.

These agreements establish the mechanism for the purchase (and corresponding sale) of equity interests upon the occurrence ofcertain "trigger events." Trigger events can be remembered by an acronym, QFRDD: Quits, Fired, Retires, Disabled, Dies.

If you think about it, these events are called "trigger events" because someone almost certainly has a gun to his or her head, whether your firm or a shareholder, when they happen.

They come in three types: crosspurchase agreements, entity-purchase agreements, and hybrid agreements. Cross purchase agreements call for individual shareholders to carry life insurance on the lives of other shareholders. This may not be feasible if your company has substantial economic value or workable if there are many shareholders. And they don't help in other circumstances.

Entity-purchase agreements call for your company to purchase shares when a shareholder leaves as result of any of the trigger events. Hybrid agreements provide for the company to pass purchase rights to shareholders under certain circumstances. Most buy-sell agreements that we see are entity purchase agreements.

So dust off your agreement. What kind of agreement is it? Look at it from business and valuation perspectives. You may want help from a competent business appraiser and your lawyer. There are four ways your agreement can determine value when trigger events happen.

Fixed price. The shareholders can agree on a fixed price. The only problem is that. if vou are like most busi-

nesses, you will never update the agreement and the value mechanism will become woefully out-of-date.

Formula. The shareholders can agree on a formula. The only problem is there is no formula that will provide reasonable results over time given the changing nature of your markets, your industry, and your company.

Shotgun. Sounds fair, because if you name the price, I get to decide whether I'll buy or sell. The only problem is that this doesn't work with more than two shareholders, and it may not work if someone's spouse has that shotgun placed at his or her head!

Appraisal process. Many buy-sell agreements provide for an appraisal process to determine value when trigger events occur. There are multiple appraiser processes and single appraiser processes. Some owners think that they have a pricing mechanism with a right offirst refusal. The only problem is that there is no requirement to either buy or to sell. So there is no assurance of a transaction when trigger events occur. Rights of first refusal are often used in conjunction with buy-sell agreements in order to insure that remaining shareholders get to choose who they will be in business with.

All pricing mechanisms other than appraisal processes have a common characteristic. The parties to the agreements are betting that the other party will die, retire or otherwise leave first. And, you know, one of them will be right. But that will not likely be good for the other. if the price is unreasonably set by an out-of-date fixed price, a faulty formula, or otherwise.

So let's examine appraisal processes. Many agreements call for one side to retain one appraiser and for the other side to retain another. Usually, both appraisers provide valuations. If they are within ljVo or so of each other, the average is the concluded price and the process is over. If not,

- Part 1

the first two appraisers generally select a third appraiser, whose job it is to reconcile the disparities. The third appraiser's conclusion will either be averaged with one or both of the first two conclusions, or it may even be determinative of value.

The bottom line is that you won't know, until a trigger event occurs, how this process will play out-nor will you have any idea what the value will be. And that's not good business.

We have recommended a single appraiser process for companies for many years. All parties to a buy-sell agreement agree on a single appraiser at the time the deal is signed. The appraiser then provides an appraisal based on the kind of value you've agreed upon. If there are any problems with the definitions of value or other aspects of the process, they will be uncovered and can be fixed. The appraisal becomes the initial value for pu{poses of the agreement.

The selected appraiser then provides a reappraisal every year (or two for smaller companies) to update the buy-sell price. The parties then have current valuation information for personal and corporate planning purposes. The appraiser may have to provide an appraisal following a trigger event. depending on how long it has been since the last appraisal. Everyone knows what will happen and is knowledgeable about value and the process all along. Now, that's good business.

To find out why the time and expense of working on an agreement and providing for a regular appraisal is cost-effective, even for not-so-large businesses, see Part 2 in a future issue.

- Z. Christopher Mercer, ASA, CFA, is founder and c.e.o. of Mercer Capital, a national business valuation and investment banking firm, and author o/ Buy-Sell Agreements: Ticking Time Bombs or Reasonable Resolutions? Reach him at ( 800) 769-0967 or www.mercercapital.com.

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MAINTAIN THE STRUCTURAL INTEGRITY AND VISUAL BEAUTY OF EXPOSED BEAMs, FoR YEAR5 ro coME. You've moved on, and your ctients have moved in. The last thing you want is for exposed beams to take on a shape of their own. Tru - D ry's'' revotutionary dryi ng process minimizes twisti ng, cupping and checking, and etiminates messy pitch leaks. Ptus, because Tru-Dry is made from the highest-quatity Dougtas fir avaitable and comes in a smooth, or rustic Accuruff" finish, you can give your ctients the look they want and buil.d with the strength and durabitity you need.

Calt your tocat distributor to ptace an order or ca[[ us at 888-201-375/. to tearn more about Tru-Dry and our custom mitting services.

Tru-Dry product specifications are avaitabte on the ARCAT Web site, www.arcat.com; just search for "Tru-0ry."

fF YOU think firing a long-term Iemployee is difficult. try firing one who is a family member. As daunting as the task may be, sometimes it's necessary.

Any major firing threatens to disrupt a business, creating fear and anxiety, and shifting alliances among employees. But the disconcerting and disruptive ripples from firing a family member may spread throughout the family as well. Handling this difficult matter the right way can limit emotional damage to the family and business and, with good communication and a few procedural tips, it can also ultimately strengthen them.

Preventiorl is always the best strategy. Because most terminations have long roots, it's advisable to know as early as possible whether a family member is developing into a healthy plant or troublesome weed. The cultivating of prospective family members should begin before they enter the business. Avoid promising any future position. Constantly reinforce the value that performance, not family status, always determines a person's position in the company. No one is owed any company positioneven after they're in it. If termination becomes necessary, the ordeal will be easier for everyone if these values have been firmly established.

Regular and honest performance reviews are essential. Although people disagree about their automatic use, 360" reviews-reviews that solicit input from both subordinates and superiors-are an excellent tool for family business members. Not only do 360' reviews help ensure the objectivity that is so difficult to achieve when reviewing family members, but if termination eventually becomes' necessary, they provide important backup that can help defuse emotional reactions.

Unfortunately, even the most conscientious prevention strategies can

Firing a family member

By Bernard Kliska

fail to offer foolproof protection against the day when a family member may have to be fired. If that moment of reckoning arrives, there are several ways to help everyone through it.

Keep the separation between business and family clear. It's difficult to profess the family values of love, loyalty and all-for-one-and-onefor-all while delivering a termination notice. The person receiving the notice may understandably have difficulty hearing and believing that those family values still include him, but those values should still be clearly

about it, schedule a time to check back and keep that commitment.

Offgr an honorable out. Consider offering the person a face-saving resignation. It won't cure an injured ego, but it can help. Avoid saving the person's ego by putting him into another position unless you genuinely believe that such a move is for the company's benefit. Remember that offering an honorable out must not short-circuit open, frank discussion of family issues and performance.

fJSe yoo" board of directors wisely. Use the board for insulation, advice and support, not as a weapon, excuse, surrogate or proxy. While it's usually better for the family if the recommendation for termination comes from the board, you should avoid hiding behind that. Make it clear that while the board has recommended termination, you have made the final decision. Remember, you want to enhance communication and the family relationship. This requires honesty.

stated. Although for the ultimate good of all family members, including the terminated person, the business must come first.

Firing a family member from the business does not mean firing him from the family. An unsuccessful manager still remains a successful and important father, sister, brother, uncle or daughter. An uncomfortable fit for the business does not have to mean an uncomfortable fit for the family. If a family affair is coming up, discuss it and state that you and everyone else hope the person will participate. Ask if there is anything you or others can do to make him more comfortable. If he refuses to talk

HaVe an impartial third person present during termination. Sometimes a consultant can promote effective and clear communication by helping to navigate the anger, shame, denial and sadness swirling around the room. In an emotionally charged atmosphere, it takes more than good intent to make sure that the important things are said, heard and remembered. Research shows that strong emotions significantly distort memories and recall. A third person can help keep the emotions in check while acting as an impartial witness in case disputes later arise over what was said.

Be alert for family brushfires. Every family has alliances and tensions, often subtle or covert, among family members. It is strongly advisable to know how these affect the

family and essential to know how these may affect the business. It is impossible for family members to perceive all the emotional and strategic ramifications of a termination.

An outside consultant can help anticipate and handle these alliances and tensions. A family map or genogram is particularly useful in planning the termination interview. Charting each family member, including children and in-laws, going at least a generation back and then identifying alliances, tensions, similarities, differences and emotional patterns among family members gives a surprisingly clear picture of how each person is likely to respond. The genogram will provide ideas for how to avoid and handle problems and how to bolster egos ahead of time.

Firing a family member may feel like the ultimate paradox in a family business, but by handling it clearly, honestly and with consideration and compassion, it is possible for both family and business to emerge from the ordeal even stronger.

- Dr. Kliska is a member of The Family Business Consubing Group Inc., Marietta, Ga.; (800) 551-0633. He can be reached at kliska@ efamilybus ines s.com. Reprinted with permission from the Family Business Advisor, a copyrighted publication of Family Enterprise Publishers. No portion of this article may be reproduced without permission of Family Enterprise Publishers.

Ainsworth Slows Expansion

Ainsworth, Vancouver, B.C., has officially postponed expansion of its OSB plant in Grande Prairie, Alberta, because of rising labor and material costs, plus a slower housing market.

"We recently re-evaluated the schedule and decided it would be better off to not work at the pace we had out there," said Bruce Rose, general manager of corporate development. "We were finding the efficiencies and cost of the project were a concem, and labor costs were becoming increasingly difficult to swallow."

Rose added that the expansion will still proceed, but will not be completed until early next year-instead of next month, as previously announced. The expansion will add a second press to the plant, to produce orientated strand lumber products.

"The OSB market is very volatile, it fluctuates," said Rose. "We're going through a period of adjustment. It's not as if the project has been halted."

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The Finest Stock, The Best Coating

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

Lisa Voeltz, David Shanda.

D0 lT BEST held its wiinter conference & expo Jan. 17-19 at the San D ego Marriott Hotel & Marina, San Diego, Ca (1) John Assman, Bruce Huewe. (2) Gerrie Hubbs Ed Harl n (3) Joe Albert, Roberta Bishop, Patrick Wever. (4) Shaun Webb (5) Scott Rimmer, Gene Secco. (6) Sam Kirkland, Randy Blair. (7) Boger Herd. Lesley Kolar, Pat O Reilly. (8) Bankim "Bull" Gugaria, Mike Reen (9) Kieran Corcoran. Bill Lucarelli, Tammy Zacharias, Kurt Larson. (10) Rick Hogue (11)Jimmy Starnes, lsaac Morales (12) Ben Mimran, Derek Yochim, Brandon Johnson, Pat Hennessey, Amber Hayes. (13) Curtis Crane, Jelf Carlson, Carlos Truiillo. (14) Kristi Campbell. Bob Griflith (15) Todd Stiffler, Bob Huddart (16) Scott Marshall, Neil Schind er. ('1 7)

& ililrililtD"

That's because CeoDeckrr'r is made with Brodac ', a unique patented ingredient that rnakes it virtually f4de resistant. Whether it's Cedar, Driftwood, or l\4ahogany, your rustomcrs will enjoy the rich color year after year and contractors will errjoy fewer callbacks. \\tith CeoDeck's Tongue & Croove board and hollolv profilc, it's lighter and mLrch easier to handlc and install than other composite boards. They'll get a beautiful deck with a fastener-free look that rvas installed in half the tirne. With CeoDeck, yoLr'llhave everyone looking good.

s integration the an$wer?

By Nicholas V. Beare

QINCE the end of 2006. building \)material companies have experienced a more difficult business environment. On a macro scale, the economy has cooled in conjunction with the housing market.

Consider also the concerns unique to the industry: rising transportation costs, higher priced raw materials, and supply chain disruptions, such as hurricanes, that increase delivery times. Anxious builders and suppliers are actively seeking options to remain profitable during a prolonged slowdown. What business initiatives can help curb this market deterioration?

Is integration the answer? Integration, as a business strategy, is nothing new. Many antitrust laws, designed at the turn of the 20th Century, were created to combat business combinations that were perceived as anti-competitive, In current practice, the enforcement of these laws remains stringent. However, we are seeing more horizontal transactions allowing former competitors to band together under one banner. Less stringent protocol is evidenced among vertical combinations-those that bring together supplier and customer.

Rinker Materials employs a vertical integration strategy involving downstream expansion into the manufacture of higher value products and control of its distribution channels. Rinker supplies construction materials, including aggregates, cement, readymix concrete, and masonry products.

As an aggregates producer, the firm has vertically integrated downstream into the production of higher-value products. As a building materials company, the firm controls its supply of

quality aggregates and its distribution network. The company maintains a network of facilities and sales offices throughout the state. Through its rail distribution system, it can competitively ship aggregates from its FEC Quarry in Miami to Jacksonville, Fl.

Other firms have begun touting their vertical integration efforts. Boise Building Materials Distribution is a wholesale distributor of building materials with 28 locations across the U.S. In addition, Boise sells a line of building materials purchased from Boise's Wood Products business and other quality manufacturers.

Royal Group Technologies Ltd. manufactures polymer-based building products, serving the home improvement, consumer and construction sectors of the market. The company has operations dedicated to provision of materials, machinery, tooling, real estate and distribution services to its plants producing finished products.

Georgia Gulf Corp. recently announced a deal to acquire Royal Group. Georgia Gulf manufactures commodity chemicals, vinyl resins and vinyl compounds, which are the basic materials used to manufacture vinyl building and construction products. Vertical integration is accomplished: Royal's product portfolio combined with Georgia Gulf's vinyl resins and compounding technology creates a diversified company in the vinyl building products industry.

Within the building materials industry, there are numerous examples of how integration is becoming a more important business strategy.

. To better serve large production homebuilders, pro dealers have either

opened or acquired manufacturing facilities for trusses, wall panels and other prefab products. Further, some of these dealers are also providing installation services for framing, insulation and plumbing. By being able to offer these additional products and services, these operators can better maintain margins and serve customers.

In the window and door sector, the ability to extrude the components that ultimately will be assembled into an end product is becoming critical. Extrusion capacity was likely a factor in the recent acquisitions by Andersen Corp. of Silverline Building Products and by Fortune Brands of SBR. By controlling the extrusion of components, manufacturers are able to lower their raw material costs as well as better control their supply chains.

. The production of ready-mix concrete requires both cement and aggregates (crushed stone and gravel) as raw materials. Recently, many cement producers have become interested in entering the ready-mix concrete business as a way to enhance their margins and to protect their regional and local markets. Similarly, ready-mix producers are looking to acquire aggregates' local quarries in order to reduce transportation costs and ensure themselves adequate supplies of gravel and stone.

In conclusion, the benefits of integration extend across many areas of the building materials industry; however, reduced costs, improved margins, and better customer service are common to all. As business conditions become more volatile, we expect more transactional activity based on the potential power of integration.

- Nicholas V. Beare is the Dallas, Tx.based managing director for Stephens Inc., Little Rock, Ar., where he specializes in building products and technologies investment banking. He can be reached at (214) 258-2747 or nick.beare@ steDhens.com.

Dealers' Favorites in ComPosites

(Continued from Page I 5) ing with the market leader. Four other options are offered only by special order. "I think we will see several brands go away as time goes on," warns Paul Forslund.

Southland Lumber & Supply, Inglewood, Ca., also stocks two brands. "We brought Trex in when composites first hit the market," John Harmer shares. "It's always been well advertised and had very good brand awareness' We liked the Fiberon program when it was introduced to us, and we're happy with the product. It has a good texture, color selection, and is priced slightly more competitively."

Maine's Lovell Hardware offers a range of products, with Correct Deck, Trex and Fiberon its top sellers in 2006. This year, it will also begin stocking Universal Forest Products' Latitudes Decking. "We decided to expand into Latitudes based on the superior look -per my employee poll-and the quality of the product," Tom Cooke reveals. "We also put great faith in their new distributor, Boston Cedar, who focuses on quality products that are market leaders. The cost is also a factor and the stocking dealer program we signed on with makes the product profitable and competitive. Lastly, the marketing support in the region with Bobby Orr of Boston Bruin fame as the spokesman should prove very effective."

Cooke is also "keeping a keen eye on the 'all PVC' products that offer a lighter and more mold-resistant alternative to composites."

Downeast Building Supply, Brunswick, Me., promotes three brands, two of which it stocks. The company is not afraid to switch brands if something better comes along.

CONSTANT new developments, such as the recent introduction ol Procell solid cellular PVC products, has many dealers continually reevaluating their decking mix.

"With all the possibilities, we are trying to find one product," Peter Bernier said. "However, with new innovations coming on a regular basis, we are trying to find our way.

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We will probably change again this yeaf ."

Coventry Lumber, Coventry, R.I., stocks three brands, each with different strengths. "We chose Trex," says Buz Gileau, "because everyone has it. It's recognized and at one time had l00%o of the market. Trex has finally made some changes to the curb appeal by adding a raised grain. But it's losing market share. [There's] good service from the supply base. They offer a lot of pull-through with promotional materials. Why not, [we figured,] everybody has it."

Evergrain, he continues, "is our 'horse.' We carry it because not everyone has it. We are confident in the product. Get excellent service and delivery. Quality problems are solved expeditiously, and the marketing support has improved dramatically. The raised grain was what sold us originally. The product line has expanded and colors and styles have been added."

As a third brand, Gileau notes, "Fiberon is new, innovative and offers a hidden fastener system-something we didn't have in the others, [although] we feel that all composites will offer this feature moving forward. It looks more like wood than any other composite we have reviewed. The supplier is close, and availability is not an issue. We carry only one color, but can have others in one day or pick it up if needed. We expect the marketing effort to be in full force by April/May."

The promotional support should only help Coventry's composite sales, which in three years have skyrocketed from marginal to now outselling wood60Vo to 407o by dollar volume.

Domestic sales of plastic lumber and wood-plastics used in construction are expected to top $3.1 billion by 2008.

Composite decking alone is estimated to have sales of $2.4 billion bv the same vear.

New Mill Transforms Waste

International Veneers & Hardwoods Inc., Weed, Ca., has made a name for itself by transforming stumps, tree burls, and root balls into beautiful wood.

The company opened last summer on the former site of Mt. Shasta Veneer, on property owned by

Roseburg Forest Products. Formerly, similar mills were only located on the East Coast or overseas.

The centerpiece of the plant is a new bright green and yellow lathe. "This thing has one million settings," said Albert DeSilva, who owns the plant with his wife, Mary. With the right calibrations and the right burl, he said, the lathe can produce "one or two miles of veneer."

For now, the veneer is shipped to a plant in Idaho for drying. When it returns, it is graded, measured, cut into uniform lengths, and bundled for shipping. The couple hopes to buy their own dryer soon, to cut down

processing time and costs. They also want to buy another lathe, possibly this summer.

Raw material comes mostly from local farms and orchards. In the past, old, dead or dying trees were removed and bumed. Now, they are delivered to the mill and both sides make money. Even 2O0-year-old burls can be worked, said DeSilva, and made into hardwoods used for wall paneling, fine furniture, and luxury dashboards.

"I used to hate burls when I was just trying to clear land," he said. "They always twisted the chainsaw in directions I didn't want it to so."

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slress-busting strqlegies for busy workdoys

By Linda Nacif

EttnSf lhere's the bumPcr'-to.l-'hurrrpcl tral'l'ie Tltett u ttttrntittg meeting. rvhere you f'east on stale coff'ee and ckrnuts. After that, you look down at your to-do list, which is f illed with statf meetings. potcntial client lunches, and an upcot"nin-e confcrcncc for your industry. Add to that, thc piano recital for your daughter and your son's weekend soccer gamc, which leaves no timc fbr that dental appointment you desperately need.

If 1'our schcdule sounds as stressful as this, you'rc not alone. Millions of workers havc an increased workload. while also trying to keep a balance between home lif'e iind work life. For many. the stress is just too much. It continues to build, until they feel overwhclmed and their work starts to suffer.

In addition, that kind of stress can turn into physical symptoms such as a cold or indigestion. Yet afier we take our pills and see the doctor. wc continuc to do too much, wol'ry too rnuch. and f-eel pressured and we get sick again. This time it rnight be more serious: our blood prcssure. cholcsterol and sugar levels may go up and we might e ven becclme depresscd. This negative cycle can continue firr many years and may even lead to milre serious life-threatening illnesses. such as cancer. Then one day the cycle stops-but so do our hcarts.

lf only we had known that by worrying, getting angry. or doing tocr rnuch we activated what is known as the "stress rcsponse."

If only wc would have known this non-specific reaction to slrcss creates an exccss of adrcnaline. which is the "fight or t1i-eht" rcsponse whose purpose is to keep us in a state ol' alertness iind tension.

If only our doctors would have explaincd to us about the hormone cortisol that wreaks hitvoc on our bcld-

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Your ostomGrs dedrard alc{Fast accurats quobs. Ins{ant v€rificdioi d order statusOn-time delivery.

ics and mincls.

Il'only we had becn gir,en altcrnativcs 1o thc \\'ay \ve dealt u'ith the iner itability' of stress.

If onll' n'e could ckr done things ctifftlently. But r,ioLrld wel

Although we clo not \\'i,urt to aroid strcss completcly. because it is u conclition o1'lift itsclf. wc ncccl to know nhen it reachcs clangcrous lcvels in our bocll'ancl plcvcnt it from harnring us. Thr: lirllowing arc scvcn surc-firc r','41,s to stay in control of strcss in thc officc and bcvond.

I | . Give a positive me:rning to every'thing that happens to you.

It is the nreaning. not thc evort. that cillrses lrclLu'bocly to sccrcte thosc harrnful holmones. cortisol and aclrenalinc. I1' you are clealins with an unreulistic clcaclline. think ubout how happy 1'our clicnt will be it'thcv lcceive the clocurncnt on time. B1 cleciding to gire u prrsitivc rneaning to cver)'thing that hirppcns to v()u. 907 o1'strcss \\'ill bc elinrinatecl.

i Z. ('hoose .r our fights inlclligcnll.v.

Vcr)' fcri' things in lil'c alc worth fi-shtins over. That parking spot ncar thc ofTicc rloor. is it rcally riorth I'ighting ovcl vuith lour colleague'l Slrve t'oul strcss und cnergy fbr an crnelgerrcv situation. 'uvhen you really need it. Don't u,aste it on a collcaguc who wants to pick a fight over the copier or sonleonc u'ho cuts 1'ou ol'f in thc purking lot. Ask l,ourself if it's worth a fight ancl if anything will changc. I1'thc ansu,cl is "no." then why gct your aclrcnalinc going to pfcpare lirr a light'l In sonrc cascs. thc "1'light" rcsponsc mi-u.ht []e nrorc str.cssl'ul. So. stllc vour

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Pivotal Decision Making

A DECISION is pivotal if any of .CLthe followins is true: A significanid"g."" ofrisk, exposure or uncertainty surrounds the decision. Failure in some form is a distinct possibility.

. Some form of change will follow, with the decision itself being a catalyst for or a precursor to some set of "next steps."

. Radial impacts will ensue from the decision, affecting one or more of the following: the responsibilities or careers of individuals, organizational structure or operations, internal policy, or your reputation as a leader.

. None of the choices attendant to the decision includes a win/win with all options having some advantage. Instead. pivotal decisions are so because they are either win/lose, with considerable distance between the best possible and worst possible outcomes; or lose/lose, forcing a choice between two or more equally negative outcomes.

How you manage pivotal decisions shapes you and your career, shapes

By Francie Dalton

how others view you and the quality of your leadership, reveals your core values, and as a result, sets precedent, shaping the culture of the organization.

Failing to recognize the special nature of pivotal decisions increases the likelihood that your decisions will be reactionary and/or perfunctory, generating unintended and complicating consequences that are more severe, harder to endure, more expensive to remediate. and harder to recover from.

The fact that you did not intend the consequences is not mitigating; the fact that you are not sensitive to any resulting negative perceptions is not insulating. Instead, primary among the negative outcomes of mishandled pivotal decisions is an erosion of the credibility of your leadership-something that's virtually impossible to rebuild.

The most frequently cited circumstances exemplifying the need for pivotal decisions include: leadership transitions or internal restructuring; threat-

ened loss of key staff at crucial times; mission-relevant requests from key constituents that would cause significant cost over-runs, delays or substantial rework. and. of course. poisonous. divisive, alienating behaviors from those whose results or political connections are crucial to the organization.

The best time to confront pivotal decisions is before you have to. However, you do have two alternatives: (a) You can wait for them to burst upon you without warning and then do your best to wing it; or, (b) you can just accept that your organization will be in a perpetual state of damage control as you struggle to mitigate the results of unanticipated pivotal decisions.

Impractical as it may initially seem, it really is possible to anticipate pivotal decisions, to prepare for them in advance, and to lead through them, virtually before they ever happen. Here's a five-step process that will help you do so.

(l) Imagine the toughest business scenarios you might face. Reasonably predictable dilemmas in which you would be highly vulnerable. Think of all that you take for granted manageri-

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ally, and imagine losing it. Consider that about which you are most certain, and think of what would happen if that certainty proved unfounded. Also included here might be a significant difference of opinion between you and your boss regarding a major initiative or a particularly difficult associate. Work to identify at least two potentially calamitous scenarios.

(2) Identify the indicators likely to precede each scenario. What specific occurrences would indicate that the scenario is indeed becoming imminent? Listing these will increase the probability that you'll recognize the indicators if and when they actually occur, especially those you're predisposed not to recognize due to your own biases or blind spots.

(3) Walk through each scenario, one at a time, as though you were really facing the difficulty. What are your options and the predictable consequences of each option? Which option would you choose? Why? Be sure you can clearly articulate your reasons for choosing a particular option. Fluency here will help you speak with a conviction adequate to be persuasive with key audiences.

(4) It's important to visualize the

implementation of your chosen option. If you have trouble here, if you can't really see yourself implementing the decisions you've concluded are the correct ones, if it's your modus operandi to duck or delay the toughest decisions, then perhaps you should give up your leadership role. If such decisions cause you emotional anguish, if you rail against having to make them, realize that's exactly the kind ol decision senior executives should be making, and that you're not alone in your discomfiture.

But one of the luxuries you have to surrender once you've moved into the executive ranks is the luxury of behaving the way you feel. No honorable executive relishes the implementation of decisions that will be painful to others, but your feelings cannot be the determinant for taking action.

(5) Identify what's thematic about your decision making. The criteria you use to make pivotal decisions are likely to be consistent over time. For example, are you consistently benevolent? If so, you're likely to have earned an organization of mediocre performers. Is it your pattern to be harsh? If so, you're likely to have earned resentment of your leadership.

Is your modus operandi to "duck" all the incendiary issues? If so, you're likely to have earned a lack of respect for your leadership. Understand that whatever pattern you've established, it's already visible, and is speaking volumes to key audiences. So take some time to discern what your pattern indicates about the style and quality of your leadership, and what the impact of this pattern is on your organization. Then determine what adjustments, if any, you need to make.

Remember: pivotal decisions are frequently necessitated by that which should have been anticipated in the first place. Learning how to anticipate such decisions will deliver three useful outcomes to you: (l) The process trains your brain to recognize precursors, (2) this then accelerates your ability to act. and perhaps most importantly (3) anticipating pivotal decisions equips you to apply preventive measures instead of slugging your way through damage control measures.

- Francie Dalton is founder and president of Dalton Alliances, Inc., a business consuLtancy speciaLizing in the communication, management and behavioral sciences. She can be reached at (410) 7150484 or via www.daltonalliances.com.

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(Continued from page 73 ) needs, set your boundaries, and be on your way.

3. Lirt"r, to your body and be kind to yourself.

We all have different signals that tell us we are reaching our breaking point. For some it is a headache, for others it is indigestion. For some it is insomnia. while yet others experience depression. These are wake up calls

for you to curtail whatever it is that is causing you stress. Meanwhile, do an activity that you like! If you're at work, take a break and walk around an outside courtyard or even the parking lot. If you're at home, watch a funny movie, take a walk on the beach, or reconnect with a loved one. It's okay to miss an aerobic class or the workplace cocktail party. Everything will wait but your health.

t t. Respect your individual rhythm.

Sudoku

Some people not only can, but need to do many things at the same time. They thrive on stress. Others need to take their time and smell the roses on the way. Know yourself and respect your own rhythm. If you work better under pressure and with a deadline, then use that to your advantage. If you like working in complete peace, without colleagues talking or outside noise disturbing you, find a quiet place to finish up that project. If the turtle used the rabbit's pace it would kill him, and vice versa. Think about times when things have flowed for you, when you were most productive and creative. What were you doing? How did you feel? And now remember when you were pushing yourself to do too much or too little?

5. Don't worry about 66what ifs."

Very few things are worth getting sick over. Most o[ the time we create scenarios in our mind that never come into fruition. Worrying about something that is yet to happen is like watching tv. It pulls you in and keeps you occupied for hours, days and years. If you are always worrying about what you don't want to happen, how will you make room for what you do want to happen? The antithesis of worry is trust.

You can't trust and worry at the same time. It's your choice: worry and stress or trust and peace!

t

Instructions: Fill in the grid so that every row, every column, and every 3x3 box contains the numbers 1 through 9 once. Therefore, each number in the solution will be unique in each of three "directions."

The solution is on page 91

O. Update your coping skills.

As you change and your life changes with you, what worked when you were 20 might not when you are 40 and less when you are 60. Maybe it's time to learn to meditate, or maybe the answer is to exercise less. The solution might be as simple as traveling more or simplifying your life.

Invest in your health plan.

Exercise moderately, eat small but nutritious meals five times a day, drink eight glasses of water, and sleep at least seven hours.

Create play and fun time, and stop any habits that you know will eventually cause harmful stress on your body. Even at work, it's important to keep up a healthy routine. Bring some bottled water and fresh fruit to snack on. Say "no" to that vending machine!

After all is said and done, the most important advice is to know thyself. What is a stressor (the cause of stress) for one, can be the elixir of life for another. Once you know what makes you happy and what makes you sad, what causes you to want to flee or fight, follow it. By being yourselfand understanding your individual needs, you will stay in control of the stressors and give yourself more energy and motivation to unleash the creativity and productivity within.

- Linda Nacif is a speaker and author o/Jump and the Joy Will Follow: How to Live in Conscious Joy and Health in Every Stage of Life. She can be reached at (619) 733-207 I or via www.lindanacif.com.

^t$u'fu,Talentffiiii

How to wi

F YOU'RE starting to feel the pinch of the so-called "talent shortase." you're not alone. Consider these facts:

. 407o of employers worldwide are having difficulty filling positions due to the lack of suitable talent available in their markets

. According to the U.S. Bureau of Labor Statistics, the shortage of skilled workers will exceed 10 million by 2010.

. At any given time, l5%o of American employees are looking for a new job, says the Society of Human Resource Management

. 457o of workers say they want to change jobs every three to five years

In light of these facts, smart managers realize they need to retain people on staff in order to keep the company running. So while under better circumstances they might move along those "less spectacular" performers, they know that in a tight talent market, the key is to effectively work with what you have.

Fortunately, you can take steps to help the people on your team do better and perform to expectations. After all, hiring someone is costly (both in time and money), and any turnover has a potentially negative impact on the company. Following is a process that will help you work with your current staff and gain the competitive advantage in doing so.

Step 1: Take a look at yourself

Look at how you're evaluating your team. Many managers who work under, or who have been influenced by, command and control hierarchies live with the belief that you should rank your employees and cut those at the bottom. Ranking may be valuable when people do identical jobs in an identical environment, such as in call centers or sales orsanizations with ter-

tage? at you've got

By Vince Thompson

but we've failed to talk about how we expect our people to treat each other and our customers.

Step 2! Take a look at them

ritories that have no uniqueness, but the fact is that such environments count for only a minority of the workplace population. Most people work in organizations where teams tackle diverse challenges with diverse solutions. Therefore, when managers rank people, their perception of each individual is often blurred by a lack of clear criteria or the potential to play favorites.

Getting great performance from your team is about working with individuals. Therefore, you need to look at each individual on staff and ask yourself, "Is this person doing what I expect of him or her?" Then clarify what your expectations are for someone. If that person isn't meeting your expectations. how are you communicating your expectations? Often, managers communicate a lot with their best players, but when it comes to the marginal performers, they communicate less often and in a less meaningful way.

It's been said that we hire people for what they are and fire them for who they are. That is we hire someone because he is a Harvard graduate who worked at the top advertising agency in New York City, but we fire him because he was a dishonest jerk who didn't respect people. Therefore, most of our dissatisfaction is not with whot people are but with who they are. And when we deal with the "who" side of the equation, we often find that the dissatisfaction stems from a general lack of communication of expectations from the manager, not the employee. In other words, we've set the job specs

Are the people on your team committed or compliant? Here's the difference: You give Person A and Person B each a package to deliver to a key prospect. Person A takes the package to the prospect's office, leaves it with the receptionist, and then heads back to work. Person B takes the package to the prospect's office, waits in the lobby to meet the prospect personally, and spends time talking with the prospect to answer any additional questions. Person A is compliant-she did what she was told (delivered the package to the prospect's office) and nothing more. Person B is committed-she did what she was told, and then went a step further to win big for the company.

So again, are the people on your team committed or compliant?

If someone on your team is committed and still not performing to your expectations, then you need to talk with the person and learn where his or her commitment is. Is it to the team?

To you? To the company? To personal success? Maybe he's committed to the team but not to the company. If so, you need to show him how what he's doing impacts the team. Understand what each employee is committed to and communicate your expectations in relation to that individual commitment.

If someone on your team is merely compliant, then you need to uncover why. Is the mindset temporary due to some challenges at home? Is it a lack of passion for the work? Are his or her motivations misaligned?

If you can't move someone toward commitment, then that's the first per-

son you have to consider firing. Realize, though, that firing can be mutually beneficial-and needs to be in a tighy talent market. The fact is that it ca{r take several months to find a replacement. Therefore, it's better to tell that person. "You're not enjoying your job, and it's obvious this isn't a good fit. So let's agree that we're on a path here for me to find someone to replace you and for you to find employment elsewhere. As long as you commit to doing your daily work during this time,I'm committed to figuring this out with you."

Managers who take this approach find that it works out well. The employee who isn't a fit appreciates the honesty and the time to find new work. The company appreciates having the coverage it needs to meet deadlines and goals. The key is being honest, communicating openly, and building trust to make it all work.

Step Ji Devetop a new plan

Finally, for each employee, you need to create a plan that will help that person move forward to the level of performance desired. Your plan needs to include the following:

Communication: Communication

is the pathway to trust. Therefore, you need to find ways to communicate more frequently so your team trusts you and wants to perform for you. To do so, hold regular mini-meetings that emphasize face-to-face interaction. So many workers don't personally interact with their boss anymore. They communicate solely by email, even though the boss is just down the hall. Remember, as Zig Ziglar so profoundly said, "People don't care how much you know until they know how much you care."

Expectations: What do you expect of your employees? Is it realistic? Does the team member have the time or skills to meet that expectation? What can you do to support the employee and prioritize the expectations?

. Motivations: What's the reward to the employee for meeting the expectation? For some, the reward may be the satisfaction of a job well done, while for others the reward may be something tangible, such as a bonus or time off with pay. In order to motivate people, help them see value in their work by explaining how the project impacts the company or the industry.

.

Assistance: How can you help your staff? Maybe it means being a mentor or taking a piece of the workload. Maybe it's just guiding the group. If you have a low-performing employee, then you need to actively coach that person to become more successful.

Maximize the tatent you have

Realize that this process isn't a one-time quick-fix. You'll need to invest the time in these steps on a regular basis in order to see results. When you do, not only will you gain a much deeper understanding of your team, but you will also find some surprises. Some of your lost "causes" will take on new value, and for those who don't, you'll experience a lot less stress as you move them along, knowing that you gave it your all. In a market this tight you can be assured your competitors are facing the same issues: getting this right can give you a real competitive advantage.

- Vince Thompson is a former executive for AOL, principal at consultant Middleshift, and author of lgnited: Managers, Light Up Your Career for More Power, More Purpose, and More Success. Reach him via www.beipnited.com.

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f'lctt.st ( ontu(t (.1-16) 151 7000 r t t t i.s i t rlrr'rr'.rrflrror'.r r'.\ | ( IIt.\ .( ( t I t

Rhino Dcck composite dccking and railing systerns include plar"rks, posts, rails, balusters, fascia, flashing, and joist co'r'ers. Rhino Deck is splinter free, slip resistar-rt, and does not need painting or stainingl Nlaterials install with traditional wood tools and are covered bv a 10-yearwarranty. Distributed

I)etcr Kepon. SJ. r'clilctl r rcc plcsitlcnt ol rlLlcs t! ntrrkcttttg lt Atellttl

I{crl uoorl Co.. rl ictl I)te. l5 irr Illvsiclc. ('rL.

,.\t'tcr r.r'utlulrtion ll'orn lhc L.lnir crsitr o1'('rLliiirlnirr . Ilg'kcler. u itlr rL tlcgr-cc irr lirrcstn Irc .joinccl thc \lr,r rlrrlins \\'ollrl \\'lrl ll lLncl trrrincrl to bc rr pilot..\llcl thc ulrr. lre rttrrkctl rtt IIiggins Ltttrrl'rcr ('o.. Slitt I:t ltttcisto. Clr.. lrcfot c.ioining .\t'trttlt Rctluotttl irt l9-i7

( )r cr thc r e ltrs ltc ltcltl scr cr-lrl ltosi tions t ith \rrutu I{ctlu oitcl. irrt ltrdilrg gcncllI n'rLnlrLct ol thc irttl Lr striltl pnxltre ts plunl. bcfirr.c r.c(ilin-r irt l98S

Ila.r (lrane Sl. liurtrcr oti trcr ol ('rarrt' \1ills. dicrl .latt. (r in ('olrrirtg. ( lI.

I)Lrrinl \\'or.ltl \\'ar II. hc scr.r ctl itr thc J l.lth Ficltl r\rlillclr Ilattalion in Irrrrol'rc.,'\ltcr' !r-lrrltratittr ltrrttt ( )tcgott Stirte \\rth lrclcgrcc in lolcstr-r trt l9-lE. lrc.joincrl his lltlrcr's vcrrr.oltl trrill. ('rlrne Nlills. Pa\kcnta. lis lL rtLles Illltlllrgcr. In l()58. hc \tlcccc(lc(l ltis llrtltcr rs !rcncllLl nrilnil!cr turtil lrc rctirctl irt

I 991.

l\{r'. C'r'lLnr' sl r crl as prcsirlcttt ol thc SicrrrL ('lrseaclc [-oqgirrg ('onlc'rcrtcc in | 96(r.

I'atrick,lanrcs Shechan. 89. rctircrl o\\ner oJ' Shcchul I-Lrrttbcr'. Spokrure. \\'rr.. cl ictl Dce. -5 irt

) l)oKilltc

In l().1 7 \1r . Shechlrn crl ttcri u cleLtec llonr thc \lrruteltpolis Bilsittess ('ollcgc urttl u'cnt trt uork lirl Ettttttct' lJlothcls I.unrlrcr' ('Lr. ln l(.)-11. he .joincd tlrc Nrrr r uncl :crr crl rs a cltie I l).tt\ o1'l ie cr r.r'ith thc 7th lilcct in llre South Plcil'ie

Irt l9-1 7. Itc \tirf tL'rl Sltcclrrrrr \\'lrolcsalc [-ttnrbcr. ('o. itr Kllispt'll. N,{t.. r.r'hich lrc nror crl to SPoklinc in l()5fl ..\1tcr (r0 rcrir.: irt tlrc lutrirer' trrrrincss. lrc rctir-ctl irr 1 998.

'l'odd ]lcl nt\ re. 57. thtt.rl gcrtcrrr titrn orr ncl ol l-iLJttntlr 'f racl inr.t f'o.. [-l.lurrtrr. Co.. rlictl Nor. ]7 in Srr irrk. Co.

\lr-. \lclntr lc u ot kctl at tltc storc rrrrrsl ol lri. lil\'itll\l \\ir\ irt) ir!li\r' rrcrll-tcr of t]rc \lottnluitt Stlitcs l-Lrirl'rcr' & Btriltling \lltcrial I)crtlcr' .\:soc utI toIt

.\ntort "'fottr" Zieberl .9I. rcnet' ll-rlc Olcgon lurrrbcr nlurtt f itcttttct. tlictl Jan. I I in Sublirttin. ()r l)urins his 60 r f iif lLlnrlrcl calccr'. hc lounLlctl Stltr tott Rcscltt'clr ('o.. Stuttorr. Or-.: Stuvton \\'ootl I)roclttr't'. Stir\ton: \lid-\\ illrr ntcttc I)r'e ( tr t (rou \lirl \\'illarrrcttc [-unrbcr). Scio. Or'.: Tolo I;orest I)t'orluc{s. C'c'tttnrl Poirrt. Or'.. lrnd I)irr nrrrnrl [:orc:l

I f'lt tt.st' lt!t tt l() l)(t,t4( 9 I )

Agency Stamped Tieated Lumber including ACQ & ACZ'A

Stocking Timbers lx4 - 12x12

Utility Poles 25' -60'Lengths

Round Building Poles in Pine & Douglas Fir

Fence Posts, Doweled Poles 2" -8'

DistributingBourbonValleyLwrter Co,'sfinest Tree Stakes, DuuelFence Posts E Jump Rcils Seroing Northern Califomin with un wn T rucl<s

81 I I E. I lth (P.o. Box I lo?), Tracy, CA 95378 Fax 209,835,4305

Engler. (9) Dan Kepon, Tom Miller, Kent Mulkins. (10) Jim Sondetgaard, Rhonda McDonald. (11) Mark Swinth, Joe Hoglund, Reed Spiers. (12) Alyce Peterson, Alan Oakes, Megan Long, Darren Duchr, Dori FLilk.'(13) Mike Cameron, Sean Burch. itc; .teriy fartey, Bob Palacioz, (15) Clyde & Charmaine Jennings, Jack Butler. (More photos on next two pages)

CRAB FEED (continued from previous page): (11Chip Brittain, Mike Carey, Jeny Mosier. (2) Greg Winakur, Vaughn Hoskins, Manruan Salem, Mick Winakur. (3) Steve Culbertson, Loren Krebs, Troy Turner. (a) Walt Schneider, Dave Flackus. (5) Joe Allotta, Mike Webster, Cody Smith. (6) Jim Lewman, Rich Bonfiglio, Mike Stone, Dave Dahlen. (7) Scott Gaskin, Aaron Linerud. (8) Gary Gamble and new Snark Ray Lamari. (9) Ken

Laughlin, Danny Sosa, Dick Jackson. (10) Jesse Johnson, Danny McEntire, Jason Woods, Ben Larson. (11) Michael Ross, Ginny & Gary lsland, John Russell, Kristi Ross. (12) Denis Stack, Christopher Geoff. (13) Julie Wright. (1a)John Sharp, Curt Gomes, Dwight lsaac, Jim Pack. (15) Rick Anfinson, Carol O'Connor, John Hollstein, Guy Dodge. (More photos on nert page)

MORE CRAB FEEDERS (continued from two Drevious pages). (1) John Ferguson, 0rville Chedester. (2) Vince Vierra, J.J. Johnson. (3) Sara Field, Tanka Chase, Stacy Wolf, Tom Koenig. (4) Rich Giacone, John Warren. (5) Gary Mattson, Rob Parks. (6) David & Stacey Jones. (7) Mike Croxton, Stu Heath. (8) Rick Cornell, Troy Kraft, Ann & Randy Jones, Brice Wreyer. (9) Eugenia Wininger, Alan Boyd. (10) Charlie Jourdain, Harry Dibble. (11) Neal Ewald, Bob Mion. (12) Kevin Paldino, Jennifer Sharkey, (13) Ken Dunham, Jean Henning. (14) Nancy Giacone, Jessica Johnson. (15) Mike O'Neil, Linda Reed.

Bob Palacioz, Sales/Marketing Manager

402-3248

(916) 339-2471

bobpalacioz@ sbcglobal.net

plore

Rates: $l per word (25 word minimum). Phone number counts as I word, address as 6. Head-line or centered copy, $8 per line. Private box or border, $8 each. Column inch rate: $50 camera-ready, $60 if we set type. Send ad copy to Merchant Magazine, 4500 Campus Dr., Ste. 480,

LAS PLUMAS LUMBER & TRUSS CO..

LLC. Are you looking to find a career with a company that has excellent benefits including Medical, Dental and Vision coverage?

Available positions include, but are not limited to, Accounting, Credit, Design, Dispatch, General Office, Operations, and Sales. Fax resume to 95 I -685-4195.

Newport Beach, Ca. 92660, Fax 949-852-0231, dkoenig@building-products.com, or call (949) 852-1990. Make checks payable to Cutler Publishing. Deadline: 18th ofprevious month.

To reply to ads with private box numbers, send correspondence to The Merchant Magazine, c/o the box number shown. Names of advertisers usins a box number cannot be released.

EXPERIENCED LUMBER TRADER WANTED

Great opportunity for experienced trader with steady accounts. 6070 commission split for trader. Any product line. Relocation not necessary. Excellent office support, great credit, and financial strength. Call John at (623\ 566-7100, Lakeside Lumber Products, for confidential discussion.

LUMBER SALES

We are a wholesale building materials distributor/remanufacturer looking for experienced self-starters with Central California (Nevada) customers. We are growing rapidly, aggressive and provide all benefits. Many in our organization earn substantial six-figure incomes. If you have customers in this area or have remanufacturing/distribution experience, we're offering opportunities with advancement potential to the right individual(s). Please mail your resume to: President, Shamrock Materials, P.O. Box 80128. Portland. Or.9728O. or Fax to 503-2919358.

FFI CAREERS: Functional Fenestration Inc. distributes quality architectural hardware. FFI is growing every year, and has great benefits. If you're experienced in customer service. inside/outside sales, or purchasing/inventory management of door, window or skylight products. email resume to HR@fenestration.net.

Personals

(Continued from page 44 )

Mark Loeper has been promoted to v.p. and general mgr. of Moen's Creative Specialties Interna-tional division. David Thomas is the new mgr. of emerging markets at Hanson Roof Tile.

Mark Ziegler, director of engineering, Powers Fasteners, has been appointed president of the Concrete Anchor Manufacturers Association.

Jerry Volas was named group president of plumbing & heating products at Masco, to succeed John Wills, who resigned, but will continue as a consultant. Kathleen Vokes is now director of corporate communications.

Obituaries

( C ontinue d from pa ge 86 1 Products, Scio.

He retired in the late 1980s and sold several businesses to some of his children and other partners.

Lloyd Edward Ziebert, 53, longtime co-owner of MidWillamette Lumber, Scio, Or., died Dec. 26 in Stayton, Or. He joined Mid-Willamette Pre Cut afrer graduating from high school tn 1912, and also became part-owner of Diamond Forest Products, Scio, Or.. and Shaniko Forest Products, Lyons, Or. A parent company for the mills, Sun Valley Lumber, Inc., Scio, was formed in 1993.

Mr. Ziebert sold his interest in the businesses to his partners and retired in 2005.

Harry Louis 6'Butch" Lake, Jr., 65, former owner of Garden Grove Lumber & Cement Co., Garden Grove, Ca.. died Jan. 18 in Orange, Ca.

After graduating from the University of California, Berkeley, in 1963, he joined the family lumberyard. He became the third-generation owner in 1914,later closing the business and in 19ll donating the yard's original 72year-old building to the city. He rerired in20O4.

Sudoku Solution

Michael Eamon Walsh, J6, a retired lumber salesman. died Jan. l9 in Atascadero, Ca.

After an early career making fine furniture, Mr. Walsh worked as vice president of sales at Fairhurst Lumber Co. and Greene's Ready Mix Concrete Co.

He retired at age 71 from the Redwood Empire Lumber Co., Temecula, Ca.

Richard Eugene Carter, 59, a timber cruiser and log buyer for DR Johnson Lumber, Riddle, Ca., died Jan. 8 in Camas Valley, Ca.

Mr. Carter graduated from Oregon State University with a degree in business administration. He then joined the Army and served as a helicopter crew chief in Vietnam. Afterwards, he worked in land management and timber operations in Alaska, Oregon and Washington.

Odeil Evelyn Griess, 84, longtime office manager for Plains Lumber, Costa Mesa, Ca., died Jan. 3 in Portland, Or.

Cfyde Laverne Schurman,92, founder of Schurman Machine Works Inc., Woodland. Wa.. died Dec. l0 in Woodland.

While still in school in La Center, Wa., Mr. Schurman started a workshop to sharpen the plowshares of local farmers. He moved his shop to Woodland in 1939, so he could also help loggers and sawmills.

After the war, he specialized in sawmill equipment, especially new technology like thin-kerf saws. He sold the business in 1975 to USNR, a manufacturer of sawmill equipment, and pursued his interest in steam engines.

guide

Sourrunt Cnromn

LOS ANGELES AREA

Berkot Manufacturing C0,,.,,..................,.,.....(323) 875-1 163

BMD (Northridge).... .....(800) 537-7091

California Panel & Veneer....................,........(562) 926-5834

Calilornia Pre-Stain. .....(562) 633-5420

Chozen Trucking Co .....(562) 427-5672

Conrad Wood Preserving....,........................,(877) 381-231 4

Cramer Lumber Co., W.M. .,,.................,.......(626) 445-8556

Fremont Forest Group (Whittier).........,,........(562) 945-291 1

Gemini Forest Products.,,,,..................,.........(562) 594-8948

Huff Lumber C0.................(800) 347'HUFF (562) 921-1331

lnland Timber C0.,... .....\213)462-1264

Jones Wholesale 1umber..............................(323) 567-1 301

Product Sales Co. ........(800) 660-8680

Rio Tinto Minerals... .....(661) 287-5400

Stepstone, Inc..........,........................,,..........(800) 572-9029

Swaner Hardwood... .....(818) 953-5350

Toal Lumber C0...,,. ......(562) 945-3889

Weyerhaeuser Building Materia|s.,,...............(877) 235-6873

ORANGE COUNTY &INLAND EMPIRE

All-Coast Forest Products ...............,..,,.........(909) 627-8551

Anfinson Lumber Sales...............,,,...............(951 ) 681 -4707

Austin Hardwoods & Hardware,....................(714) 953-4000

Bear Forest Products.......... (877) 369-2327 (951 ) 7 27 -'l 7 67

BMD (Vernon)......... .....(877\587-4137

BMD (ontario)......... .,...(800) 435-4020

Boise (O.C.),..,......... .....(714) 255-1949

Boise (Riverside).,,.............(800) 648-91 16 (909) 343-3000

Buildino-Products.com ................,.................(949) 852-1 990

Califoriia Lumber Inspection Service.... ........(71 4) 962-9994

C&E Lumber Co. .,,.. ....,(909) 624-2709

Capital Lumber Co. ,.,...(909) 591-4861

Creatus Wood Products......(866)

Reel Lumber Service (Riverside) ....,,,,..........(909) 781 -0564

Regal Custom Millwork.......(71 4) 776-1 673 (71 4) 632-2488

Reliable Wholesale Lumber, Inc....................(800) 649-8859

Simpson Strong-Tie Co. .....(800) 999-5099 (71 4) 871 -8373

Taiga Building Products.......,.,.................. ...(800) 348 1400

Universal Forest Products.............................(909) 826-3000

Weyerhaeuser Building Materia|s...,..............(877) 235-6873

SAN DIEGO ABEA

Anlinson Lumber Sales.........,.,.....................(619) 460-5017

Austin Hardwoods & Hardware.,...................(858) 536'1800

Dixieline Lumber Co. ..........,(800) 823-2533

llonu & Curmt Clrronrn

FHESNO DMK-Pacific............ ......(559], 225-4727 North Pacific........,., ......(559) 994-1393

OrePac Building Products.............................(559) 291-9075

Sierra Forest Products (Terra Bella) ......,......(559) 535-4893

Weyerhaeuser Building |Vateria|s........,........,(877) 235-6873

MODESTO

Conrad Wood Preserving C0....,...................(800) 499-2662 Thunderbort woodTreatins. ., ,,.... ..... 1333i 333_ll3?

REDDING / RED BLUFF Gemini Forest Pr0ducts.......................... .......(530\ 223-7 440

Pacific Wood Preservin9............,..................(530) 824-9400

Shasta Cascade Forest Industries, Inc. ........(530) 243-0500

Shasta Green lnc. ................,.,.,....................(530) 335-4924

Sierra-Pacilic Industries .........,.,...................,(530) 378-8000

BVC Doweled

Lodgepole pine post, poles & rails

l-l/2" to 12"

Diameter in Stock

Doweled Rail Fencing

2" BVC Tree Stakes

3" BVC Tree Posts

Light Posts

. Standard and Fancy

Bollards

Special Milling: Split, Quartered, Slabbed. Sanded. Smooth Peeled & Hand Peeled

. Available Textures Natural (No Bark)

Soutttwtlt

Plturc llonrtw:sr

224-5000

Welco 1umber.......,. ......(360) 681-7444

Western Wood Preserving Co......... ......,.,.....1800) 472-77 1 4

Weyerhaeuser Building Materia|s........,.,.,.,...(877) 235-6873

Weyerhaeuser Structurwood..............,..,,.,.,.,(800) 523-0824

SPOKANE

Boise Distribution (Spokane)..........,..,...........(509) 928-7650

Boise Distribution (Yakima),,...............,.,.,.,.,.(509) 453-0305 Capital Lumber Co.

Rocrv fllourruls

MEDFORD/GRANTS PASS

Distribution Inc.,..,..................,..,......(541) 535-3465

Wood Laminates.........................,.,....(541) 469-41 77

Group lnc.............,,,,.................,.,.,(541 ) 935-301 0 Waldron Forest Products...........,.....,,............(541 ) 474-3080

MGMINNVILLE / CORVALLIS / SALEM

Capital 1umber............,,,..,.(541) 223-0020 (866) 898-1 120

Forest Grove Lumber Co.,....................,..,.,...{503) 472-3195

l\,1ary's Hiver Lumber ....................................,(800) 523-2052

Royal Pacific lndustries.......,........................,(503) 434-5450

Weyerhaeuser Co. (Albany)...,,,,...................15411 926-7771

GREATER PORTLAND AREA

Adams Lumber,

FAX to 949-852-0231

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Capital Lumber Co. [www.capital-lumber.com] ....................'......44'84,E6

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News or Comments? we welcome comments on articles, the magazine, or news of your company such as new hires, expansions or acquisitions (4 free service). Email dkoenig@building-products.com, or Fax this form:

Cascade Structural Laminators Iwwwcascadesl.com] ....."".........-........E2

CMI [www.craftmasterdoordesigns,com] ........... ...........33

Colville Indian Precision Pine Iwww.cippinecom]...'.....'................'....'....93

Computer Associates Inc. Iwww.caisoft.com] ...........'........................'..'....72

CorrectDeck [wwwcorrectdeck.com].............. ..........'....55

DMK Pacific Corp................. ..............'..91

Elements by Tmlxo Iwww,elementsdecking.com] .......'.......................'.....3

Fontana Wholesale Lumber [www.fontanawholesalelumber.com].........79

F-orest Grove Lumber IwwwJglco.com] ..................'.......----'..-.-...........63

Forest Products Sales ..........,...... ......84

Lumber Prod.ucts is Comnrittccl to Proviriing Our Crrstomers the Jirols ro Meet the Dcsign lntl Crcativc Nec.ls of tl're Builclrr an!l Homeo\vner.

1(800) 926-7103

lpweb@lu mpro.corn r.l"wlr''"1u t-nberproclttcfs.com

Railing Dynamics Inc. [www.rdirail.com] ..,..........47

Simpson Timber [wwwsimpson,com] qo

Siskiyou Forest Products Iwwwsiskiyouforestproducts.com] ...-..........."65

Snider Industries [wwwsniderindustries'com].... .'..'......81

Stepstone Inc. [www.dekstone.com].................. ........'....'.76

Sunbelt Iwwwsunbeltracks.com] ...........'..'..............1.......................'..'...'..37

Swan Secure Products Iwwwswansecure.com] .......]...'..................'..'.."....85

Swanson Group Sales Co. Iwwwswansongroupinc.com] .....'.......Cover IV

Taiga Building Products Inc.....'..............' -....-.............'.34

Tam-Rail by TAMKo Iwww.tam-rail.com].............'...-......."........'.......'.......9

Thunderbolt Wood Treating Iwww.thunderized.net] .............'.-.............89

Trimax Building Products Iwww.trimaxbp.com].......................'....'........23

TruWood [www.truwoodsiding.com] --................Cover I

Van Arsdale-Harris Lumber Co ............77

Viance [www.treatedwood.com].....,................... ................7

Western Red Cedar Lumber Association [www.wrcla.org]...'..........'.......5

Western Wood Preserving Co. Iwww.westernwoodpreserving.com]......74

Western Woods Inc. Iwww.westernwoodsinc.com]....'.......................30' 7l

Show your clients how greot outdoor living cqn leel with TrexP

When your clients wont the best outdoor Itwino hos to offcr lcl rhem kn^\^/ rhdt +ha\r wqnt Trex. No other product comes c.lose

THE CUSTOMER HAS SPOKEN

Trex ollers o noturol beouty qnd borefoor anmf.rt ihar nn.^m^^eiro n"^d,r^r ^^n vv,rryvJrrs PrvquL L uv" mqtch. Il s why Trex is osked lor by more peopla thon ony other nc{me rn the

in.Jrrefrl/ \AIa hnrra

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THE PROOF IS IN OUR RECORD

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with our 25-Yeor Limited Worrcrnty. You']] ftnd Trex cuts. routes ond lostens eosily fnr an n,,tc+andina

RAILING

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How outdoor living should teel"

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r^r^rl,^hili+\r \A/a'rra

alcn ma.ia inctallrna

TroY rdrlind

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WE'VE GOT YOUR BACK

When you choose to build with Trex, we will provrde clll the lools you need to build your business too. cr dedicoted

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^ ral^/^rdrnd ^1^n^ wtlh eomnrohancirro irald crrn^^rt ^hd tldinrnd Tt c tho hoct :rndo h^y+ha' yvr rrrL r support progtom in the business. For the best trode poltners rn the business: ours.

GR0W.,. the trees for tomorrow's raw materials.

MAI{UFACTURE... the wood products you need today. SHIP.,. those products in a timely manner.

At $rruansnn firnup $ales, v'rc ;tf* ni*rging the prccluctinn rnigirt and capacity of $wansnn ffiroup with the outsicje huying pCIuier c{ ffiunrts &-rumhmr. \,Vhen yuu acid ii ali up, wB can $ervs ymu hetter hy maklng it r[ght, shipping it nn t[m* & m{fmrlutg *t mt just the right pnie e. Cali us today at