Hearth & Home Magazine – 2019 January Issue by Hearth & Home

THE VOICE OF THE HEARTH, BARBECUE AND PATIO INDUSTRIES

JANUARY 2019

ELECTRIC

FIRES

Sales & Prices Are Up

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| CONTENTS | FEATURES Pork and Doin’ Good 1 0 Pullin’ Emily McGee finds her calling in the floodwaters of Wilmington, North Carolina.

Price I$ Right 1 8 The Sales, and prices, of electric fires are increasing,

and the market is shifting to specialty hearth shops.

Comeback 2 6 Cajun The Guidry family launches a new-and-improved

Cajun Grill line.

Culture 3 2 Workplace It’s all about living your values, open communications, and being human.

An Incredible Product 42 Call it what you will, the category of Resin-Plastic-HDPE-MGP furniture has a long and profitable future ahead.

on Kamados 5 0 Spotlight Ceramic cookers are moving into the mainstream,

as manufacturers continue to add new features, more accessories, and island surrounds.

A New Casual Fabric 5 6 Creating It’s a long and winding road requiring the best of creative and technical collaborations.

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DEPARTMENTS

Perspective

64 Industry News

66 Business Climate

69 72 72 73 74

Stock Watch Classifieds Ad Index Who Reads Hearth & Home? Parting Shot

JOURNAL

A PUBLICATION OF THE HEARTH, PATIO & BARBECUE ASSOCIATION

ON THE WEB News

A Historic Moment in Tech Adoption Trends in Health Insurance, 2013-2017

Recipes Vision Grills’ Bacon Blue Cheese Buffalo Chicken Pacific Living’s Favorite Mac & Cheese

THE VOICE OF THE HEARTH, BARBECUE AND PATIO INDUSTRIES

JANUARY 2019

On the Cover

Linear electric fireplace by Napoleon complements the contemporary architecture of this home.

ELECTRIC

FIRES

Sales & Prices Are Up

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Contributing Writers Lisa Readie Mayer, Tom Lassiter, Bill Sendelback, Paul Stegmeir, Dr. James Houck, Mark Brock, Kathi Caldwell-Hopper

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Hearth & Home (USPS 575-210/ISSN 02735695), Vol. XL, No. 2, is published monthly by Village West Publishing, 25 Country Club Road, Ste. 403, Gilford, NH 03249/P.O. Box 1288, Laconia, NH 03247. Subscription price $36 per year; $60 (USD) in Canada; $120 (USD) overseas (first class, airmail only). Single copy price $15 (includes postage and handling) in U.S. and in Canada. Periodicals postage paid at Laconia, NH and at additional entry office. POSTMASTER: Please send address changes to Village West Publishing, Circulation Department, P.O. Box 1288, Laconia, NH 03247.

| Perspective |

Doing Good “The purpose of life is not to be happy. It is to be useful, to be honorable, to be compassionate, to have it make some difference that you have lived and lived well.”

— Ralph Waldo Emerson

ld Ralph Waldo had it right, and the boys who started Operation BBQ Relief (OBR) also had it right. Belonging to a cause, embracing an issue, helping someone in need – be it one person or many – will polish your heart and make you feel better, even better than those PULLIN’ PORK being helped. Just ask people such as Stan Hayes, Will Cleaver, and Jeff Stith, co-founders of OBR. Founded in response to a devastating L tornado that wreaked havoc in Joplin, Missouri, volunteers from competition barbecue teams from eight states answered the call to help feed displaced families as well as first responders such as police, fire, National Guardsmen, and emergency personnel. That was in May of 2011, and they served over 120,000 meals during a 13-day period. Seven years later, OBR was still at work feeding those in need. This time they were in Florida and in Wilmington, North Carolina, where they reached the milestone of having served 2 million meals. After 24 days in the field, they were heading back to their Kansas base when a news report discussed the horrendous Camp Fire in California. So they took a left turn and headed for the Pacific Coast. | Viewpoint |

Emily McGee finds her calling in the

L to R: Emily McGee at the Wilmington, North Carolina deployment; a volunteer preparing sides of green beans.

By Richard Wright

isa Readie Mayer, barbecue writer for Hearth & Home discovered the Operation BBQ Relief (OBR) crew feeding the needy after Hurricane Sandy devastated the area near her home in Red Bank, on the New Jersey shore. That was in 2012. She introduced herself, got contact information, and later called to ask if I wanted an article about this group that rushed into areas devastated by natural disasters to cook thousands of meals, while providing warmth and sympathy. Of course I said yes. Later I spoke with Stan Hays, one of the three founders of OBR, and invited him to the HPBExpo, to join me on the stage at the Vesta Awards, explain his

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program, and perhaps raise a bit of money from an audience that has more than a passing affinity for fire, barbecue and their fellow man and woman. This, of course, was the same group that raised approximately $2 million to replace every old wood stove in Libby, Montana, where people were suffering from the most lethal form of asbestos. New chimney, hearth pads, and training were part of that effort. I had no doubt they would embrace Stan Hays and OBR. Stan showed up at the 2013 HPBExpo, showed a few slides, explained what the organization was accomplishing, and asked for support. There wasn’t a dry eye in that ballroom.

Fast-forward to 2018, and Emily McGee, at the Expo in Nashville, was being introduced as the new director of Communications for the association. In that capacity she learned about the OBR, and the fact that the association had adopted it as its charity of choice. Before long (eight months or so), she made it known that she wanted to deploy with the OBR crew on one of their missions. When flooding hit Wilmington, North Carolina, the OBR crew was there, and Emily McGee jumped into her car and was on her way. Here’s her story. Emily McGee: “I’ve always wanted to

get involved in some sort of a disaster relief

Emily’s Experience As the OBR team was heading home, Emily McGee began her five-hour drive back to Washington, D.C. McGee is the Communications director for the Hearth, Barbecue & Patio Association (HPBA), and she had just spent five days in deployment with OBR in Wilmington. During those five days, she helped with communications, worked on keeping the area clean (very important), learned how to pull the bone out of a pork butt, and served meals. McGee was there to see and learn how OBR functions so that she could better help them with some of their operations. It was a learning experience, a & DOIN’ GOOD sobering experience, and an emotional experience. Her story begins on page 10. floodwaters of Wilmington, North Carolina.

The Operation BBQ Relief team preparing meals; in November they reached 2 million meals served.

The Guidry Clan You just can’t keep a good Cajun down! It was Ray Guidry who designed and built the first Cajun Grill as a present for his dad, Percy. That was back in 1963, and it was a charcoal grill made of heavy-duty, black-painted steel. For three decades that grill sold well in the local region. When grandsons Keith and Gregg Guidry got into the family business, they took it nationwide; sales grew 50% annually for seven years. Then competition from Chinese gas barbecues sold at Big Box stores put a lot of Mom-and-Pop stores out of business, and the Guidrys’ business went down rapidly. Now the boys are back, and this time it’s with a stainless-steel premium grill that is fully featured and priced right. The official debut will be at the HPBExpo in Dallas, Texas, this March. Their story begins on page 26.

program. I wanted to help. I wanted to do something more than just sending a few bucks. Deploying with the Operation BBQ Relief (OBR) effort was the perfect opportunity, especially because it’s the charity of choice for the Hearth, Patio & Barbecue Association. Also, these people are directly on the ground helping those in trouble. “When I first signed up to volunteer, I noted that I had a communications background. I also let them know that, while I wanted to volunteer year ’round helping with communications, I also wanted to get my hands dirty and be a part of the deployment.” I’ ll bet they welcomed you with open arms.

McGee: “They did. When you sign up to volunteer, you get an automatic reply that asks if you have any of the skills they need. I emailed the marketing team and they got right back in touch with me. I first worked with them when they did a mock deployment at the end of May; they catered for the Invincible Spirit Foundation. It’s Gary Sinise’s organization, and every year they put on an event at Walter Reed Hospital for the patients, families, first responders, doctors, nurses, etc. “This year OBR partnered with them and they provided all the food. We fed about 5,000 or 6,000 people that day, and that was my first opportunity to meet the people who are involved with

What skill did you say you have? Did you say, ‘I want to go down there and my skill is eating barbecue?’

McGee: “Well, that’s certainly one of my great skills. I had already been working all summer with David Marks, who is OBR’s chief marketing officer. He knew I wanted to deploy, to get a better view of

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| Viewpoint |

PULLIN’ PORK Emily McGee finds her calling in the

L to R: Emily McGee at the Wilmington, North Carolina, deployment; a volunteer preparing sides of green beans.

By Richard Wright

isa Readie Mayer, barbecue writer for Hearth & Home, discovered the Operation BBQ Relief (OBR) crew feeding the needy after Hurricane Sandy devastated the area near her home in Red Bank, on the New Jersey shore. That was in 2012. She introduced herself, got contact information, and later called to ask if I wanted an article about this group that rushed into areas devastated by natural disasters to cook thousands of meals, while providing warmth and sympathy. Of course I said yes. Later I spoke with Stan Hays, one of the three founders of OBR, and invited him to the HPBExpo, to join me on the stage at the Vesta Awards, explain his

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get involved in some sort of a disaster relief

& DOIN’ GOOD floodwaters of Wilmington, North Carolina.

The Operation BBQ Relief team preparing meals; in November they reached 2 million meals served.

OBR. Everybody was there, co-founders Stan Hays and Will Cleaver, and all the rest of the executives came. I was helping them with some press releases and other communications stuff over the summer, and then we saw the storm starting to develop, and we realized that Hurricane Florence would require a deployment.” What skill did you say you have? Did you say, ‘I want to go down there and my skill is eating barbecue?’ McGee: “Well, that’s certainly one of my great skills. I had already been working all summer with David Marks, who is OBR’s chief marketing officer. He knew I wanted to deploy, to get a better view of Click here for a mobile

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| Viewpoint | the organization itself and what it does. When Florence hit, OBR deployed to Wilmington, North Carolina; with no traffic issues, it’s only about a five-hour drive from Washington. Obviously, when I drove down there were a lot of road closures so the trip was longer. “I went down there to help with the media work. There were reporters already on site, and I helped a camera crew figure out where they should be next, but I also wanted to help with the cooking, with

They would prepare big trays of food, then the Salvation Army would pick them up and bring them out in the field where they would serve the meals. They might go two or three hours away from where we were cooking. “We did do some individual meals by distribution, both in Wilmington and in Panama City, Florida. Most of it was done by mass production, and then by allowing other people to take the food and go out and serve it.”

“I think that the individual meal distribution is also really important because it helps the volunteers and the organization stay grounded. OBR was founded with Stan Hays and Will Cleaver serving individual meals to people in Joplin, Missouri. It’s still all about getting out there, meeting the people, and handing a meal to somebody. I did that for several nights. I went out in one of the smaller OBR trucks and we served meals door-to-door, knocking on doors

Emily McGee, director of Communications at HPBA, on her first – but not last – deployment with OBR.

the preparations. I helped with volunteer registrations. I wanted to be a part of everything so I could understand how they did it. “One morning I woke up at 5 am and helped them get the pork butts out of the smokers; they were doing about 900 butts a night. First you pull the butt off the smoker, then you pull the bone out and toss it into a cooler. When they start prepping the meals, they put the butts through the buffalo choppers to make pulled pork. I got dirty. I was power-washing grills. I was pulling the butts. I was making the individual meals. “One thing they did in Wilmington, and also in Florida and in other areas of deployment, was to partner with the Salvation Army as well as other groups in order to do more mass distributions.

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In previous deployments, OBR worked closely with the Red Cross; they provided the hot meals because, apparently, the Red Cross doesn’t do that. McGee: “Right. They also worked with people such as Susan Andreas and Guy Fieri, getting some of the bigger names involved. In Wilmington, we had people such as the Cajun Navy who would show up every day and pick up 5,000 meals. When I say 5,000 meals, they would be mass-produced so there would be big pans of the meat, pans of the sides, and then they would go out and divvy it up. It would be to local churches; it might be to local firehouses. They would put up phone numbers so people could call and say, ‘I’d like to feed all the people in my neighborhood and there are about 200 people.’ That’s how it worked.

and presenting them with a hot barbecue meal. “It’s very emotional. This isn’t a surprise to anybody, but you see people who have potentially lost everything they own, and they are at a time where they don’t know what to do first. It’s so overwhelming. You give them that one hot meal that may provide a little bit of strength that allows them to figure out how to start recovering from the situation. “It was extremely meaningful and emotional, and with lots of tears. There were a lot of people crying on both sides, because it’s so powerful. I left on Sunday after being there for five days. I got home and was in my own bed at 11 pm. I left some of the most devastating scenes of people who are just starting a month’s long process of recovery, and six hours

later I’m in my own bed. It just felt surreal and unfair. “I’m so grateful that the HPBA encouraged me to do this. I didn’t have to take vacation time or a couple of days off to do this. The company supported me fully, and I gave a presentation to the Board with pictures about what had happened.” I can see why many would be crying. It’s difficult to talk about such overwhelming hardship.

it sat, and then moved west, and then it sat again. We went into one neighborhood the first night I was there, and there was some flooding. We brought them meals. We went back a few days later and it was flooded out. The water was coming in from the western part of the state, and it didn’t crest until a week after the storm had passed. So people who thought they were okay wound up being flooded out. “So we kept going back to the same community and we started to get to know

“That first night, when I went out into the field in this one community, there was flooding and we ran across a guy who had a big truck, like an F350, one of the big giant trucks, a tall wheel base. He was driving out into the flooded areas to bring his neighbors out, and we said, Hey, would you like some hot barbecue? He said, ‘No, no, I’m fine. There are other people who need it more than I do.’ We said, No, seriously, we’ve got plenty of food. Finally we got him to say, ‘Okay,

L to R: Meals were delivered to the needy by truck, bike, or foot; Dave Marks comforts a victim.

McGee: “One of the things that OBR has implemented, which is very helpful, is an emotional support system for the volunteers. They now have a confidential email address in the event that you feel a need to talk to somebody about anything you’ve seen or had to do. You can leave a message on an email address and a professional will get in touch with you and help you talk about what you saw. “David Marks had indicated it’s almost like PTSD in that, a month later, you will just suddenly start crying because of what you saw. For example, I’ve never been through a disaster. I live in Washington, D.C., and I’ve never faced losing everything. “Florence was a slowly created disaster in Wilmington, North Carolina. It was only a Category 1 when it came ashore, but

them, and to watch the water rising, and how the community came together. They all wound up living in tents in a field in their community, stockpiling cleaning supplies or shovels or whatever they might need to clean out their houses. The kids are running around saying, ‘This is exciting. We’re camping.’ Then you think about how hot it is; there is no air conditioning and they’re going to be here for a really long time. It’s not that this is going to end in a few days and they can go home. “These are all the things that you really don’t think about when you read the stories and posts about the hurricane. Seeing it is just emotional. Here’s one anecdote from Wilmington that is David Marks’ story to tell, but I will share it because he told it to me.

sure. If you say you have enough I’ll take one of those meals.’ “He took the meal and everybody went their separate way. Well, we ran into that same guy three or four days later, and he told us the day he met us he had made four or five runs into the flooded areas in his truck. When we ran into him, he was reaching the end of his strength. He said, ‘I really was thinking that I couldn’t do much more. But with that meal in me, I made a few more runs and got more people out.’ “David (Marks) said, ‘This is the first time we’ve ever realized that maybe we actually saved a life.’ It meant a lot to him, and he’s been doing OBR for many years. “We tracked that truck driver down to give him the 2 millionth meal OBR has served. His name is Greg, and OBR made

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| Viewpoint | sure that it was a notable experience. It’s stories such as that makes you realize you can make a difference by serving a meal. It may seem like it’s not a big deal, but you’re touching people in ways that we can’t sometimes fathom. We only know this story because we ran into the guy later. He was just a guy who was helping his neighbors and we gave him 10 meals to put in his truck to give to those people. But it was an extraordinary experience.”

were in Wilmington for 21 days; they were in Florida for a full month. Up to this point in 2018, OBR has served 1.16 million meals. “They served their millionth meal in 2015. They served their 2 millionth meal in 2018, and they are going to hit 3 million, probably, in California. There were people who volunteered in Wilmington who were talking about being at Sandy (New Jersey and New York). It’s pretty unbelievable what OBR is now compared to what it used to be.

beds; there were four women staying there and he and his wife were in the master bedroom at the other end of the RV. If you want to show up and volunteer and you contact them, they will try to find a way to accommodate you, because Stan has an RV and Will has an RV and I think many of them have bought them as this operation grew. They work with the cities to find a way to plug them in, hopefully at some point to get power and running water. There is a whole RV park in the parking lots.

L to R: A tired first responder gets a much needed meal. Greg is a true hero, and for that he was given the 2 millionth meal served by OBR.

It sounds like you’re crying a little bit. McGee: “A little bit. It wells you up a little bit when you think about it.” Am I correct that the deployment you were on was basically 100% water problems, and then you lost power a bit, but that wasn’t anywhere near what some of the panhandle towns experienced? McGee: “Oh no. When I left Wilmington, where Florence hit was their largest deployment. Yes, it was a slow-moving catastrophe for the most part because it was flooding, but it was not a storm surge. This was post storm flooding. It was rising rivers. “Just to give you an idea: they served 324,000 meals in Wilmington; they served 808,000 meals in Florida. They

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“Multiple 18-wheelers were showing up in Wilmington every day, bringing product. They served 102,000 lbs. of pork and turkey, all donated by Seaboard Prairie Fresh or Butterball. That amount of food, the logistics required, and the effort of keeping everything clean is staggering. They averaged about 150 volunteers a day in Wilmington. Those were a lot of local people coming in. There was a core group of volunteers that lived in an RV on the site, which is what I did in Wilmington. People would just live in an RV for a month in Florida, in the parking lot of a Kmart.” Whose RV is that? Is it OBR’s? McGee: “No. I stayed in the RV that is owned by their chief technology officer because it had a spare room with four bunk

“Then there are volunteers who don’t really have a role, and other people who do a lot of the cooking. If it’s a competitive barbecue chef, he or she probably has a trailer or RV anyway, because they travel to many events. Somebody also showed up for a day in Wilmington with a shower truck. He invited everyone to come and take a hot shower. “Most of us in the RVs had showers, but a lot of the other volunteers stayed in tents in the parking lot. For some, their beds were their trucks; they would put a tent over it and you could see their sleeping rolls. I went down there not knowing where I was going to sleep, but David Marks had promised me that I would be sleeping somewhere where I could stretch out. I said, ‘I don’t care. I can sleep in my car.’ If you want to help you may have to

rough it, but actually the accommodations were much nicer than I expected. I didn’t expect to have air conditioning and running water.” Now, the actual cooking and feeding doesn’t go 24 hours a day, right? Everyone must stop to get a little rest. McGee: “Yes, except for the cooking. They would load up the butts around mid-afternoon, and then take them off

“The Health Department showed up several times. They made sure that everything was being done, food was at the right temperature, held at the right temperature, and everything was clean. We always had cleaning going on; if you had nothing to do, you could just walk around the site and pick up any trash that might have blown around. The folks at OBR pride themselves on leaving the parking lot cleaner than when they found it. Wilmington was a closed down

McGee: “Yes, we spent two days with the guy who did the documentary. He was so touched by the experience that he then went down on his own. He went down to Florida and was involved as a volunteer. I told Jack (Goldman), I would love to do another deployment next year. The support of HPBA made it possible for me to do it. I haven’t been here long enough to accrue a lot of vacation time. He said, ‘No. You’re representing us so go do good. As long as it doesn’t directly

Many residents, as well as first responders, were forced to camp out.

the next morning. The smokers, the slow cooking, needs to have people on shifts checking on things. After we pulled the butts we would then place pork tenderloins on the grill, and then the pork loins would be served at dinner and the butts would be lunch, but the lunches were always much bigger. We were doing 35,000 to 45,000 meals at lunch, and dinner might be 10,000. “But the ‘sidesville,’ as we called it, was a whole separate area with commercial cookers where you heat stuff up. Those cookers could put out 1,500 sides in 30 minutes; thats a lot of beans, or corn, or rice and beans. That would be going on throughout the day. It would start around 6 am and go until 4 or 5 pm. But overnight the only thing cooking would be the butts on the grills, and that would give everybody a chance to clean up.

Kmart parking lot, and the Salvation Army also served meals in the parking lot. We would have lines of people every day, but that was on the other part of the parking lot.” It sounds as if, down the road, you would probably do another deployment. McGee: “I loved the experience. It was everything I had hoped it would be, and I was able to help people. I was able to meet a lot of really, really cool people, and I could also help OBR with my skill set. I did some radio interviews while I was there because I was the only one available. I can talk to the local radio people. That’s no big deal.” We understand that someone was doing a video documentary of the OBR effort.

conflict with something like the Expo or a Board meeting and it works in your schedule.’ I have the full support of the organization.” It sounds as if you had a very good time doing good. McGee: “I had a wonderful time, but it also changed me and it was emotionally draining. As I was leaving, my Dad called just to check on me. I was only 10 minutes into my trip home. He asked me something about my experience and I just started crying. I said, ‘I’ll have to talk to you later.’ Then I cried for 30 minutes. It was just the emotional side of the experience coming out. I can’t easily describe how those five days felt, but it just changes you.”

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| Electric Fireplaces |

THE

PRICE I$ RIGHT

By Bill Sendelback

Sales, and prices, of electric fires are increasing, and the market is shifting to specialty hearth shops.

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he market for electric fireplaces is absolutely huge. Unit sales through hearth dealers are increasing nicely, while dollar sales are increasing even more as consumers look to hearth specialists for high-quality, full-featured models. The Hearth, Patio & Barbecue Association (HPBA) may no longer publish relevant manufacturer shipment numbers (and

has always ignored electric models), but the consensus of electric fireplace manufacturers is that sales of electric fires top 2 million units a year, easily exceeding the total annual sales of all wood, gas, and pellet appliances. Astria Capella from Innovative Hearth Products.

Unfortunately, most of those 2 million units are cheaper models sold by mass merchants. But the good news is that more hearth dealers are now carrying electric fires and selling more expensive models. Tom Krebs, executive vice president of Sales and Marketing for Innovative Hearth Products (IHP), doesn’t quite see the total electric fireplace market hitting 2 million units. He believes it is closer to 1.8 million units, still a number that overwhelms all other hearth appliance categories. “But,” says Krebs, “the average dollars spent are up as the customer wants more features and has the money to spend on

“The average dollars spent are up as the customer wants more features and has the money to spend.” — Tom Krebs Innovative Hearth Products

the better quality, full-featured models offered by hearth specialty dealers.” Brian Richards, president of Amantii, agrees with Krebs. “2 million units annually in North America seems like too big a number,” he says. “That 2 million unit number is as good as any,” says Gary Kraemer, Marketing Communications manager for Dimplex North America, “but we think that figure may be even greater. However, the more important point is that the average sales price of an electric fire is going up.” The growth of electric fireplace sales through specialty hearth dealers is evident in Hearth & Home magazine’s recent

48-inch SimpliFire Allusion by Hearth & Home Technologies, with multi-color flame, white ember bed lighting, and clear crystal media.

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| Electric Fireplaces | Buyer’s Guide research. Electric fires represented 2% of the 2016 sales of the average hearth dealer, but doubled to 4% in 2017. But Joe Kuefler, Vermont Castings Marketing director for Hearth & Home Technologies (HHT), points out the continued strength of mass merchant sales of electric fires. “We estimate that only 10% of the electric fires market is going through hearth dealers and new home construction,” he says. On a more optimistic note, John Czerwonka, vice president of Hearth Sales for Napoleon Fireplaces, estimates the total North American annual dollar sales of electric fires at between $850 million and $1 billion dollars, “bigger than the sales of all wood and gas models, but with strong growth opportunities in multi-family housing starts, high-rises, and commercial installations.” Sales of electric fireplaces in 2018 were “really strong” at Modern Flames with “about the same sales growth as 2017,” according to Kris Richardson, president. “Sales through all of our

marketing channels were up, but particularly to homebuilders and through hearth-specific, online retailers. Sales to larger homebuilding projects have really boomed.” While Richardson admits that electric fireplace sales through hearth dealers are still a small percentage of total industry electric fire sales, he sees sales growing through hearth dealers. “Hearth dealers don’t have the same consumer as do mass merchants that offer cheaper, fewer-featured models,” he says. “Customers are coming into hearth dealers asking for electric fireplaces with more features, and price is less of a concern. We’re seeing more hearth dealers getting into electric fireplaces.” In addition to the customer demand for more features, linear models are still the big trend, says Richardson. “And larger sizes now are more popular. Our big hitters used to be from 50- to 60 inches wide. Now our top sellers are from 60- to 80 inches wide.” While Richardson sees the electric fireplace category continuing to grow, he says the market is moving

Sunset Charred Oak electric log set from Modern Flames.

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“Customers are coming into hearth dealers asking for electric fireplaces with more features, and price is less of a concern. We’re seeing more hearth dealers getting into electric fireplaces.” — Kris Richardson Modern Flames

from inexpensive imports to higher-end, full-featured models. Recent U.S. tariffs on Chinese-made models concern Richardson. “Tariffs may rise from 10% to 25%, raising prices throughout our industry,” he says. Along with Modern Flames’ unique and patented Fusion Fire electric steam fireplace, the company is moving forward with other new technologies and new designs to be introduced at the March HPBExpo. Modern Flames recently introduced its Sunset Charred Oak battery-operated electric log set. “Using the same batteries as those used in electric cars, this is perfect for fireplaces where an electric outlet is not convenient. We are expanding this offering,” says Richardson. While previously offering a token number of electric fireplaces, IHP now has “renewed interest in this growing category,” says Krebs. “We’re getting back in the game.” Krebs sees the mass merchants continuing to dominate the cheaper “plug and play” segment. “But we see a growing market for more full-featured, built-in models, particularly for multi-family installations. As we revise and update

“Innovation distinguishes between a leader and a follower.” — Steve Jobs

| Electric Fireplaces | our line, we will be emphasizing built-in linear models.” As regions and municipalities in North America push more “zero energy” restrictions

“Customers may want warmth from a room heater, but ambiance and the realism of the fire are more important.” — Lisa Cody ClassicFlame by Twin-Star International

affecting both gas- and wood-burners, Krebs sees growth opportunities for electric models. “And they are much easier for homebuilders to install since they require no venting.” For 2019, IHP will be offering 18 traditional and contemporary electric fireplace models, with linear models from 36- to 72 inches and builder models in 27-, 33- and 36-inch sizes.

ClassicFlame DuoGlow see-through electric fireplace from Twin-Star.

It was a “dynamite” sales year for electric fires at Dimplex North America, according to Gary Kraemer. “With double-digit sales growth, this was our biggest growth year ever. Our sales grew across all our marketing channels, but especially with specialty hearth dealers and in new-home construction. We see continued growth in high-end premium and custom products.”

Opti-Myst Pro 1000 built-in electric cassette (CDFI1000-PRO) from Dimplex.

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Kraemer says there has been “broad acceptance” of electric fires in high-end commercial applications, and designers are leading the way. “Sales of linear models continue to be great, and our Opti-Myst and Opti-V models are doing very well, but have not yet hit their stride.” The West Coast has seen “huge sales growth” for Dimplex, which Kraemer suggests is because of the growing regulatory pressures on wood and gas models in that region. Coming soon for Dimplex are custom and semi-custom electric fireplaces where one platform can be customized with a wide range of flame patterns, ember beds, lighting, and surrounds. These units will be available in linear, two- and three-sided models, and corner models. “We’re seeing more design outlets featuring electric models,” Kraemer says. “The products are well displayed, and there is a huge growth opportunity through these outlets.” Specialty hearth dealers know the technology of premium electric fires and how to sell step-up models, Kraemer adds. “We’ve spent the last few years getting our products right for specialty hearth dealers.” ClassicFlame by Twin-Star International emphasizes its market research to learn what consumers really want in electric models, according to Lisa Cody, vice president of Marketing. “Customers

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| Electric Fireplaces | may want warmth from a room heater, but ambiance and the realism of the fire are more important,” she says. Specializing in a wide variety of furniture cabinetry housing its electric models, ClassicFlame offers customers the flexibility of being able to move its cabinet models to redecorate a room. “Sales have been really good,” says Cody. “We absolutely will see sales growth in 2019.” Cody also acknowledges that the entire North American electric fireplace market tops 2 million units. While ClassicFlame sells through multiple channels, it sees the hearth specialty dealer as “very important” to its future. New from ClassicFlame is its Panorama line featuring several three-sided models, a line the company will be expanding in 2019. Included will be the company’s Spectrafire technology, allowing the customer to customize the flame color, flame height, and flame pattern speed along with its 3D Flame feature to vary the flicker effect on the logs. Sales of its electric fires were up in 2018, especially in the U.S. says Richards. “Sales in the U.S. for us have really caught on,

Electric fireplaces are the fastest growing product category for Napoleon, with sales growth in the mid-double-digits for the last three years. styling, but now it has shifted to the bigger, more linear style and sizes like what we sell in North America.” Richards says Amantii has “found a really nice, growing market” in homebuilders, and the company is promoting that with a much larger display at the upcoming National Association of Home Builders (NAHB) trade show. The electric fires market is moving away from wall-mounted models toward built-in models, Richards says. At

True View XL unit with Rustic log set from Amantii.

we’re up 30%,” he says. “Our Canadian sales were a little flat with that economy being down a bit. But our efforts in Europe have finally borne fruit.” Amantii now has exclusive distribution in seven European countries. “When we entered this market a few years ago, we were ahead of the market. Back then that market was smaller, with more square

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the request of designers, Amantii has introduced new, taller styling. “To answer this trend, we now offer our True View and outdoor Panorama XT, for ‘extra tall,’ models with 18-inch tall glass and larger log sets.” On the way from Amantii are 20 styles of a new, clean-faced Symmetry series electric fires aimed at new-home construction and the upper-end specialty

hearth market. “We listened to our dealers and their customers to develop coming new technology to include new audio visual features,” he says. HHT has had a “rather skinny line” of electric fireplaces, according to Joe Kuefler. “Even so, sales have gone really well,” he says. “Electric fireplaces are now one of our strongest growth categories, and more and more hearth dealers are taking on electrics. We’re now concentrating on filling out our line.” Linear styling is “definitely growing with us and for the entire industry,” Kuefler says. “And we’re seeing more interest from homebuilders since electric fireplaces are easy to install and solve problems in some home designs where the layout makes it difficult to vent gas- or wood-burners.” Wall mounted models are big in the retail market because they can be cash-and-carry, “but homebuilders prefer recessed or built-in models,” says Kuefler. HHT recently introduced its Allusion series of linear units in two models and 48- and 60 inch sizes that can either be recessed or wall-mounted. “These models have really taken off,” says Kuefler, “but we have more on the way.” HHT is in the process of adding 40- and 84 inch sizes to its new Allusion line. The company also is adding Scion-branded, clean-faced, linear models in three sizes than can be built into the wall. “This clean-faced feature, where you can finish the wall right up to the fireplace, is becoming more of a trend,” he says, and HHT is introducing an electric fireplace insert. Electric fireplaces are the fastest growing product category for Napoleon Fireplaces, with sales growth in the mid-double-digits for the last three years, according to Czerwonka. “And we’re seeing more dealers embracing electric models and enjoying sales success.” Although Napoleon offers a full range of furniture-mounted electric models, including mantel pieces, cabinets, and entertainment centers, wall mounted units are the “shining stars” in Napoleon’s electric line-up, Czerwonka says. Wider versions of these wall-mounted models are becoming more popular, with better-selling sizes of these linear models now ranging from 48- to 100 inches. A new trend in electric models is

vertical styling, says Czerwonka. “In the past, electric flames were kind of squatty, not very tall. But now with taller, better flames, these new vertical models, like our Allure Vertical series, are becoming more popular, particularly for narrower walls.” New from Napoleon is its Alluravision series, four sizes of linear, wall-mounted models that can be plugged in or hard-wired for greater heat output. A strong seller for Napoleon has been its Clearion series of see-through electric models, the runner-up in the 2017 Vesta Awards electric category. “Hearth dealers have been concerned about competition from mass merchants offering so many electric fireplaces,” Czerwonka says, “but models sold by the mass merchants are cheaper models topping out at $399. Today’s consumer wants more quality and features than available in mass-merchant models, like higher intensity LED lighting, better flames, full remote control functions,

Allure Vertical Series NEFVC38H from Napoleon Fireplaces.

bluetooth, and control with smart phones. “Consumers now are willing to put out $2,500 to $3,000 for higher-quality, full-featured electric models. Hearth dealers should take advantage of this growing trend by offering electrics starting at $299 on up to the much better selling $2,000 to $3,000 models.” Research in Hearth & Home magazine’s latest Buyer’s Guide points out that, in 2017, the average price-point of an electric fireplace sold by specialty hearth dealers was $1,108. Electric fires have long been shunned by many hearth product dealers because the market then was dominated by mass merchants with cheap imports. But today the growth in electric fires is in more expensive, full-featured models selling better and better through specialty hearth dealers. If you’re not selling electric fires today, check out the specialty hearth shop a few miles away. He or she is probably selling them, and doing quite well.

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| Manufacturing |

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COMEBACK The Guidry family launches a new-and-improved Cajun Grill line.

By Lisa Readie Mayer

ay Guidry designed and built a charcoal grill in 1963 as a birthday gift for his dad Percy, the hardworking owner of an ironworks business founded in 1945 in Louisiana’s Cajun country. The younger Guidry envisioned the grill as a hub around which good food and family memories would be made. But as the gift was presented, Percy, a self‑taught craftsman and self‑made businessman who was born in 1910 and had lived through the Great Depression, chastised his son, saying, “You mean to tell me you used a brand new $10 sheet of steel to build this grill?” Little did he know, that while Ray was working on his dad’s grill outside their shop, it caught the attention of a passing motorist. Impressed by the unique design, durable materials, and quality workmanship, the customer ordered two on the spot. The Cajun Grill was born. Sales grew locally throughout the ’60s, thanks to word‑of‑mouth referrals and an eye‑catching display outside the Percy Guidry Company retail shop in Lafayette, Louisiana. Along with the grills, the store sold ornamental iron fencing, railings, gates, andirons, and other items fashioned in ornate, New Orleans‑style artistry. By the 1970s, the business diversified

and the Guidrys started offering wrought‑iron patio furniture. The company then added fireplaces and stoves, evolving into a full‑fledged hearth and patio shop in the late ’80s. By then, The Cajun Grill had a solid reputation and steady sales in the region. So much so, that when grandsons Keith and Gregg Guidry got into the family business, they figured charcoal grillers in the rest of the country would probably like it too. In 1993, they launched The Cajun Grill at the HPBExpo in Nashville to an enthusiastic response. “It was a quality, charcoal grill, made in America of heavy‑duty, black‑painted steel. It stood out in a predominately gas grill market and attracted a lot of attention,” recalls Gregg Guidry, who today co‑owns Percy Guidry Companies with his siblings. (Gregg oversees the manufacturing division, Keith runs the retail operation, and Suzanne Guidry Rudasill manages the office.) The Cajun Grill took off. According to Gregg, sales grew 50% annually for seven years running. “At our high point we had a base of 150 dealers and three distributors,” he says. “We were gaining market share and moving volume. We were so busy we were struggling to keep up with production.” Click here for a mobile

friendly reading experience www.hearthandhome.com | JANUARY 2019 | 27

| Manufacturing | The forward trajectory came to a halt around 2000, according to Gregg. “We had tried to keep our price down – it was around $499 initially,” he says. “But, then, that price point got infiltrated by Chinese gas imports at Big Box stores. The competition put a lot of independent retail stores out of business – including many of our dealers – and business really fell off. Since then, we’ve mainly just been selling the grill through a few remaining dealers and in our own store.”

Based on the original design, the new‑and‑improved Super Cajun Grill ($1,999 retail) is made of 304‑stainless steel and includes a height‑adjustable charcoal tray, adjustable air vents, commercia l‑grade thermometer, removable ash pan for easy clean‑out, and a four‑legged base. The company’s brand‑new, top of the line Cajun Preaux Series ($1,799 for the grill head, $2,898 for a cart model), sports a more contemporary design. The 304‑stainless‑steel grill has large vents in the base and lid to adjust air f low to achieve a wide range

The Cajun Preaux Grill cart model comes with caster wheels, two folding side shelves, and two storage drawers in the base. Gregg says the grill can be easily converted to a built‑in by removing the head from the base with two screws, or removing the shelves and sliding the entire cart‑based unit into an island surround. “This grill lasts a lifetime and the look complements a gas grill, so it would be perfect in an outdoor kitchen,” he adds. “The dealer can sell this as a second grill along with a gas grill. We’ve had a lot of interest already.

PGI-100SS – Super Cajun Grill.

Cajun Preaux Built-in Grill & Cart.

Cajun Grill 2.0 But while The Cajun Grill might have dropped out of sight, it was never out of mind for the Guidrys. The family recently re‑launched the line, revamping and upgrading the original model, and introducing an advanced, fully‑featured, premium unit. Guidry says the grills offer more surface area than most charcoal grills and kamados, are virtually indestructible, and come with lifetime warranties. Optional features include a stainless‑steel griddle, a rotisserie, and an inset to hold a Dutch oven, cast‑iron pot, or wok. “These grills are built solid, like tanks,” he says. “They’re very versatile. You can do direct high‑heat grilling, indirect grilling, low‑and‑slow barbecuing, smoking, and roasting. You can also cook stews, chili, gumbo, red beans and rice – you name it.”

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of heat and smoke levels. It has two independently controlled charcoal trays in the base that can be set at different proximities to the grilling grid to a llow cook ing with different techniques or temperatures simultaneously. Vents and controls are positioned at the front of the grill on the Cajun Preaux Series, lending an industrial look and enabling it to be built into an outdoor kitchen. “The outdoor kitchen category is really growing, so a built‑in application was absolutely needed,” Gregg explains. He estimates that 30% to 40% of Cajun Preaux Grills are currently sold as built‑ins, but he expects that number to grow as the brand gains distribution.

“People have called it a sexy grill,” he continues. “It’s solid, well‑built, and has a unique look. It’s elegant and beautiful enough for a fancy outdoor kitchen, and it also has a lot of mechanisms that appeal to a large chunk of the population.” But unlike the digital control pads, Wi‑Fi enabled apps, and other high‑tech features increasingly found on smart grills today, these “mechanisms” are simple, intuitive, and manually controlled.

“A lot of people want to go back to the basics,” says Gregg. “They don’t want to deal with an auger and Wi‑Fi. They want to control the temperature with airflow, not a complicated keypad. Some people are into technology, but when it comes to people who really love to cook and love the process of cooking, they want easy‑to‑use controls and they want to do it themselves. They like to play with the fire, and enjoy stoking it. It’s an event, a kind of therapy. It’s about relaxing and enjoying the process; enjoying the food; enjoying the day with your family. It’s a gourmet cooking experience, and tending the fire is part of that experience.”

Gregg says. “We hope to be the Rolls Royce of charcoal grills and smokers and have a plan for a whole line extension of other high‑end products.” As retailers themselves, the Guidrys have a unique insight into what dealers and consumers are looking for. In fact, they’ve used their own store as a de facto focus group to test prototypes and get customer feedback. “We cook on the grills at the store for customers and have made modifications based on their suggestions,” Gregg says. “We have taken our time to get it right and ready for consumers.”

The timing is perfect for the line’s re‑introduction. “For one, the concept of live‑fire cooking is a growing trend. There’s a romance about cooking with fire, and it gets a lot of coverage in food magazines and on television cooking shows.” — Gregg Guidry

The Time Is Right for a Re‑launch Gregg says the timing is perfect for the line’s re‑introduction. “For one, the concept of live‑fire cooking is a growing trend,” he explains. “There’s a romance about cooking with fire, and it gets a lot of coverage in food magazines and on television cooking shows. People have experienced wood‑fired cooking in restaurants and want to try it at home. There is a smoky nuance from cooking over a hardwood charcoal fire that you’re not going to get on a gas grill or even a pellet grill. People who want to bring their cooking to a higher level gravitate to wood or charcoal.” He believes there is an unfilled niche in the marketplace for a premium charcoal grill. “Our grills are made in the U.S. of all 304-stainless steel, and the price points are where dealers and distributors can make good margins,”

Another reason for going national with their line: It’s an opportunity to expand sales beyond their financially‑strapped region. “A significant percentage of our population has left and moved to Texas for work because of oil field restrictions in the state of Louisiana,” Gregg explains. “Our area is in an economic downturn and it’s affected our company. Since we sell high‑end, luxury items that people don’t need, it’s been tough for the last five years. With this line, we won’t have to be dependent on just our local economy.” The new Cajun Grills will officially debut at the HPBExpo in Dallas this March. The Guidrys are bringing the grills to market through two‑step distribution. The first distributor to sign on – Cunningham Gas Products – will handle a four‑state region in and around Texas. “When we learned that the Guidry family was bringing back The Cajun Grill in a new and improved design, while remaining with

U.S. manufacturing, we were very excited,” says owner Jeff Cunningham. “After they came by and gave a terrific demonstration for our staff, I was sure we wanted to continue building our relationship with their family and this line. “We have been personal friends with the Guidry family for over two decades,” Cunningham continues. “They have been an important part of the hearth industry for a long time. The family is known, loved, and respected by practically everyone in the industry. There is something about their sincerity and warmth that almost instantly makes you feel like a friend. Our outside sales folks have been really talking it up. Our dealers are very excited and looking forward to receiving their first shipments.” Though Gregg Guidry says their main focus is on specialty dealers, the grills are also being sold online, at MAP pricing, through BBQGuys.com. “I’d like to just be in brick‑and‑mortar, but some consumers prefer to shop online, for convenience, I guess,” Gregg says. “Other people want to see and touch a product before they buy. Both channels are important.” Getting the Message Out The Guidrys are actively using social media to build awareness about The Cajun Grill. In addition to the brand’s Facebook and Twitter accounts, the grills star in a syndicated cooking show Keith Guidry hosts with Curt Guillory called “Grillin’ with the Gurus.” The show airs weekly on KDCG‑TV in Lafayette, Louisiana, and episodes are available on‑demand on the station’s website, YouTube, and Facebook, where it already has more than 1,300 followers. “They cook on our grills and it helps to build excitement by showing the products in use,” says Gregg Guidry. There is also a Cajun Grill blog, and an owners’ online forum. The Guidrys are hoping the endorsement of television’s Robertson family, of Duck Dynasty fame, will help fast‑track awareness. The connection to the reality‑show stars came about when Keith emailed Willie Robertson to share the story of the Guidry business history and point out the similarities between the two families. “We have a lot in common on a religious and personal level, and we knew we would hit it off,” says Gregg. “Like us, they are Southern, have a strong faith, and a love of family, the

www.hearthandhome.com | JANUARY 2019 | 29

| Manufacturing | outdoors, good food, cooking, and hunting. Willie gets hundreds of emails a week – why did he pick ours? It was a blessing.” That blessing included an invitation for Gregg and Keith to visit Willie and his family. The Guidrys brought along a grill and cooked up a Cajun feast. The extended Robertson family was so impressed with the unique, American‑made cooker and the food it produced, that several members now own Cajun Grills. The two families have remained in regular contact, according to Gregg. Phil Robertson, the patriarch of the clan, even invited the Guidrys for a return visit and cooking lesson. “(Phil’s wife) Miss Kay said, ‘Phil was never a big barbecue guy, but now he cooks on the grill all the time,’” says Gregg. “He’s planning to produce a segment about cooking on The Cajun Grill on his new show ‘In the Woods with Phil.’” The program airs on CRTV, a digital, subscription‑based network dedicated to conservative programming. Robertson’s show has

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The Guidry brothers pose with Willie Robertson in front of their Preaux Grill & Cart.

1.3 million subscribers and Facebook followers, and segments typically rack up hundreds of thousands of views. “We hope to convey that this is a grill

the whole family can congregate around and enjoy,” says Gregg. “We hope the exposure will help us grow into the premiere line of charcoal grills and smokers.”

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It’s all about living your values, open communications, and being human. By Mark Brock

round Phifer’s manufacturing center in Tuscaloosa, Alabama, it’s not unusual to see the company CEO, Beverly Phifer, walking through the plant, greeting employees by name, and taking time to chat. It’s all part of a familyoriented culture that can be traced to the company’s founding in 1952 by her father, J. Reese Phifer, and being carried forward today by second and third generations of the Phifer family. “Even though our company has grown to more than 1,000 associates, it still feels like a family business,” said Gregg Terry, director of Marketing for Phifer, which is the world’s largest producer of aluminum and fiberglass insect screening, and recognized in the casual industry for its category-leading Phifertex sling and GeoBella woven fabrics. “This family feeling continues because members of the Phifer family are still very much involved at all levels of the business and because there’s a genuine caring for the people who work here.” Phifer is sustaining this family-oriented culture through open-door communications, competitive pay and benefits, and a commitment to workplace safety and employee wellness. The fact that more than one-third of the company’s workforce has more than 20 years of service is testament to the family-oriented culture. “There was a time when employment opportunities in this area were limited, but that has changed drastically over the years as car manufacturers have located in our area and made us the ‘Detroit of the South,’” Terry said. “We’ve continued

“Great workplace cultures engage employees and make them feel like they’re contributing meaningfully to their organizations.” — Carlos Castelán

to enjoy low turnover among associates, and it’s common for us to employ multiple members of the same family over successive generations. The longevity of our employees certainly contributes to the consistency of our culture, the quality of our fabrics, and the efficiency of our operations.” Positive Cultures Encourage Employee Engagement and Build Brands A growing number of companies, both large and small, are paying increasing attention to their workplace cultures. They recognize that a positive culture can make all the difference between a workforce that’s truly committed to the company’s success and one that consists of people who view their work as just a job. The rewards from a positive culture are many, including the all-important building of a

positive brand image and repeat business with customers. But creating a winning culture in the workplace is not easy. Carlos Castelán is co-founder of The Navio Group, a business consulting firm that works with companies in meeting workplace challenges and helping them perform better in today’s competitive business environment. According to Castelán, the greatest challenge for management in creating great workplace cultures is helping their employees feel connected to something bigger than any one person. “Great workplace cultures engage employees and make them feel like they’re contributing meaningfully to their organizations,” he said. “This happens when employees are allowed to be themselves and encouraged to share their ideas. On a day-to-day basis, a strong culture is sustained

Click here for a mobile

friendly reading experience www.hearthandhome.com | JANUARY 2019 | 33

| Management | when employees are able to see a clear connection between their work and the larger organizational mission and goals.” Castelán says he has often worked with companies where decisions are made by only two or three people, and where management meetings leave everyone “unclear as to what they’re supposed to do going forward. The result is employees spinning their wheels and getting frustrated. “Great leaders remind employees of the greater organizational mission and set a clear strategy to help prioritize the work and achieve the company’s goals,” he said. “A good way to do this is to maintain a focus on two or three key goals to ensure that employees can focus on executing those specific objectives and see meaningful progress along the way.” Phifer Emphasizes Communications, Caring for Employees Phifer recognizes the importance of keeping employees informed of the company’s goals and progress toward those goals. It also emphasizes the importance of taking care of its employees’ well-being. Phifer employees attend monthly meetings during which they learn about operating results while also receiving other important information concerning issues such as benefits and new product introductions. Phifer associates also experience the company’s tangible commitments to a positive culture through the “Phifer Cares” safety program and a free wellness center available to employees and their families. Phifer continues to be creative in sustaining a positive workplace culture. “This past summer, we announced the creation of a mentoring program at Phifer that will allow us to tap into the wisdom and experience of long-term employees while also helping to sustain our culture,” Terry said. “Employees who meet certain eligibility requirements can apply to return to work part-time after retirement to mentor others in positions similar to the ones they held. We see this new program as a creative way to share knowledge and bridge the gap between younger and older associates.” Sustaining a culture such as the one at Phifer is no small task; it requires commitment and investment by company owners and management.

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“All companies, both large and small, have been required to embrace technology and increased speed in every facet of today’s business operations, all the while focusing on the production, quality, and financial goals of the company,” Terry said. “Maintaining a positive internal culture in this fast-paced business world requires leadership that meets the needs of employees with decades of service as well as embracing the talents and desires of the new generation of Phifer associates.” In Fast-Paced, Technology World, Human Touch Making a Comeback As workplace strategist Erica Keswin was networking with business executives across the country, she noted the types

day. It’s no coincidence that people are craving a return to more human elements in the workplace.” These two trends – the growing dominance of technology along with a desire by workers for more human interaction and connections – is the basis of Keswin’s new book, “Bring Your Human to Work.” In her new book, Keswin outlines 10 ways in which organizations can bring human elements back into the workplace. “So let’s agree that culture matters. But what kind of culture is a human culture? Fun cultures are great. By-any-means necessary, money-making cultures certainly have their fans. A meaningful culture – a place where people can feel like they are plugged into something bigger than themselves – that’s a human culture. That’s the kind of place that businesses need

“Every day the average person spends six hours on some sort of electronic device which is the same number of hours the average person sleeps.” — Erica Keswin

of challenges that Gregg Terry says Phifer is addressing through open-door communications. According to Keswin’s research, technology is robbing workplace cultures of the human element, which is resulting in people experiencing increased feelings of isolation that are negatively affecting workplace cultures and organizational effectiveness. “There are so many ways that technology has changed our lives,” she said. “Every day the average person spends six hours on some sort of electronic device which is the same number of hours the average person sleeps, and in the U.S., people check their phones 12 billion times a

to create if they want to succeed in this purpose-driven marketplace and the race for young, very-much-in-demand talent.” Keswin is quick to note that fostering a human workplace has enormous financial implications. For example, the American Institute of Stress estimates that $300 billion is lost in our economy every year due to stress, which she believes could be reduced by cultivating more of a human workplace. Additionally, cultures that lack a human touch tend to lose employees and customers, and ultimately risk failure, she said. “The 10 approaches that a company can use to create a more human culture is a menu that organizations can pick and

L to R: Jack Woodson and Randy Blackston.

choose from based on their own unique situations,” she said. “The one essential step for everyone is to be real about knowing who you are. When a company takes its value statement out of the framed plaque on the wall and starts living those values, then good things can begin to happen in bringing your human to work.” Focus on People, Relationships Essential to Culture at Glen Raven’s Anderson Plant A focus on the human element as a pillar of a positive workplace culture is clearly evident at Glen Raven’s Sunbrella manufacturing center in Anderson, South Carolina. Since its construction in 1994, associates at Anderson Plant have been challenged to make continual improvements in Sunbrella fabrics both in performance and design as the range and complexity of these fabrics have steadily increased. It’s been a process that’s required associates to learn new technology and adapt to new processes within a workforce where they play important roles in managing change and assuring smooth operations every day in crucial areas such as associate safety, product quality, and productivity. The secrets to success for Anderson Plant’s human-centered culture include a cohesive management team, careful selection of associates, open communications, and a commitment to fulfilling the Sunbrella brand promise.

“The team at Anderson Plant comes together around our commitment to a common mission; this means that no one is working at cross purposes with anyone else and we can move forward together,” said Jack Woodson, director of Operations. “The right people are in all of the right positions moving in the same direction.” Recruiting and retaining team members who fit the Sunbrella plant culture is

highly intentional, according to Randy Blackston, vice president of Operations for Glen Raven Custom Fabrics. The plant’s turnover rate is evidence of the success in recruiting people who fit the culture of the one-million-sq.-ft. manufacturing center with less than 10% of the plant’s associates leaving Glen Raven each year, including retirements. “When we recruit for the management team at Anderson Plant, it’s not just one interview, it’s several interviews, and it’s not just interviews, it’s really spending time with each individual to make sure they are a good fit for our culture,” Blackston said. “For recruiting hourly employees, we have created detailed assessments that assure that we hire people who will be a good fit for our culture. Over the years, we’ve learned the qualities and the attitudes that will make someone a success for our team at Anderson Plant and those are the types of people we look for.” Open two-way communications is another of the many reasons that Anderson Plant has a strong workplace culture and low turnover, according to Blackston, who was part of the original team that designed and built Anderson Plant. “We listen to our team members, and we act on what we hear from our associates,”

Align Culture, Brand, Customer Perceptions for Exceptional Results When it comes to exceptional results there are three critical factors that should be in close alignment, beginning with culture: • u Culture is what it’s like inside your company, behind the curtain so to speak. Are employees engaged in the work or just showing up? Does management have a clear set of values that the company lives by? Are employees truly engaged in the work or only focused on a paycheck? • u Brand is the face you present to your customers. “We are experts in creating the ideal outdoor living space.” “No one has a broader or deeper selection of category leading brands and design expertise.” It’s what you say on your website and in advertising. • u Perception is how your customers see you. “I love shopping at the XYZ Patio and Hearth Store,” or “I will never go in there again – no one wanted to help me and I couldn’t find what I wanted.” Perceptions are contagious, both positive and negative. The challenge of aligning culture, brand and perception is formidable for any company. If your brand says one thing, but your employees don’t reinforce it, then how can you expect perception to drive sales and profits? On the other hand, align these three and the benefits range from exceptional employee retention and engagement, to increased market share, increased sales, and profitability.

www.hearthandhome.com | JANUARY 2019 | 35

| Management | he said. “It’s important to collaborate to make people feel as if they are part of something bigger than themselves and that they can contribute with their work and with their ideas. Anderson Plant has an entrepreneurial feel where we can make decisions that affect the success of our business, and where we take a long-term focus on our investments.”

leadership from the top that’s critical when it comes to creating and sustaining a positive workplace culture. “Everyone models after the chief executive, so without buy-in from the top it’s difficult to set a positive corporate culture,” said Hamilton, who has worked with a broad cross-section of businesses, served as chair of the MBA program at Forbes School

“Everyone models after the chief executive, so without buy-in from the top it’s difficult to set a positive corporate culture.” — Diane Hamilton, Ph.D.

Also driving the culture at Anderson Plant is the Sunbrella brand promise that focuses on the legendary durability and design excellence of Sunbrella fabrics, as well as responsive customer service, and a company commitment to stand behind the product. “The Sunbrella brand and the Sunbrella brand promise are central parts of our culture at Anderson Plant,” Woodson said. “Just as the brand stands for quality and service and improving people’s lives, so does our workplace culture.” Positive Workplace Cultures Begin with the CEO The Sunbrella brand promise has evolved over more than 60 years, led by members of the Gant family who own the company, and by successive generations of executive management who have made it clear that the Sunbrella brand will always stand for the highest standards of quality, and that respect for people always comes first. Diane Hamilton, Ph.D., a nationally syndicated radio host and the founder of Tonerra, a company focused on developing workplace culture, says it’s this type of

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of Business, and is on the Board of Advisors for top organizations such as Docusign. “Many CEOs don’t recognize how their attitudes and behaviors establish the culture for the entire organization,” she said, “and they may not recognize when they have an issue that’s hindering the organization from achieving its goals.” There are many reasons why chief executives underestimate their impact on corporate culture, according to Hamilton. These factors include a tendency of many chief executives to surround themselves with like-minded colleagues, while holding onto pre-conceived ideas that have become out-of-date due to market and demographic changes. Top executives have typically been away from the frontlines of the company’s operations for many years and may have lost touch with day-to-day challenges. “A chief executive can get back in touch with cultural issues by bringing in outside counsel or by conducting an engagement survey with employees,” she said. “Times change, markets change, and generations change. Companies need chief executives who are willing and able to

rethink assumptions about the business that might have worked in the past, but aren’t working today.” One of the most important contributions that a positive culture can make for an organization is employee engagement, Hamilton said, noting that companies lose hundreds of billions of dollars each year due to poor engagement that impacts productivity. “Engagement is all about employee commitment to the job, how passionate they are about the work,” she said. “It goes far beyond job satisfaction; engagement means that people are excited about what they’re doing at work, they feel a part of an organization, and they feel empowered. Unfortunately, only about a third of employees are truly engaged in their jobs, with the rest simply going through the motions.” To foster engaged employees, a company must create a culture in which people feel they are in a safe environment where they can ask questions and state their opinions, Hamilton said. It’s also essential that employees understand where the organization is headed and their role in achieving that mission. Continual feedback is critically important. “Culture change is hard because, just like any habit, you get used to doing things a certain way,” she said. “But change is certainly possible when you have a chief executive with an open mind.” Kannoa Workspace Keeps Owners in Touch The owners of Kannoa in Miami are not likely to lose touch with their workplace culture as radio host Diane Hamilton warns for some chief executives. In fact, the leadership team of Philip Boulton, CFO, and Luis Blasini, CEO, has taken numerous steps to assure a positive culture, right down to the workspace itself. “We have an open office space which helps us keep a pulse on the office on a daily basis,” said Blasini, who founded the company with Boulton in 2006. “Sure, it can be distracting at times, but the benefits of keeping the group aware of each other are great. We also take advantage of the insight we get from Officevibe. It’s a program that monitors employee morale and serves as a platform for them to contribute with anonymous feedback.”

Blasini and Boulton are lifelong friends who founded their casual furniture company based on four pillars – design, functionality, durability, and harmony. They were equally intentional in how they created their workplace culture and how they sustain it. “We have always based our culture on the idea that people come first. This is the premise for every decision the company makes – from the inside to the outside,”

and translated it into how they work with customers. The result is a business approach rich in empathy. “Just as we strive to celebrate each employee’s individuality, we strive to see each customer as an individual with a unique way of doing business,” Blasini said. “We then make every effort to interact with them in that way. We understand that our clients have clients, and that everyone

“Just as we strive to celebrate each employee’s individuality, we strive to see each customer as an individual with a unique way of doing business.” — Luis Blasini

according to Blasini. “Simply asking ourselves three questions: Is it good for the employees? Is it good for the client or supplier? Is it good for the company? The positive answers to these three questions usually assures a correct decision, and sets a path that keeps the company positive and on the right track.” The selection of people to work for Kannoa also has been an essential element in creating and maintaining the type of culture the two founders envisioned from the beginning of their venture. “We think a company’s culture is dependent on hiring the correct people,” Blasini said. “We have a quirky group of people, and an important concern when we interview candidates is that they fit in with the group. Often, we hire someone for one position and soon discover that their interests and abilities would work better in a different post, so we shift. We are organic that way and, as a result, people are happier at work.” Blasini and Boulton have taken their people-focused internal culture

in that chain needs to have a positive experience buying our furniture. We treat our customers as a crucial part of our team, and essential to our success.” What have the owners of Kannoa learned that might benefit other companies eager to create a people-oriented culture? “We would recommend to first define what you want your company’s culture to be like,” Blasini said. “Once that is clear, the steps needed to get there should fall into place. Listen to your employees, and mix in humor and group activities from time to time. We sell a fun and relaxed lifestyle and our company’s culture reflects that.” Bad Culture or Bad Decisions – Don’t Confuse the Two For more than 35 years, Linda D. Henman, Ph.D., known in the industry as “The Decision Catalyst,” has worked with a broad range of companies, from the Fortune 500 to small family-owned businesses. In all those years, corporate culture has not only been a topic of conversation, but also a topic laced with confusion.

“Culture has become the conversational shuttlecock that people bat around arbitrarily,” she said. “When an individual, a merger, or an organization fails, culture often takes the blame. We use the word somewhat arbitrarily, citing it to explain why things don’t change, won’t change, or can’t change. Culture becomes that subtle-yet-powerful driver that leaders strive – often futilely – to influence.” The challenge, Henman says, is to separate out the impact of organizational cultures and the effects of poor decision-making. Attributing a failure to a poor culture can let everyone off the hook since cultures are embedded, long-term, and seemingly impossible to change. On the other hand, bad decisions can be clearly traced to the decision maker who may not want to admit the mistake. The good news, however, is that when bad decisions are recognized as just that, there’s an opportunity to apply a fix and learn a valuable lesson. “Blaming failed mergers and acquisitions and other business strategies on incompatible cultures has created a culture trap,” she said. “Leaders can blame ‘culture’ for organizational failure when faulty decision-making and good old-fashioned bad judgment also played a role. When you blame failure on culture it can become a self-defeating trap that creates blinders to the possibilities of learning, change, and success.” For Henman, a strong workplace culture begins with the organization’s decision makers and is characterized by a strong mission, consistency in delivering excellent products and services, involvement and empowerment of employees, ongoing learning, and adaptability to customer demands. “Decision makers have to ask themselves, ‘What do we value as an organization, and how can we mold a culture around those values?’” she said. “If you’re a bank, you might want a culture that is methodical, process driven, and relatively slow in the scheme of things, while if you are a technology company you want out-of-the-box thinking, fast change, and quick decision-making. “Your brand and your culture must go hand and hand, with brand being how

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| Management |

“Your brand and your culture must go hand and hand, with brand being how you show up in the marketplace, and culture the ways in which your employees experience working with the company.” — Linda D. Henman

you show up in the marketplace, and culture the ways in which your employees experience working with the company,” she continued. “To have a strong brand and foster a great culture, these two areas have to be closely aligned.” Praise and Recognition Central to Great Workplace Cultures When was the last time you offered praise and recognition to someone at work, either verbally or in writing? If you are like most of us, it may have been a while, according to Susan Kuczmarski. Kuczmarski, co-founder of Kuczmarski Innovation, a Chicago-based innovation consulting firm that provides thought leadership on innovation, culture, management, and values. “Praise, rewards, and recognition are powerful tools to teach, inspire, and motivate, however each is terribly underused in the culture of the workplace,” she said. “We need to have all employees understand the value and importance of tangible thank you notes, emails, cards, and texts.” Recognition is such a central element in creating a positive workplace culture that Kuczmarski has recently completed a book devoted to the topic, “Lifting People Up: The Power of Recognition.” According to Kuczmarski, recognition, thank you, and praise should permeate a positive workplace culture.

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“A major shortfall is when employees don’t send a ‘thank you’ to the people they work with or work for,” she said. “For some odd reason, they don’t think that’s part of their role; but think of the positive impact on multiple people providing recognition to others at multiple levels within the organization.”

because they’ll ask for more money; that kind of thinking is so naïve,” Kuczmarski said. “When it’s genuine and legitimate, recognition doesn’t cause ego-inflation; rather, it strengthens an individual’s inner core. It enables them to feel better about themselves and in turn perform more effectively and efficiently.” Another misperception is that recognition and praise should only be offered upon the successful completion of a task, she said. “Recognition can be offered in a variety of ways and under different circumstances,” she said. “It can be given for an employee’s insight into identifying a problem, acknowledging the difficulties the employee encountered while solving the problem, or understanding the benefits of the employee’s solution. Providing positive reinforcement to employees along the way is far more motivating than waiting until the task has been accomplished.” Finally, there are many who think that recognition and praise should always be top down. “How often have you complimented your boss for a job well done? Probably

“Providing positive reinforcement to employees along the way is far more motivating than waiting until the task has been accomplished.” — Susan Kuczmarski

One of the reasons that recognition is lacking in workplace cultures is the prevalence of misperceptions of the impact of this type of communications, she said. “We sometimes hear managers lament that they don’t want to make people feel overconfident or think they’re too good

not often. And yet, providing recognition to those at the top can be enabling and motivating for them,” Kuczmarski said. “Providing frequent recognition is beneficial because it leaves groups stronger, more confident, and better motivated to perform productively and focus on the tasks at hand.”

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| Management | Six Steps Toward a Stronger Workplace Culture

When it comes to creating a positive workplace culture, there is a broad array of actions that owners and managers can take. At the risk of over simplification, here are six steps that specialty retailers should consider: 1. State your values, live your values – It may sound a bit lofty, but starting with a core set of values and living those values is a great first step toward a winning culture. Don’t say customers come first unless you give employees the tools for exceptional service. Don’t say the sales experience is everything, if you don’t invest in good merchandising. 2. Communicate, listen and act – With the prevalence of email and text messages, we seem to have lost the art of verbal communications, one-on-one, in person. Research shows that people, especially the younger generation, crave personal communication where they can ask questions and offer suggestions that are actually implemented. Talk to your people, in person, every day. 3. Pick your people carefully – In his book “Good to Great,” author Jim Collins says that it’s important to hire slowly and fire quickly. Collins goes on to note that most companies do just the opposite. Once you have a culture in place that’s working for your organization, one of the best ways to sustain that culture is by hiring people who fit the culture. This focus on culture fit means hiring slowly and firing quickly when you make inevitable hiring mistakes.

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6. Praise, recognize, and thank – As business consultant Susan Kuczmarski comments, praise, recognition, and thank you can make invaluable contributions to a great company culture. This sort of communication should flow top down and bottom up and can take many forms, from an email or a text message, to a gift card or a high-five in the break room. The rush from recognition or a heartfelt thank you can make someone’s day.

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4. Know when it’s cultural and when it’s something else – As business advisor Linda Henman says, it’s crucial to know the difference between the effects of culture and just plain old bad decisions. When you blame culture for a problem, it suddenly becomes much more challenging to fix. When you admit, “Hey, we made a mistake,” it’s easier to learn from the mistake, fix it, and move on.

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Call it what you will, the category of Resin-Plastic-HDPE-MGP furniture has a long and profitable future ahead. By Tom Lassiter

othing sells casual furniture like a good story, and resin (plastic) outdoor furniture generates some of the best stories in the business, convincing stories that motivate consumers to invest in outdoor furniture suitable for the long haul. Just to be clear, we’re not talking about the $5 injection-molded plastic chairs sold at the supermarket, the pharmacy, and near that roadside hot dog stand. This plastic furniture – the furniture that creates memorable, credible stories – is high-quality stuff. It’s heavy, laughs at UV rays, and doesn’t care if you leave it in sub-zero temperatures. While being darned near indestructible, much of it is totally recyclable. When you or the grandchildren tire of it, those chairs and sofas and tables can be ground up to become a future park bench or trash bin. This type of plastic can be fashioned by casual manufacturers to suit any taste. It may be as classically mundane as an Adirondack or Muskoka chair, or reflect the latest design trends. Increasingly, plastic components are paired with other materials to create the fresh “mixed media” looks that are trending these days. The umbrella term plastic (sometimes called resin or polymer) embraces several different formulations. Much of it is high-density polyethylene (HDPE), which may be either virgin or recycled material, or a blend of the two. The plastic often is extruded in lumber-like dimensions that can be milled, drilled, and worked as teak or other hardwoods. Click here for a mobile

friendly reading experience www.hearthandhome.com | JANUARY 2019 | 43

| Resin (plastic) Furniture | Also falling under the plastic umbrella is a high-end variation known as marine‑grade polymer, or MGP. MGP typically is produced in sheets, much like plywood, that create more options for furniture designers. Boat builders use MGP to create bulkheads, cabinets, storage bins, and other components within the hulls of sailboats, yachts, and other high‑performance and luxury vessels. Selling with Stories If you’re a retailer with plastic furniture experience, this story will have a familiar ring. Jerry Epperson, a principal in an investment-banking firm in Richmond, Virginia, has a getaway home on Chesapeake Bay. A decade or so ago, he bought some top-quality plastic chairs and placed them near the water. Years passed, nor’easters blew through, but the chairs stayed put. Fast-forward to a recent hurricane season. As a major storm bore down, rather than move the heavy chairs, a helpful neighbor decided to anchor them. He tied a concrete block to each chair and buried the block deep in the sandy beach. When the storm passed, the chairs were no longer on the beach. The hurricane had

pushed them back a good 50 feet and deposited them in a pond, where they were, once again, anchored by the concrete blocks. Epperson had the chairs retrieved, hosed them off, and put them back in service – none the worse for wear. He’s a fan of plastic furniture and, as a financial analyst who follows the furniture industry, he appreciates the resin category’s potential. “I think there’s a huge market for it,” Epperson says, “but the consumer doesn’t appreciate it for what it is. Most consumers think you’re talking about the same (stuff) that sits out in front of Walmart in the springtime.” A good story goes a long way toward demonstrating the difference between what a specialty merchant offers and cheap, disposable plastic chairs. Growing numbers of consumers are getting the message. Plastic/poly/resin furniture once comprised about 2% of sales at Corner Collection on Line, a casual store in Shreveport, Louisiana. Now, says owner Reggie Grieder, plastic furniture generates about 20% of his sales. “It’s just gone crazy,” he says. Whether sales are driven by Adirondack chairs, dining sets, or cushioned deep

Vintage Finish Vineyard Deep Seating from Poly-Wood.

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seating, high-quality plastic furniture shares many attributes regardless of brand. The feature that’s most likely to grab today’s overworked, strapped-for-time consumers is this: No maintenance. Homeowners “can just leave it, and it will be fine,” says Sandi Ricke, a manager at Mulhall’s in Omaha, Nebraska, where poly lumber furniture enjoyed “a nice increase” during the 2018 season. Plastic furniture manufacturers interviewed acknowledge that times are good; they just won’t say how good. “Double-digit growth” is about as specific as any spokesperson will get. New Developments Two leading manufacturers recently made announcements that offer insight into the health of the plastic furniture category. A third established maker of poly furniture came under new ownership just before the fall Casual Market in Chicago. The purchase of Malibu Outdoor Living by an organization previously focused on serving the golf and hospitality industries suggests that the potential of plastic furniture is gaining notice beyond the close-knit world of the casual industry. Poly-Wood, based in Indiana, is setting up a second manufacturing and distribution facility in North Carolina. The more than $35 million project, at the site of a former Collins & Aikman plant in Roxboro, near the Virginia line, is expected to employ more than 380 people within five years. The site is near I-85, a major north-south artery, and less than an hour from the intersection with I-40, an east-west route. The 500,000 sq. ft. facility essentially will duplicate Poly-Wood’s operation in Indiana, says Megan Pierson, SVP Business Development. “The $35.3 million speaks volumes about the growth that we’ve seen,” she says. “We have no doubt that it’s going to continue to grow.” The North Carolina plant eventually will recycle HDPE plastics, such as milk bottles, to manufacture the extruded plastic lumber for Poly-Wood furniture, Pierson says. At that point, the plant will be totally vertically integrated, just as the Indiana plant. The plant will help Poly-Wood meet its commitment to ship its highest-volume

products within three days, she says. The company’s longest lead time to ship orders is a maximum of 10 days. CR Plastic Products (CRP), Canada’s leading manufacturer of recycled plastic lumber furniture, has broad distribution through casual furniture dealers in the United States. The company will be better able to serve its U.S. customers through a new distribution center slated to open in the first quarter of 2019. Coincidentally, the distribution center will be located in North Carolina. The site in Rural Hall, about 30 miles northwest of High Point, provides easy access to I-77 (a north-south route) and I-40. Meaghan Robinson, CRP Marketing manager, says the “2018 season was really wonderful.” Growth in the category has been tremendous, she notes. The company has a new operations team that seeks to “implement new efficiencies and ways of operating to serve our customers better.” The new owner of Malibu Outdoor Living is The Prestwick Companies. Prestwick, based in Sussex, Wisconsin, purchased the Rhode Island furniture company in September. Founded in 1997, Prestwick got its start making golf course markers from recycled plastic, says Becky Mayer, director of Sales and Brand Development for Malibu. Prestwick developed expertise in using recycled plastic to make other products for

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Bay Breeze Chaise from CR Plastic Products.

the golf industry, such as waste bins and benches. It later branched into products for the hospitality industry, resorts, amusement parks, and zoos, Mayer says. “We have 20 years of experience” in making products from recycled plastic, she says. “That’s why we thought Malibu was such a good company to acquire.”

Aaron Buesing is the new president of Malibu Outdoor Living. A longtime Prestwick employee, he brings experience in Operations, Production, and Sales to his new post. “Partnering and listening is our biggest goal for the next 12 months,” he says. “We’ve got a lot to learn. We want to listen to the consumer through our dealer partnerships.” Prestwick already has rebranded some current Malibu furniture items to market to the hospitality industry as Prestwick Limited products. Healthy Category Casual furniture manufacturers that established a niche within the polymer category are enjoying the rewards of being early adopters. One such company is Seaside Casual Furniture. “We’re not alone in the business anymore,” says Andy Boyce, Seaside’s vice president of Sales. “It’s not like it was in the past, just us and Poly-Wood. Everybody’s got some HDPE now.” Even so, Boyce estimates that the “HDPE business is probably less than 3% of the entire industry. This is a small category, and a lot more exposure at the higher end of the market needs to happen.”

www.hearthandhome.com | JANUARY 2019 | 45

| Resin (plastic) Furniture |

Mayhew Adirondacks from Berlin Gardens.

All high-end plastic furniture shares the qualities of durability and low maintenance, so Seaside has staked out “design” to differentiate itself from the competition. The company now is looking beyond the harsh coastal environments and vacation home markets, where plastic furniture got an early foothold, to break into new territory. Seaside is targeting city dwellers who value style as much as low maintenance and product longevity. Boyce cites the new HIP collection “as something you just don’t see out there.” The furniture takes design cues from Mid-Century Modern motifs and reinterprets them for this generation of consumers, especially in urban markets. The HIP dining table, for instance, features “hairpin” metal legs, a look familiar to Baby Boomers who grew up in the 1950s and ’60s. “We’re aiming at that urban area to continue to grow the business,” Boyce says. Many makers of plastic furniture have expanded their lines in recent seasons to include deep-seating options. Berlin Gardens is no exception. “It’s been a good year,” says Sam Yoder, president. “We had healthy growth, and huge growth in deep seating.” Berlin Gardens’ supplier of plastic lumber, Tangent Technologies, introduced new colors as well as a wood-grain finish “that looks very original,” Yoder says. He’s looking forward to 2019 to be another good year.

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Dan Schlabach, president of Wildridge, says the deep-seating products introduced at September’s Casual Market Chicago had a “very good response.” So did a bar‑height bistro set with more contemporary lines. “We’ve had nice growth, year-over-year,” he says. “We attribute it to our new products.” Bev Cooch, Customer Service manager at Breezesta, characterizes 2018 as a good year, although sales were about even with those of 2017. The company is making operational changes “to make manufacturing more lean” and has

upgraded its shipping material to better protect against damage during transit. Breezesta altered its color lineup for 2019, dropping four colors and adding two (sandstone and slate) for a total of 18. No new products were introduced for the coming season. Most poly furniture is readily identifiable as plastic, but at least one brand has found a way to mimic the look of teak, perhaps the most preferred wood in casual furniture. CabanaCoast introduced its Sol Teak version of MGP in 2018, says Lindsay Liepold, director of U.S. Sales.

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best performing upholstery fabrics, responsive customer support and the industry’s leading warranty. So your customers never question your commitment.

SU N B R E L L A .CO M

| Resin (plastic) Furniture | Sol Teak is available in two finishes, natural and weathered gray. “It feels like teak; it looks like teak; but it requires no maintenance,” Liepold says. “It’s wonderful for the retail customer who wants teak but doesn’t want to do the maintenance.” Like teak, Sol Teak is dense and heavy. A sofa in the Kensington collection weighs 144 pounds, yet the furniture floats, Liepold notes. CabanaCoast, based in Ontario, uses Sol Teak exclusively in some collections and as an accent in others. A late season introduction not seen at Casual Market 2018 is called Deco. Deco’s white aluminum frames have inlaid accents of Sol Teak. The Pawleys Island brand of HDPE furniture, produced by The Hammock Source, was first developed for the company’s retail stores on the Outer Banks of North Carolina. The brand was released to the national market about four years ago, says company president Walter Perkins III. Pawleys Island introduced its first deep-seating products in September. The poly furniture category, Perkins says, “is a crowded space, but it’s growing so fast that it can take some crowding.” It’s necessary for each brand in the space to develop a story that differentiates it from the pack. For instance, the Pawleys Island brand capitalizes on its use of top-grade hardware and extra steps in finishing.

Durawood deep seating from The Hammock Source.

“We use 316 marine-grade stainless (steel),” he says. “Many use 304. We’re beach people. We understand the difference. We round every corner and edge on our furniture. A lot of the competition does not. We like to say ours is better.” The growing number of brands fighting for market share has led some brands to alter their channels and strategies. Highwood USA showed its products at Casual Market Chicago a few years ago, but has not returned recently. The brand, which constructs its furniture from a non‑HDPE variety of plastic, no longer pursues specialty retail distribution.

Kensington dining collection in natural Sol Teak from CabanaCoast.

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Instead, says Vicki Hofmann, Online Product manager, Highwood sells only through online retailers and its own online store. Telescope Casual’s experience with the poly category illustrates the importance of avoiding “me-too” products and strategies when entering a new category. Telescope produced its first MGP products about 10 years ago, using “the highest-end plastic” available. Telescope chose MGP, says president Henry Vanderminden IV, because of its unique characteristics. He points out that it’s sourced domestically (as are most plastics that become casual furniture), and that MGP furniture may be recycled at the end of its life. Sales over the past decade confirm that Telescope’s vision was on the right track. MGP products now account for about 40% of Telescope’s business, Vanderminden says. The material has been broadly integrated into Telescope’s product line as the primary material or as an accent. Two of the three collections introduced at September’s Casual Market were exclusively MGP. Because MGP comes to Telescope in slabs (sheets) rather than as plastic lumber, the material doesn’t limit furniture designers. “It really gives you a lot of design potential,” Vanderminden says. “You can make straight lines as well as curves and shapes. It’s an incredible product.”

4 families | 35 models Visit us at HPBEXPO 2019 / Booth #3217 stuvdesign.com

| Kamados |

SPOTLIGHT ON KAMADOS Ceramic cookers are moving into the mainstream, as manufacturers continue to add new features, more accessories, and island surrounds.

Kamado All-in-One from Primo Grills.

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PHOTOS: ÂŠ2016

By Lisa Readie Mayer

ithout a doubt, kamado grills have become part of the mainstream American backyard. Even Homer Simpson has one. In fact, there is an entire episode of the 30‑year animated series devoted to Homer’s purchase of a kamado‑style cooker. (Spoiler alert: He bought it with money his wife Marge intended for a new washing machine.) Homer soon wins over the angry Marge, and impresses the kids with his delectable barbecue. Before long, the entire town of Springfield is lured to the Simpsons’ backyard by the smoky aromas of Homer’s ribs, pulled pork, and other savory fare. Pitmaster Homer is even

Large EGGspander by Big Green Egg.

challenged to a “smoke‑off” against a celebrity chef, while Marge declares, “This smoker has improved our lives.” Plenty of real‑life people can relate. Kamado cooking has attained lifestyle status, and many might argue it has improved their lives, as well as their meals. Indeed, fans’ deep passion for and fervent allegiance to the cylindrical cookers is rarely seen in other grill categories. Although some retailers report that, in the past year or two, pellet grills have begun eating into kamado sales and displacing them as the hottest cookers in the store, others say the kamado business and legion of devotees remain strong. Debbie Schaeffer, owner of Mrs. G’s Appliances in Lawrence, New Jersey, says

since adding the category a few years ago, it has been “growing and bringing lots of new customers to the store, not only to buy the cookers, but the fuel and accessories, as well.” Tracy Berg of Best Barbeques & Islands in Scottsdale, Arizona, says ceramic cookers are popular with her customers, who increasingly request one be included alongside a gas grill in outdoor kitchens. As the category matures, kamado manufacturers are working hard to keep their brands fresh and innovative by introducing new models and adding value through problem‑solving features, versatility‑enhancing accessories, and island surrounds. Leader of the Pack Jodi Burson, director of Brand Enhancement at Big Green Egg, says sales have been “steady” this year. The category leader has added a product designer to its staff, solely dedicated to the development of “impactful” new products, according to Burson. An example is the new “EGGspander” multilevel rack system introduced this year. The tiered system expands cooking surface by accommodating different grids, baking stones, and cookware, including Dutch ovens, cast‑iron skillets, and woks, in over 40 combinations and at different cooking heights. “It maximizes versatility by making it easy to do multi‑tier, multi‑zone cooking,” says Burson. “For instance, you can cook a ‘cowboy steak’ and a pizza at the same time. Going forward, all of our cooking accessories will integrate into this rack system.” The new EGG Genius is a smart device that continually monitors and controls cooking temperatures through an app. Ideal for extended cook, such as roasts Click here for a mobile

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| Kamados |

Cast Aluminum Kamado from Blaze.

or low‑and‑slow barbecue, the device incorporates a fan that automatically increases or decreases airflow to maintain the exact, preselected cooking temperature, such as 350 degrees. The device also accommodates up to four probes to monitor meat temperatures and signal doneness, and even alerts the user if the dome lid is lifted. “You can be sitting by the pool, on the golf course, or otherwise going on with life, without needing to constantly monitor or adjust the fire when you’re cooking brisket or another long cook,” says Burson. “It’s a comfort thing. A kamado has airflow temperature controls. This product shortens the learning curve on how to set the vents to control the temperature. It makes it even easier to use the EGG, and it appeals to people who like technology.” In response to the growing outdoor kitchen trend, the company has increased offerings of built‑in surrounds with different looks and price points “to appeal to customers who want more than an entry‑level metal stand,” according to Burson. In addition to its existing wood table surrounds and matte‑green‑finished aluminum and stainless‑steel islands, Big

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Green Egg recently introduced a Modular Nest System of expansion frames that can be linked together to create a custom island. Modules are designed to hold removable, replaceable shelf inserts in a choice of acacia wood, distressed acacia wood, solid stainless steel, or stainless‑steel grids. “The system is very functional and attractive and people love it,” Burson says. “The stainless‑steel inserts are certified for restaurant use, as are EGGs, so the system can be used in commercial kitchens, too.” With a focus on maintaining its category‑leader position, Big Green Egg launched a national television marketing campaign this year. Commercials aired on CNBC, the Golf Channel, and other sports and business networks that “skew a little bit male,” according to Burson. “This national TV advertising was exciting for us and our dealers, and provided a lift in sales. We got an immediate sense that it’s helping, and dealers are very excited and appreciative. I don’t know of another kamado brand – in fact, I don’t know of many grill companies in general – that advertise nationally. “Everything we do is designed to drive traffic to the dealers,” she continues. “We are only sold through independent retailers, because we still believe the local dealer creates a better experience.”

“We can sell an American‑made kamado of better quality for $400 less than the Chinese‑made competitors. It has definitely increased our kamado business this year.” — George Samaras Owner, Primo Ceramic Grills

Companies Are Carving a Niche Through Innovation George Samaras, owner of Primo Ceramic Grills, says three years ago his company developed and implemented a robotics system to fully automate the manufacturing process for his kamado line. “It has allowed us to manufacture product for less than it can be sourced in China,” Samaras says. “We can sell an American‑made kamado of better quality for $400 less than the Chinese‑made competitors. It has definitely increased our kamado business this year.” The company’s traditionally‑shaped Primo Kamado and Primo Kamado All‑in‑One kits are targeted to the entry‑level consumer, according to Samaras. “They want to try a ceramic grill, but their purchase decision is based on price. Being able to offer a value price point has opened the door for many more people to get into the category,” he says. The company’s signature Primo Oval kamado is targeted to the more experienced grilling enthusiast who is ready to upgrade, he adds. Samaras is not concerned about pellet grills’ potential encroachment on the kamado category, citing ceramic grills’ cooking versatility and broad temperature ranges. He says the new Primo Oval Gas Grill, which features a Primo Oval body fueled by a gas burner and mounted in a stainless‑steel cart base, is an ideal alternative. “It offers the convenience and consistency of a gas or pellet grill,” he says, “but has the efficiency, heat‑ and moisture‑retention benefits of ceramic grills, and can accomplish a broader range of techniques. It’s a good solution.” The company has several unique new products in development that should be ready to hit the market this year, according to Samaras. “It’s an exciting time,” he says. Indeed it is. As the number of kamado brands grows, each is staking claim to its piece of the pie through exclusive features and differentiating, value‑added benefits. The Blaze Cast Aluminum Kamado is a heavy‑duty cooker that won’t crack, withstands salt spray, and has a patented tongue‑and‑groove rim that eliminates the need for a gasket. It has an optional rotisserie and a rounded, stainless‑steel shelf that surrounds the cooker and provides work surface.

Keg 5000 from Broil King.

Broil King Keg from Onward Manufacturing has a lightweight, double‑walled, steel body and an optional trailer hitch for tailgating. The Saffire Grill and Smoker has a patented Smokin’ Chip feeder to safely and easily add wood chips to the fire throughout the cooking process without opening the lid. Its patent‑pending, stainless‑steel “Crucible” firebox is wrapped with steel and rated up to 2,700 degrees, and the incorporated lift‑out ash pan makes clean‑out easier. The Caliber Pro Kamado has a patent‑pending flue system, integrated rotisserie option, and a triple‑layered body made of stainless steel and ceramic insulation to retain heat and moisture, while using 40% less charcoal, and weighing a fraction of the amount of traditional ceramic kamados. It’s available in stainless steel or glossy red, black, or turquoise finishes. Since launching three years ago, Vision Grills has been driven by innovation, earning two Vesta awards and one finalist recognition. Its ICON line, available exclusively for independent dealers, includes a host of upgraded features that come standard on most models, such as an electric charcoal starter, flexible grill

The Smokin’ Chip feeder from Saffire Grill.

“Either way, these options make it more economical for the consumer, since adding the inserts costs less than buying additional grills.” — Scott Walters Executive Vice President, Sales and Marketing, Vision Grills

light, and color‑coded top and bottom vents to accurately set temperatures. The line is available in red, white, and black with a basket‑weave exterior finish, and a variety of base options. Its patented Quickchange options offer the ability to interchange gas, pellet, and charcoal fuels by pulling out the charcoal ash drawer and sliding in either the Quickchange Gas Insert or Quickchange Pellet Insert.

Quickchange Insert from Vision Grills.

“This allows you to cook with the speed and convenience of gas during the week, and charcoal or pellet fuels when you have more time on weekends,” says Scott Walters, executive vice president of Sales and Marketing. “As we all know, pellet grills are a hot item now and lots of consumers like the ease of using pellets. But the heavy, insulating ceramics hold heat and moisture better than metal pellet grills, so this gets 40% hotter, consumes 50% less fuel, and the flavor is better.” The company’s latest accessory is the patent‑pending Flavor Ring Caddy. The ring sits in the base of the kamado below the cooking grates and can be filled with charcoal, wood chips, or marinades to add flavor to foods, no matter which fuel insert is used. Or, it can be used in tandem with the gas insert, to light a charcoal fire faster and easier. “We try to offer value to the consumer and the independent dealer,” says Walters. “One grill that does it all saves space on the patio for the consumer and offers benefits for dealers, as well, including a lower‑dollar inventory investment, better product turns, and more money in the bank rather than in brown boxes sitting in the warehouse.

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| Kamados | “The consumer can buy the basic ICON Ceramic Charcoal Grill and pair it up with an insert of their choice at the time of purchase, or come back and add the inserts later. Either way, these options make it more economical for the consumer, since adding the inserts costs less than buying additional grills. All of these features and options, and the fact that we have a lifetime warranty, give the dealer a great story to tell that is different from other kamados on the market.” A Ceramic Shake-Up Big news in the kamado category is the September 2018 acquisition of Kamado Joe by New York City‑based private equity firm Dominus Capital, L.P. This is the firm’s third acquisition in the

Classic III from Kamado Joe.

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outdoor cooking category over the past couple years, following the purchase of Masterbuilt Manufacturing and Smoke Hollow, manufacturers of smokers, grills, and fryers available at Big Box stores. According to a press release, Kamado Joe co‑founders Bobby Brennan and Kerry Coker reinvested alongside Dominus and Masterbuilt’s management in the transaction, and will serve on the board of directors of the joint company. John McLemore is president/CEO and Bobby Brennan has taken on a product development role. The new company combines Sales, Marketing, Finance, and Operations departments, and will continue to operate out of existing Columbus and Duluth, Georgia, locations. The

individual brands will remain distinct in the marketplace. According to Alicia McGlamory, vice president, Marketing, the Kamado Joe Classic I model will be available in mass market channels, while its Classic II and Classic III models with upgraded feature sets, will be reserved exclusively for the specialty retail and home and hearth channels. The merger will help Masterbuilt grow its presence in the specialty trade and global market. “We plan to expand our product offering to protect and grow all markets globally,” says McGlamory. To that end, in December, the company launched its Classic III kamado grill. In addition to innovative features also found in the Classic II, including Kontrol Tower Top Vent, air‑lift hinge, stainless‑steel latch, multi‑panel firebox, slide‑out ash drawer, wire mesh fiberglass gasket, and the Divide & Conquer Flexible Cooking System, the Classic III features a premium cart, aluminum side shelves, charcoal basket, and hyperbolic insert. “We worked with our partners at Desora – a smart cooking company from Harvard University – to design a revolutionary hyperbolic chamber,” she says. “We’ve re‑engineered the aerodynamics of the grill to increase smoke absorption and evenly disperse heat.” The new company plans to ramp up marketing in 2019. “Both Masterbuilt and Kamado Joe have passionate, engaged customers,” says McGlamory. “We are excited to bring many live events to market in 2019 and engage with consumers for both brands. We will also continue to build relationships with our brand ambassadors.” Brennan believes the merger will benefit and strengthen the Kamado Joe brand. “With tremendous opportunities ahead, Kamado Joe has reached an inflection point in our growth story,” he says in the press release. “Our partnership with Dominus will provide the strategic and financial resources we need to become the clear kamado category leader and emerging lifestyle brand.” The kamado category is evolving, to be sure, but consumer enthusiasm remains strong and the category vibrant as it moves into the mainstream. As Homer Simpson might say, “Woo‑hoo!”

American Made

American SOURCED

WWW.TELESCOPECASUAL.COM

| Fabric |

Warping.

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CREATING A NEW CASUAL FABRIC It’s a long and winding road requiring the best of creative and technical collaborations. By Mark Brock

undreds of new fabrics are introduced to the casual market each season with a goal of helping specialty retailers attract consumers into their showrooms. This plethora of new casual fabrics in solid colors, patterns, stripes, and textures are all designed to contribute to the beauty, the comfort, and the durability of outdoor living spaces. While specialty retailers and their customers revel in this wealth of luxurious fabrics, there are teams of creative, technical,

and manufacturing specialists who work tirelessly behind the scenes at the leading casual furniture fabric companies to make these fabrics possible. It is truly a long and winding road for a new fabric to move from concept to retail showrooms. We recently asked Glen Raven Custom Fabrics, the makers of the Sunbrella brand, to walk us through how one fabric was brought to life, from concept to marketing. They selected “Artistry Indigo” from their Makers Collection as an example of how new fabrics come to life.

Artistry Indigo is one of the premier patterns in the Sunbrella Makers Collection, and an excellent example of the creativity, resources, and hard work required to bring a new casual fabric to retail showrooms.

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| Fabric |

ABOVE: The Sunbrella design and marketing teams find inspiration for new fabrics from many different sources, including international travel to design centers such as Milan. RIGHT: For the Sunbrella Makers Collection, backstrap weaving, an ancient art still practiced in many parts of the world, inspired a fabric design that mimics the craftsmanship of handmade textiles: Artistry Indigo.

Sunbrella Design and Marketing team members are in Burlington, left to right, Amy Rochester, Design/Style manager; Allen Gant III, director of the Outdoor Market; Greg Voorhis, executive Design director; Emily Cosgrove, Design director; Esther Chang, Design/Style manager; Sarah Dooley, Upholstery Marketing manager.

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Inspirations and Concepts The fabric creation process begins with an inspiration from the design team, and it’s more than just creative thinking on their part. Fabric designers attend international trade shows, scour the news media, analyze consumer research, and stay in close contact with specialty retailers to gain insights into the wants, needs, and desires of consumers. From their commitment to continuous research, Sunbrella designers unearthed an emerging consumer preference for products that have the craftsman-like look and feel of handmade textiles. They were especially inspired by the ancient practice of backstrap weaving that is still practiced in many parts of the world. Practitioners of this art power their looms using a belt that taps into their own human power while carefully inserting threads by hand to craft unique fabrics. The result of these inspirations for the Sunbrella design team was the launch of a new collection called the “Makers Collection” of which Artistry Indigo is a premier pattern.

Sara Hall, Technical Design manager for Glen Raven, uses computer software to develop a rendering of Artistry Indigo along with detailed information on how the fabric can be woven at the Sunbrella manufacturing center.

LEFT: Lisa Anderson, Section leader for Sample Cutting BELOW: Design files created by the Sunbrella design team are transferred electronically to Anderson Plant where the process of development and sampling takes place. Itâ&#x20AC;&#x2122;s a team effort that includes, left to right, Steve Wood, Sample manager; Billy Harton, Fabric Plant manager;Â Lisa Anderson; Wolfgang Siemen, Fabric Technical manager.

Concept to Design With a portfolio of inspirations that encompasses handmade rugs and fabrics, the Sunbrella design team created a fabric design for Artistry Indigo. Inspirational design elements are brought together through computer software that not only generates a rendering of the proposed new fabric, but also details how the fabric can be woven. The result is a roadmap of where hundreds of different colored threads must come together to produce the intricate pattern of Artistry Indigo.

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| Fabric |

Raw Fibers.

Spinning.

Winding.

Warping.

Weaving.

Warping.

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Multiple steps are required to create each Sunbrella fabric, including new introductions such as Artistry Indigo. From top to bottom, we see raw fibers, spinning, winding, and warping, all of which create the materials needed for weaving of the finished fabric. Hundreds of threads, all of different colors, must come together flawlessly to create Artistry Indigo, one of the most complex of Sunbrella offerings.

Now to Manufacturing The design and fabrication roadmap created by the Sunbrella design team for Artistry Indigo was then transferred electronically to the Sunbrella manufacturing center in Anderson, South Carolina. Just as there is a creative team designing new fabrics, there is also a team of fabric construction and manufacturing experts at Anderson Plant whose job is to bring new fabrics to life by creating samples and ultimately guiding the manufacturing process. Once the Sunbrella design team sends the layout for a new fabric to Anderson Plant, itâ&#x20AC;&#x2122;s all about collaboration. Fabric construction and manufacturing specialists at Anderson Plant view the design team as a customer and do everything possible to stay true to the designerâ&#x20AC;&#x2122;s vision of the look and feel of a new fabric. Not only must the new fabric remain true to the design concept, it must also be a fabric construction that can be manufactured efficiently and that can provide the enduring performance for which the Sunbrella brand is renowned. The manufacturing team creates samples of the proposed new fabrics for review with the creative team; tweaks are made based on the samples, and a final plan developed for how the new fabric will be actually produced. Manufacturing Sunbrella fabrics, including creating test samples of new introductions such as Artistry Indigo, is a complex process involving multiple steps, from the opening of fiber bales to spinning, winding, and warping yarns for weaving. Itâ&#x20AC;&#x2122;s a team effort that requires the expertise of Glen Raven associates applying the latest in fabric manufacturing technology.

Lisa Anderson examining fabric samples.

Market Launch When the development process for a new fabric collection, such as the Makers Collection with Artistry Indigo, is completed, attention turns to its market debut. Taking a new fabric to market involves the creation of sampling and collateral materials, followed by outreach to furniture manufacturers, designers, and specialty retailers through trade shows, the Sunbrella showroom, and one-on-one meetings. The creation of samples and marketing collateral that retailers rely on in working with consumers is a laborious, expensive, and essential step in bringing new fabrics to market.

Long and Winding Road, Repeated Many Times Artistry Indigo is just one of hundreds of new fabrics created each year by the Sunbrella brand team and by the many other fabric companies serving specialty retailers. Casual fabrics must not only be capable of withstanding the elements, but they must also be beautiful, comfortable, and consumer inspiring. The bar for casual fabrics is being raised each year thanks to the efforts of design and manufacturing specialists throughout the industry. The result is a positive outlook for specialty retailers and their customers in promoting the joys of outdoor living with friends and family.

With the creation of each new Sunbrella fabric collection, extensive marketing support is provided with sampling coordinated through the Anderson Plant. Greg Voorhis, executive Design director; Emily Cosgrove, Design director; and Allen Gant III, director of the Outdoor Market, collaborate in taking new fabrics to market through the Sunbrella showroom, collateral material, trade shows, and meetings with customers, including specialty retailers. Inspirational photos are essential to each fabric launch, conveying creative energy and inspiration.

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VOLUME 24, NUMBER 1

Journal

A P u b l i c at i o n O f T h e H e a rt h , P at i o & B a r b e c u e A s s o c i at i o n

HPBExpo 2019 and Dallas are Calling. Get Ready to Go BIG! BIG things are shaping up for 2019 as HPBExpo heads to Dallas, TX for the very first time! Hundreds of Exhibitors and thousands of Attendees will converge on Dallas, TX in March 2019 to celebrate 40 years of exciting new brands, product launches, essential education and industry certifications, crucial networking, and deal-making right on the show floor – both inside and out. HPBExpo 2019 will be BIG in Star Power HPBExpo kicks off with Education Sessions on Wednesday, March 13. Then, on Thursday at 8am don’t miss the Keynote Address by the DIY Network’s Mike Holmes. As host of Holmes on Homes, Holmes Inspection, and All American Handyman, Mike is also a professional contractor, public speaker, educator, and international best-selling author. His no-nonsense Make It Right brand has struck a chord with television audiences and industry leaders in over 90 countries, promoting the notion of educating the public on proper building codes, what to look for in contractors, and their rights as homeowners. Sponsored by Napoleon Products, Mike’s Keynote will cover housing and product trends, the importance of fireplaces in the home, and how outdoor products enhance the homebuying experience.

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From his work in the industry for more than 35 years, Mike not only understands the practices of the building trade but is also dedicated to adapting them to the changing needs of homeowners and the environment. Don’t miss this extraordinary opportunity to learn from one of North America’s most trusted and knowledgeable contractors!

HPBExpo 2019 will be BIG in Opportunities The indoor-outdoor living industry meets at HPBExpo every spring and it’s an opportunity like no other. It’s an opportunity to see people, products, innovations, and ideas from all over the world. Taking it one step further, through the Outdoor Burn Area – HPBExpo’s biggest attraction and something unique to our show – you have THE opportunity

to see, smell, and taste for yourself what the latest products can do. This gives you the knowledge, experience, and confidence to make the best recommendations to your customers. HPBExpo 2019 will be BIG in New Products In addition to the Outdoor Burn Area with its sampling, Tailgating and the Big Green Egg Cook-Off Event, the New Product Pavilion has something new for 2019! Not only will the latest and greatest innovations to hit the market within the last year be on display, but Exhibitors will have the opportunity to present their products and to answer your questions. Keep an eye on HPBExpo’s Facebook page (@HPBExp0) or www.hpbexpo.com/ show-info/new-products-pavilion for a schedule of presenters as it takes shape. HPBExpo 2019 will be BIG in Ideas The most robust education program in the industry is getting a serious boost in 2019 from a BIG new sponsor, Hearth & Home Technologies. With HHT’s support, the Hearth, Patio & Barbecue Education Foundation can continue its mission of providing the highest quality content from the highest quality leaders in their respective fields. “HHT is very excited to sponsor the HPBExpo 2019 Education Program. Education in our industry is

EDUCATION SESSION HIGHLIGHTS WEDNESDAY MARCH 13 Join John Crouch, HPBA’s Director of Government Relations, as he reviews the latest regulations you need to know about – and just what they’re going to mean for you and your business – in “What is it and Why Should I Care?” THURSDAY MARCH 14

Packed, standing-room only, classrooms were the norm at HPBExpo 2018 in Nashville.

important and this comprehensive curriculum will help all of us to be positioned for growth,” said V.P. Berger, President of HHT. “We’re very proud to support HPBExpo 2019 and look forward to Going BIG in Dallas this March.” NEW is the NFI Certified Hearth Design Specialist Certification. The Education Program at HPBExpo 2019 will feature a brand new opportunity for those who plan and sell hearth appliance systems: to become certified as a hearth design specialist. This certification arms them with the technical knowledge needed to answer any customers’ questions on woodburning, gas, or pellet hearth appliances. There will also be sessions at HPBExpo that will be available on-site only. Meaning,

you’ve got to be in Dallas to take part in this exclusive content. From exploring the correlation between your business and the world of sports with award-winning speaker, Ross Bernstein, to learning how to stop bad habits in order to drive revenue and profitability, you will simply not want to miss out! Go to www.hpbexpo.com/educational-info for details.

Get ready. Get set. Go BIG. There just won’t be any better way to get ready for a BIG year than at HPBExpo 2019 in Dallas. See the latest manufacturer innovations, hear from giants in their respective fields, test out products in action, and keep on top of the latest business trends, Register now at hpbexpo.com.

The HPBA Journal is intended to provide in-depth information to the hearth and outdoor products industries. Statements of fact and opinion are the responsibility of the authors alone and do not necessarily reflect the opinions of the officers, board, staff or members of the Hearth, Patio & Barbecue Association.

OSHA requires every business to have a company safety manual. Magic Sweep Corporation’s Jim Brewer will present “Your Company Safety Plan” so you know what you’ll need to do to stay in compliance. FRIDAY MARCH 15 Bob Wise, from CVC Coaching, will conduct two, 3-hour “Gas Hands-On Troubleshooting” classes where you’ll learn how to troubleshoot both millivolt and electronic ignition gas modules. Each session is limited to 20 people and an Education Passport or a Single Course Ticket, plus a special $29 registration fee are required. The American Red Cross will also be onsite to present their AED/CPR class.

Copyright ©2019 by the Hearth, Patio & Barbecue Association. All rights reserved. Reproduction in whole or in part without written permission of the Hearth, Patio & Barbecue Association is prohibited. Direct requests for permission to use material published in the HPBA Journal to media@hpba.org.

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| Industry News |

NEW PRODUCTS Treasure Garden

The Antibes Wine Cooler coordinates with the Antibes lantern. Crafted of long-lasting teak with a stainless-steel insert, the wine cooler is durable and will enhance any outdoor entertaining set ting, whether residential or commercial. Call +32-56-89-04-10 or visit www.jardinico.com.

HearthStone Quality Home Heating Products

Stone Forest

HearthStoneâ&#x20AC;&#x2122;s Castleton TruHybrid combines primary and secondary clean-burning technology with a tertiary catalytic combustor. The result is an EPA certification at 0.69 g/hr. Call (802) 851-4237 or visit www.hearthstonestoves.com.

Hand-carved in beige granite, the stone tsukubai Portland Basin is inspired by a fountain in the Portland Japanese Garden in Oregon. The spout is bamboo; it also can be used as a bubbling fountain. Call (888) 682-2987 or go to www.stoneforest.com.

Grill Dome

Stack up to three levels of food with the Genesis XTL. The grill features direct, half surface, and indirect cooking. Features are a folding grate, featherlite hinge that can be lifted with two fingers, dial-door, and thick ceramic grill exterior. Call (678) 924-0545 or visit www.grilldome.com.

Click here for a mobile

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Gensun

The attractive Kitchen Island allows for both a natural/LP gas grill and a kamado grill. Features include an 18-inch drawer cabinet, 36-inch gas or 42-inch gas/LP grill cabinet, 24-inch door cabinet or 24-inch appliance opening panel, 30-inch kamado grill cabinet and a countertop with one seam. Call (866) 964-4468 or visit www.gensuncasual.com.

| Business Climate |

NOVEMBER SALES

In early December, Hearth & Home faxed a survey to 2,500 specialty retailers of hearth, patio, and barbecue products, asking them to compare November 2018 sales to November 2017. The accompanying charts and selected comments are from the 232 useable returns.

RETAILER SALES - U.S. AND CANADA November 2018 vs. November 2017

12%

26%

HEARTH

25%

BARBECUE

PATIO

51%

13%

21%

46%

SPAS

46%

23% 62%

67% Retailers Up

Retailers No Change

Retailers Down

Fifty-one percent of Hearth retailers were UP in November, followed by Spas at 46%. BBQ and Patio were at 25% and 21%, respectively.

13-MONTH YEAR-OVER-YEAR RETAIL SALES November 2018 vs. November 2017

BARBECUE

HEARTH 7% 9% 11% 10% 8% 9% 10%

19% 2%

8% 10%

3% -1%

8% 5%

1% 4% 3% 0% 1%

1% -2%

-3%

11/17 12/17 1/18 2/18 3/18 4/18 5/18 6/18 7/18 8/18 9/18 10/18 11/18

PATIO

SPAS 8% 5%

27%

25%

16% 7% 2% 2% 5% 5%

-5%

2% 2%

8% 5%

12% 13% 2%

21% 5% 5% 7%

-6%

11/17 12/17 1/18 2/18 3/18 4/18 5/18 6/18 7/18 8/18 9/18 10/18 11/18

In November, both Hearth and Spa retailers posted a 9% increase over the same period in the previous year. Patio and Barbecue were at 2% and 1%, respectively.

66 | JANUARY 2019 | www.hearthandhome.com

RETAILER COMMENTS NORTHEAST Connecticut: (Hearth) “It’s encouraging to see a healthy year this year even though oil prices have dropped. It’s been cold, very cold for this time of year, and that seems to be boosting sales. Sales are across the board with wood, gas, and pellet, although wood is in the lead. Happy to be busy. Only real concern is the tariffs. Hoping they don’t ruin future sales.” Connecticut: (Hearth) “Slower than I

expected.”

Massachusetts: (Hearth, BBQ) “Retail

WEATHER REPORT

For the following weather charts, the numbers for each state reflect the temperature ranking for the period since records began in 1895.

STATEWIDE AVERAGE TEMPERATURE RANKS November 2018 12

66 70

115 92

— New Jersey

New York: (Hearth) “November was a

terrific month here in the Northeast. The weather was cold and the people had money to spend. We sold many stoves and the fuel for them. We were also able to install new units and repair old ones out in the field. December has started off the same way, and we may have a record fall/early winter season on our hands.” New York: (Hearth, Patio, BBQ) “A

fantastic year for us! Huge resurgence in wood stove and wood insert sales. Gas inserts and gas fireplaces are way up. We

42 51

115

Record Coldest

Much Below Average

21 21

Below Average

24 22 41 55

45 54 26 9 16 67 35 38 12 17 47 24 4 12 50 22 30 18 17 53 41 21 9 7 17 55 52 31 16 10 21 45 25 1241 == Coldest Warmest 11 24 54 18 26 19 9 16 67 35 38 105 17 47 4 12 50 18 53 9 Data Center/NESDIS/NOAA 7 National Climatic52 1 = Coldest 10 16 Near Above Much Record 11

6665 70

“Major increase in showroom traffic for November. Sales are up and we expect that to continue through this season. Thankful for that! Merry Christmas and Happy Holidays to all!”

51 46

sales have been excellent.”

Average 18

Average

STA

124 = Warmest Above Average Warmest

105

In November, most states experienced Below, or Much Below Average temperatures, while four states – California, Oregon, Washington and Florida – were at Above, or Much National Climatic Data Center/NESDIS/NOAA Above Average temperatures. Record Much Coldest 78 Below Average

Below Average

Near Average

Above Average

Much Above Average

Record 30 Warmest 61

66 96 28 88 98 STATEWIDE AVERAGE TEMPERATURE RANKS 20 77 51 96 96 73 September 2018 -24November 2018 110 90 29 45 71 119 105 113 91 81 30 94 116 77 17 31 61 117 116 78 66 45 12 96 16 118 96 71 21 4428 88 75 98 119 20 7792 51 93 104 96 73 96 1241 == Coldest Warmest 24 110 90 24 29 71 9145 119 105122 91 113 81 94 116 77 17 31 117 116 96 118 21 44 National Climatic Data Center/NESDIS/NOAA 75 92 119 93 104 1 = Coldest 45

Record Coldest

Much Below Average

Below Average

Near

24 Average

Above Average

STA

Much 124 =Record Warmest Above Average Warmest

122

STAT National Climatic Data Center/NESDIS/NOAA

111 Record 100 Warmest 107 115 85 78 109 90 77 eight states were at Much Above 123 In the three-month period from September to November, 107 71 116 94 112 84 Average temperatures. 98 76 105 57 70 68 54 110 58 84 118 111 108 40 89 100 93 53 53 Click here for 90 a mobile 122120 107 115 85 42 reading experience friendly www.hearthandhome.com | JANUARY 2019 78 93 90 109 33 3877 123 96 107 100 77 71 116 40 41 94 112 84 1 = Coldest 98 Record Much Coldest120Below Average

Below Average

Near Average

Above Average

Much Above Average

26 STAT

65 | 67

73 43 26

4 = Warmest

| Business Climate |

NESDIS/NOAA

Record Warmest

WEATHER REPORT

For the following weather chart, the numbers for each state reflect the precipitation ranking for the period since records began in 1895.

Virginia: (Hearth) “The rains have finally

STATEWIDEPRECIPITATION PRECIPITATION RANKS RANKS STATEWIDE November 2018 November 2018 111

100 107 109 107 112 105 110 89

114

43 26

73 49

90 47

50 36

122 121 124 123 123 123 124 124

120

1 = Coldest 4 = Warmest

120 115 115 121 111 116 97 118 117 111

71 97 64 80

106

really selling much!” 1 = Driest 124 = Wettest

National Climatic Data Center/NESDIS/NOAA

Record Driest

Much Below Average

Below Average

Near Average

Above Average

Much Above Average

Record Wettest

On the East Coast, three states stood out in November with Record Wettest weather, while 14 other states had Much Above Average precipitation.

are installing almost all sales now. Very little DIY sales. Biggest problem is in service. We are booked out two months ahead. Crazy! It’s amazing how people don’t even change batteries in their remotes without help and are willing to pay a $100 trip charge for us to do it. Got to love it!” New York: (Hearth, Spas) “Holy Smokes,

pellet stoves are hot this year! But, alas, here in the Northeast winter came early, and so naturally what has followed is the tri-annual (and dreaded) pellet shortage! Pretty awkward and uncomfortable to install a pellet stove, and then follow that with – yeah, um – we’re out of pellets. I hate that! “Gas inserts remain our #1 seller. Finding drug-free, experienced installers with a clean driver’s license continues to be our biggest challenge. Remember the Maytag man? Not the new rugged one, the old one, remember him? That’s Jessie White from those ’70s Maytag commercials. That’s what I’m looking for now. I’d hire him! And, by the way, we do not

68 | JANUARY 2019 | www.hearthandhome.com

let up. So new home construction is catching back up. Cold weather finally moved in and regular retail sales are off and running. Vent-free gas products have skyrocketed. Have converted a bunch of direct-vent fireplaces to vent-free. Those customers are really happy. Saying, finally, we have a fireplace that not only looks good, it really heats. They love the efficiency.” Virginia: (Hearth, BBQ) “Busy, but not

DIS/NOAA

ecord armest

was the month. Did our second best November ever, and still off 25%. Welcome to the wild, wacky world of retail.”

service pellet stoves purchased online, or at the Big Box store. Life is much calmer that way!” SOUTH Arkansas: (Hearth) “Another good

month of retail sales for gas products and wood chimney systems involving home remodeling projects. Floor traffic is increasing and people seem to be more willing to spend money, which is refreshing. 2018 will end up being a good year.” Florida: (Hearth, BBQ) “We had a great

first part of the year and then it went flat in August. It’s still not as robust as in past years.”

Louisiana: (Hearth, Patio, BBQ) “Not a

great year, and not a bad year.”

North Carolina: (Patio) “We’re starting

the year looking at all the months of sales outliers virtually impossible to hit – November

MIDWEST Illinois: (Hearth) “Lots of lookers. Lots of good conversations with real customer engagement. Maybe they will buy this month?”

“Never seen this much new construction in 30 years. Walk in traffic is heavy, high-end products are selling very well, gas is king, wood down, but gas way up.” — Wisconsin

Indiana: (Patio, BBQ, Spas) “We had an

uptick in spas and grills last month and the spas are looking decent for the beginning of December. Hopefully that will continue through the Christmas season and beyond!” Ohio: (Hearth, BBQ) “Our miserable

grill sales and lower than expected remodeling sales in the summer are making it difficult to catch up to last year’s record-setting pace. However, we do have one of our stores that was under-performing last year doing very

“We sell Traeger grills. Traeger has over-saturated the local market with retailers.”

well this year. With a new manager in place, that store is about to double the sales it had last year. Proving once again that you’re only as good as the people you surround yourself with.” Wisconsin: (Hearth, BBQ) “Our dollar

sales are down a bit. We ended up warrantying out of our pocket, a system that the manufacturer did not stand behind. Materials and labor. This affected our total sales numbers for the month. Our sales for the year are up. We are booking February for installations.”

yet in Southeast Alaska! Looks to be a slow pellet sales season.” Washington: (Hearth) “It’s been a busy

month. There was a large rush midway through the month once weather finally turned to freezing.” CANADA

— Utah

British Columbia: (Hearth, Patio, BBQ,

Spas) “November was on par with last year with the exception of wood stoves. I think this trend will continue for the foreseeable future.”

do with some of last year’s end of year sales pushed into January to reduce overall profit and paying too much in taxes. We will just have to pay the man this year.”

Wisconsin: (Hearth, Patio, BBQ) “Overall,

November is up, though fireplaces are down a bit, but stove sales over last year put us up overall. We’re seeing a very good year-end, with profit being up 100% over last year. Has something to

British Columbia: (Hearth, BBQ) “2018

has been an excellent year for everything except pellet stoves.”

WEST Alaska: (Hearth, Patio) “Unseasonably

British Columbia: (Hearth) “Phone

warm and wet autumn slowed down stove and pellet fuel sales dramatically. No snow

keeps ringing, even though we are booked out 2 to 3 weeks.”

STOCK WATCH COMPANY – EXCHANGE

Standard & Poor’s 500 (a) HNI Corporation (b) Pool Corporation (c) Restoration Hardware (b) Wayfair (b) NOTES:

HIGH

LOW

2-Nov-18

30-Nov-18

4 WEEK

26 WEEK

52 WEEK

MARKET CAPITALIZATION ($000,000)

2,930.75 45.40 175.87 164.49 151.20

2,581.00 32.55 123.88 74.50 60.53

2,723.06 38.65 145.08 124.91 92.96

2,760.17 38.55 162.51 116.14 106.20

1.4% -0.3% 12.0% -7.0% 14.2%

0.9% 4.8% 14.6% 18.2% 11.8%

4.5% 12.6% 28.1% 13.9% 51.2%

$1,570.00 $6,440.00 $3,050.00 $9,790.00

52 WEEK

SYMBOL

S&P HNI POOL RH W

WEEK ENDING

(a) = Standard & Poor’s 500 is based on the market capitalizations of 500 large companies having common stock listed on the NYSE or NASDAQ. It is considered one of the best representations of the U.S. stock market, and a bellwether for the U.S. economy. (b) = New York Stock Exchange (c) = NASDAQ

52-WEEK STOCK PRICE CHANGE 60%

51.2%

50% 40%

28.1%

30% 20% 10%

% CHANGE

12.6%

13.9%

4.5%

S&P

HNI POOL RH As of 30-Nov-2018

MARKET CAPITALIZATIONS $10,000 $9,500 $9,000 $8,500 $8,000 $7,500 $7,000 $6,500 $6,000 $5,500 $5,000 $4,500 $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0

(US $000,000)

HNI

POOL 1-Dec-2017

30-Nov-2018

www.hearthandhome.com | JANUARY 2019 | 69

20 Year Ago 6 Months Ago Dec ’13

Jan ’14

Feb ’14

1985 = 100

| Business Climate |

British Columbia: (Hearth, BBQ)

The Consumer Confidence Index

135.3

declined in November, following an 125.4

137.9

135.7

126.4

110

“Despite a small decline in

“Milder weather has helped some customers procrastinate longer, meaning more sales for us.” New Brunswick: (Hearth, Patio, BBQ)

“Weather, supplier back-orders, power outages, staff sickness, staff replacements, kind of like the perfect combination of events that affected our numbers this November. Glad it’s over!”

stands at 135.7 (1985=100), down from 137.9 in October.

6 Mo. Sept’15 Oct ’15 Nov’15 Ago

1985 = 100

CONSUMER CONFIDENCE improvement in October. The Index now

Year Ago

November, Consumer Confidence remains at historically strong levels,”

Ontario: (Hearth) “Both wood and gas

said Lynn Franco, senior director of

fireplaces are being sold almost evenly across the board.”

Economic Indicators at The Conference Board. “Consumers’ assessment of current conditions increased slightly,

Ontario: (Hearth, Patio, BBQ) “Sales

with job growth the main driver of improvement. Overall, consumers are still quite confident that economic growth will continue at a solid pace into early 2019.”

Year 6 Mo. Sept Oct Nov Ago Ago 2018 2018 2018 A reading above 90 indicates the economy is on solid footing; above 100 signals strong growth. The Index is based on a probability-design random sample conducted for The Conference Board by The Nielsen Company.

1985 = 100

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70 | JANUARY 2019 | www.hearthandhome.com

have been crazy this year, up and down like a toilet seat! Customers come in totally confused from what they may have read about a certain product on the Internet. Which results in the need to compare 4 to 5 different models or manufacturers. And this Trump guy should shove this tariff stuff up where the sun doesn’t shine! The prices of some of our products are skyrocketing.” Ontario: (Hearth) “There was such a

resurgence of wanting to upgrade stoves this year. One of our best Novembers ever.”

MARKETPLACE

www.hearthandhome.com | JANUARY 2019 | 71

| Classified | Business for Sale

Classified Advertising 1 Column x 1 Inch Minimum 1 inch minimum Price per column inch = $175

Deadline: We must have your copy by the 1st of the month preceding the issue in which you want to advertise.

Business for Sale Stove & fireplace retail store for sale. Located in the heart of Oregon wine country serving four counties west of Portland. This is a growing area and the business has a solid reputation in both sales and service. Owners are retiring. Asking $260K including inventory.

Call the Sales Department at (800) 258-3772

Contact Reiley at 503-932-3517 or reidpeople@comcast.net

For Sale Fireplace shop in North Dallas area. Same location for 37 years. For info call: 972-385-9437 or e-mail ralphcanaan@yahoo.com.

Help Wanted MAHPBA Executive Director Needed

Subscribe to Hearth & Home online visit www.hearthandhome.com.

Mid-Atlantic HPBA seeks person or mgmt. co., to work with Board in member’s best interest. Industry exp. preferred. Travel required. For more information and to apply visit: www.MAHPBA.org/employment

This ad index is an additional service provided by Hearth & Home to its advertisers. Hearth & Home assumes no liability for any incorrect information.

| Ad Index | Advertiser

For Sale

Page Phone

Website/e-mail

Amantii

(877) 850-9458

www.amantii.com

Apricity

(800) 416-3511

www.apricityoutdoor.com

Big Green Egg

16,17

(770) 938-9394

www.biggreenegg.com

Bull Outdoor Products

8,9

(800) 521-2855

www.bullbbq.com

Dansons Group / Louisiana Grills

(877) 303-3134

www.louisiana-grills.com

Eiklor Flames

(888) 295-5647

www.eiklorflames.com

Escalera

(800) 622-1359

www.escalera.com

Evosus Business Management Software

(360) 735-9510

www.evosus.com

Hearth, Patio & Barbecue Association

(703) 522-0086

www.hpba.org/register

IMC – Las Vegas

(702) 599-3046

www.lasvegasmarket.com

Kannoa

(305) 651-9655

www.eddiebaueroutdoorfurniture.com

Phase 2 / Vision Grills

(877) 917-4273

www.visiongrills.com

Planika USA

(201) 933-7787

www.planikagasfires.com

Ratana

(866) 919-1881

www.ratana.com

Stûv America

www.stuvdesign.com

Sunbrella

(336) 227-6211

www.sunbrella.com

Telescope Casual Furniture

(518) 642-1100

www.telescopecasual.com

Tjernlund Chimney Products

(800) 255-4208

www.tjernlund.com

Twin Star/Classic Flame

(888) 776-2490

www.twinstarhome.com

US Draft Kutzner + Weber

(817) 393-4029

www.kw-usa.com

Valor/Miles Industries

(800) 468-2567

www.valorfireplaces/showroom

Vesta Awards

21,23

(800) 258-3772

www.vestaawards.com

Wood Carver / Regal Teak

(978) 258-5651

www.regalteak.com

72 | JANUARY 2019 | www.hearthandhome.com

Who Reads

Jeni Forman, for one! City: Lakeville

State: Minnesota

Occupation: Senior Vice President, U.S. Sales & Marketing, Dealer & Wholesale, Hearth & Home Technologies Special Interests/Hobbies: “My favorite things to do outside of work include spending time with my family, boating, and snowshoeing. I spend a lot of time in the summer on the Mississippi River. It’s beautiful, full of history, and provides a great way to relax!” Problems/Issues Facing the Hearth Industry: “Whether we are working on NSPS 2020 compliance, or Zero Net Energy (ZNE) requirements, these types of programs are putting pressure on product development for manufacturers throughout North America. “As e-shopping becomes more and more common, the hearth industry will need to work on bridging the gap between how consumers begin their hearth product search online, but ultimately conclude it in a specialty hearth retail location.” Key Trends in the Hearth Industry Today: “Homeowners are looking for ways to enhance their lives. How can hearth help? A few ways might include: fireplace controls that are easier to use and have better functionality; outdoor fire features that allow family and friends to gather comfortably around; indoor fireplaces that are cleaner and provide a better view of the fire; design options that allow homeowners to make the fireplace feel like it fits their own style; and heat options that deliver the heat homeowners want, when they want it, and where they want it.” Forecast for Your Overall Business in 2019: “While the economy has slowed down a bit in the last few months, I expect the retail and remodel hearth business to continue to be strong. Consumers are still willing to invest in their homes, and investing in hearth is a good way to increase home value. On the other hand, the wood and pellet stove and insert business stands to be challenged in 2019 as retailers and manufacturers work on depleting their current inventory of Step 1 compliant product in preparation for Step 2, 2020, certified products.” Years Reading Hearth & Home: “11 years.” Reasons for Reading Hearth & Home: “I enjoy reading Hearth & Home magazine because it highlights so many people and businesses who are passionate about the hearth business. The spotlights on businesses, articles on trends in product categories, and the insights on market conditions are some of my favorite elements.”

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| Parting Shot |

OLD SOW BETWEEN TREES

“

etween Trees” is Hannelie Coetzee’s portrayal of a wild boar grown out of the site’s own material. Logs are carefully stacked into a snout and peering eyes. Viewed from the back, sprawling branches and sticks seem to stop the sow in violent momentum, stuck between the trees. Coetzee began with the stories that surround the animal. It has come to symbolize the wild, dangerous, and unpredictable in the Swedish forest. But, in reality, there are few incidents reported of people being injured by a wild boar. Behind her unpolished exterior, the Old Sow Between Trees parallels other, perhaps equally exaggerated, fears of the threatening and unknown.

This is not a minor piece of art, rather it is an imposing one. It stands 23 ft. high, 16 ft. wide, and 33 ft. deep. Hannelie Coetzee (born 1971) is a Johannesburg-based contemporary African artist. Her practice attracts existing and new audiences that appreciate art while contributing to environmental awareness. She uses art to participate in life, solve problems, connect people, and ignite dialogues.

Hannelie Coetzee, Contemporary African Artist. Phone: +27 (0)828101835. Website: www.hanneliecoetzee.com.

Hannelie Coetzee assembling her art.

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