April 2011 Landscape Trades

APRIL 2011

VOL. 33, NO. 3

Value chains: Co-operation can boost revenues Old favourite perennials Minimize your risks on fuel and materials

A week at

Longwood

Visiting horticulturist reports on thousand-flower mums and more PM40013519

8 APRIL 2011

30

32

contents FEATURES 8

Onthecover:

Behind the scenes at Longwood

Canadian horticulturist volunteers at the historic gardens for a week

BY RODGER TSCHANZ

12 Profit from collaboration Companies in value chains work together for mutual benefit

departments

GREEN PENCIL new products

Provincial News

Industry News

CLASSIFIEDS cnla NEWS coming events WHERE TO FIND IT

6 36 42 43 46 48 49 50

BY STEPHEN HEAD

16 CLP PROFILE Certification sets Dave Wright apart from his competitors

BY LEE ANN KNUDSEN

24 Eliminate inefficiencies Profit by replacing waste with billable work BY mark bradley

GROWING BUSINESS

1,000 blooms on one plant

Longwood gardener Yoko Arakawa, places individual chrysanthemum flowers in disks designed to supportthe flower on a specific axis.

Arakawa learned the art of the Thousand Bloom Chrysanthemum in Japan.

22 The intangible value of networking

BY GEORGE URVARI

LEGAL MATTERS

28 Protect yourself against rising costs

BY ROBERT KENNALEY

SUSTAINABLE LANDSCAPING

30 Take steps to save money on fuel

BY SEAN JAMES

HIDDEN GEMS

32 Old-tyme perennial favourites

BY DAVID VAN DE VEN

ROAD TO SUCCESS

40 Communicate your message clearly

BY ROD McDONALD

On page 8

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APRIL, 2011 VOL. 33, NO. 3

PUBLISHER Lee Ann Knudsen CLP | lak@landscapeontario.com Editorial Director Sarah Willis | sarahw@landscapeontario.com Editor Allan Dennis | adennis@landscapeontario.com Web editor Robert Ellidge | rob@landscapeontario.com Art Director Melissa Steep | msteep@landscapeontario.com Graphic Designer Mike Wasilewski | mikew@landscapeontario.com Accountant Joseph Sabatino | joesabatino@landscapeontario.com Sales Manager, PUBLICATIONS Steve Moyer | stevemoyer@landscapeontario.com COMMUNICATIONS assistant Angela Lindsay | alindsay@landscapeontario.com Advisory Committee Gerald Boot CLP, Laura Catalano, Hank Gelderman CHTM, Tim Kearney CLP, Marty Lamers, Bob Tubby CLP

Landscape Trades is published by Landscape Ontario Horticultural Trades Association 7856 Fifth Line South, Milton, ON L9T 2X8 Phone: (905)875-1805 Email: comments@landscapetrades.com Fax: (905)875-0183 Web site: www.landscapetrades.com LANDSCAPE ONTARIO STAFF Gilles Bouchard, Rachel Cerelli, Paul Day CDE, Lexi Dearborn, Tony DiGiovanni CHTR, Denis Flanagan CLD, Wendy Harry CLT, Sally Harvey CLT CLP, Helen Hassard, Lorraine Ivanoff, Jane Leworthy, Kristen McIntyre CHTR, Kathy McLean, Linda Nodello, Kathleen Pugliese, Paul Ronan, Ian Service, Tom Somerville, Martha Walsh Landscape Trades is published nine times a year: January, March, April, May, June, July/August, September, October and November/December.

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A Week at Longwood

Dateline: Fall 2010

by Rodger Tschanz

A busman’s holiday anyone? That’s exactly what I did this past fall when I spent a week touring, visiting and volunteering with staff at the world-renown Longwood Gardens in southern Pennsylvania, about an hour west of Philadelphia. Longwood Gardens was the home of Pierre DuPont (of DuPont chemical company fame) who created this pleasure garden over 100 years ago. Today, Longwood controls over 1,077 acres, complete with conservatories, greenhouses, display gardens, fountains, meadows, woodlands and sunflower fields.

Longwood is actively involved in plant and environmental research and educating the next generation of horticulturalists. Indoor displays of orchids, bonsai, palm trees, tropical rain forest and more are open year-round to the public. The conservatory also hosts special seasonal displays, such as a chrysanthemum show in the fall, and poinsettias before Christmas. Outdoor display gardens are also open year-round, but really reach their peak in the summer, with collections of tropical water lilies, topiary, fountains, fireworks and outdoor concerts. One of the most intensively planted and colourful display gardens is the 600-ft. Flower Garden Walk. On each side of this brick walkway are deep borders of flowers planted in such a way so as to mimic the colour spectrum. Starting with violet at one end of the walkway, you 8 | APRIL 2011

| LANDSCAPE TRADES

pass through blues, yellows, oranges and reds as you stroll along.

This pattern is achieved in spring with bulbs, followed by annuals in summer and then coloured foliage and chrysanthemums in the fall.

After tasting some of the pleasures of this garden on a brief visit to Longwood four years ago, I vowed to return and do a proper tour of the gardens. That time came for me this past fall, when I made arrangements to spend a week at Longwood as a volunteer and visitor.

During that week, I had the opportunity to spend some time with different gardeners and their specialties. Throughout my stay, I was constantly amazed at the effort by these folk to make me feel welcome and to share their knowledge. Clearly, the educational part of their mandate is something they take very seriously.

Day1: Orchid day I spent the morning with the head gardener responsible for the 1,200 sq. ft. permanent orchid display. Every day, she and her staff manicure the orchids in the public part of the greenhouse. Orchids past their prime are replaced Mondays, Wednesdays and Fridays with those from the production houses that are in peak bloom. The rest of their time is spent in the production house, repotting, propagating, and otherwise caring for the 8,500 back-up orchids required to maintain a display of

Left: Volunteers and staff at Longwood work on the installation of plants in North America’s largest living wall.

The plants were started off-site in frames.

Far left: There are over 100 species of waterlilies, lotus, aquatic and bog plants in the five large outdoor pools at Longwood. Gardeners start the iconic giant water lilies from seed in February. By summer, the spiny six-foot diameter leaves can hold up to 100 lbs. if the weight is evenly distributed.

about the University of Guelph and my experiences with horticulture in Ontario.

My mention of the cosmetic pesticide ban in Ontario caused many in the audience to raise their eyebrows. Apparently this mindset has not yet reached Pennsylvania.

Day 3: Mt. Cuba Centre – see side bar below

300 to 500 blooming orchids year-round.

Following my orchid tour, I spent a number of volunteer hours in the afternoon working on the largest living wall in North America.

The 3,590 sq. ft. living wall lines the hallway of a new addition to the East Conservatory, housing unique dome-topped washrooms.

The living wall is constructed of 12 x 12-in. square stainless steel panels. Each panel is filled with a proprietary mix of growing media, which includes three inches of coconut coir matting. Each panel is planted in one of 29 different configurations using a selection of ferns and other low-growing tropical species.

The panels were planted and grown on in Florida; once the construction at Longwood was complete, the panels were carefully shipped north and snapped into place on the 14-ft. vertical wall. Each panel is watered by trickle irrigation tubes hidden in track supports on the wall. As a volunteer, I spent a number of hours cleaning dead leaves off the newly installed panels. The wall was officially opened to the public the week after I left.

Day 2: Wildflowers and compost Surrounding the intensively-gardened heart of Longwood are acres of fields, bush, wildflower meadows and other work areas. Far from the prying eyes of the public, cafeteria waste (including biodegradable cutlery, plates and glasses), garden waste and manure from local farms are combined in a process to produce finished compost that is used in the garden’s

flowerbeds. On Day 2, I participated in planting tall-growing native grasses around the compost area, both to help stabilize the sloping sides of the facility and to naturalize the vegetation in the area.

Following this, I visited a managed wildflower meadow which was a former agricultural field allowed to establish naturally from self-seeding. Woodlands surround the meadow and a large tree house tucked into the edge of the woodland offers a panoramic lookout on the meadow. Invasive sumac patches are held in check by judicious mowing.

After cleaning up from my planting experience, I gave a noon-hour talk to Longwood’s gardeners, staff and students

Day 4: Thousand bloom chrysanthemum, and more Longwood Gardens is known for decorating its conservatories in the fall with incredible displays of chrysanthemums. My visit happened to coincide with some of the final preparations for these chrysanthemum displays, and I was allowed behind the scenes to tour the preparations. I got to see how the giant mum carpet wall hangings and topiaries are created. A critical part of the process is patience, nimble fingers and perseverance.

Fifteen months can pass between starting a mum cutting and the final mum display.

In recent years, Longwood has been perfecting the Japanese chrysanthemum training style of the ‘Thousand Bloom.’ This involves training a single chrysanthemum

While in Brandywine Country While in the Longwood area, called Brandywine Country in the tourist brochures, take the opportunity to visit some of the other gardens nearby that are open to the public. On my last trip, I visited the Mt. Cuba Center, in Delaware, just across the border from Longwood. This garden and research centre has guided tours of its gardens and focuses primarily on the horticultural use of native plants from the Appalachian piedmont. This is an inspiring site for those wanting ideas about native plant gardening (www.mtcubacenter.org).

Also, nearby in Delaware is Winterthur Gardens. I saw this garden four years ago in the spring when the woodland garden was carpeted with a sea of blooming spring flowers. More information about this garden and its accompanying museum can be found at www.winterthur.org.

I also visited Chanticleer, between Longwood and Philadelphia. The word whimsical has been used to describe this garden. Manor houses, ruins and garden sculptures combine with plants to create awe-inspiring vistas and sometimes amusing vignettes (www.chanticleergarden.org).

The Morris Arboretum is in the suburbs of Philadelphia. This site is now run by the University of Pennsylvania and amongst other things, features specimens of the first dawn redwood introduced to North America, and an incredible selection of ferns in a very humid greenhouse (www.morrisarboretum.org).

APRIL 2011 | LANDSCAPE TRADES |

9

Keeping colour in the orchid house at Longwood 365 days a year requires a second greenhouse with 8,500 back-up orchids. Plants with spent flowers are switched out three times a week.

Picea abies ‘Pendula’

plant into a tree that has hundreds of perfect blooms. This training can take 18 months and involves pinching the plant many times to encourage branching and re-branching.

The branches are supported with fibreglass and metal rods hidden within the foliage.

The back of each bloom is supported with a wire disc, which is installed when it is still in the bud stage. When the blooms open, this disc forces the bloom face out in a perfect position. The 2010 version of the Thousand Bloom chrysanthemum had 991 blooms and an overall diameter of 11 ft. Each year the mum specialist at Longwood has been able to

increase the bloom number as she develops her skill. A record of 2,220 blooms on a single plant was achieved in Japan.

I left the mum training facility to tour the research and production greenhouses at Longwood. On my tour, I learned that Longwood is involved in many projects, some of which may have an impact on horticulture in Canada. Globally, canna lilies are under attack by at least three different viruses.

Longwood is looking into tissue culture and seed production to clean-up propagation material. Other projects include camellia breeding to lengthen the bloom period and increase hardiness, breeding and production of yellow clivia and the introduction of new exotics. Longwood Gardens was instrumental in the early introduction of New Guinea impatiens as a horticultural crop.

Day 5: Education My last day at Longwood got off to a wet start, as a tropical storm tracking up the east coast caused flooding, and bridge and road closures. By the time I reached Longwood that morning, I had missed some of my

appointments. However, I did get to learn about the educational opportunities available at Longwood, starting in kindergarten, and going through to grad school and opportunities for professional gardeners to increase their skill base. Internship programs of three and 12 months are also offered to college and university students. Both the professional gardening programs and internships are tuition-free and housing may be included as well; Canadians are invited to apply for these positions. Visit www.longwoodlearning.org to find out more about these opportunities.

At the end of the week, I began my long drive back to Ontario. I left Longwood with fond memories, newfound friends, and of course, a desire to go back and see the gardens again, perhaps this time in another season.

When and if this happens, I know I shall be warmly welcomed (www.longwoodgardens.

LT org).

Rodger Tschanz is the Trial Garden Manager for the University of Guelph in Ontario. For information on the U. of G. Trial Gardens, visit www.plant/uoguelph.ca/trialgarden.

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Partnerships provide value LE

R

Growers, suppliers and retailers can benefit from working together GROWER

each year, as costs continually go up with pressure to keep prices down. These ongoing challenges make it ever harder to maintain profitability. Combine this with the uncertain economy, and it seems more difficult than ever to find a competitive advantage. This is especially so, when as an industry we appear to consider many of our products to be commodities, rather than premium or added-value products.

We must continually look for trends and accept the need for change. If you keep doing what you’ve always done, you’ll always get what you’ve always got. It is hard to know where to go next. In an age where technology and communication devices are endemic, we can be overwhelmed with information, but it is quality, not quantity, we need. Information directly related to our business can help us make informed decisions, reduce risk and add value to our products.

We all work in some form of supply chain, albeit informal, the buying and selling products or services, marketing, finance, etc.

This arrangement, however, lacks the benefit of structure and a strategy linking each of the elements, e.g. production, marketing, logistics and sales through to the end user; often it just sort of happens. A formal supply chain is a network of interconnected businesses, linked together by one or more of the processes of getting a product from

the point of production through to the end consumer. Both styles, informal and formal, tend to be adversarial, where often a minority, or even just one member of the supply chain, reaps the most benefit.

Another approach is the value chain.

While similar to the supply chain, a value chain is a collaborative approach, where each member recognizes and acknowledges the other’s need to be profitable and successful. This is a relatively new concept to horticulture and agriculture, although it is common in other industries. Some parts of the overseas automotive industry have worked within established value chains for many years and it is considered an integral part of their business strategy; essential to their mutual success. By way of example,

R

LIE

| LANDSCAPE TRADES

PP

12 | APRIL 2011

SU

Margins seem to be getting tighter

RE

TA I

BY STEPHEN HEAD

Toyota has been an innovator in developing many manufacturing strategies; Lean Manufacturing evolved from the Toyota Production System and closely tied to the TPS is the value chain the company works within. These systems and the way they interact with their value chain are what have helped Toyota weather the financial crisis.

Why a value chain?

A significant difference between supply and value chains is that a supply chain focuses mostly on the efficiency and management of current operations, the core focus being trying to improve profits by reducing costs.

A value chain involves many of the same processes as the supply chain, however, it is a more collaborative approach, focusing on

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Why a value chain?

Business focus

TRADITIONAL

VALUE CHAIN

Communication

Little or none

Extensive

Value focus

Cost/Price

Quality/Value

Product

Commodity

Differentiated

System driver

Production path

Consumer pull through

Organizational structure

Independent

Independent

Business relationships

Adversarial

Collaborative

Source of supply

Anonymous

Known and traceable

Source of risk

Market and price

Relationships

Courtesy Investment Agriculture Foundation of B.C.

adding value to the product and achieving a better price as well as trying to reduce cost.

It offers value for all members of the chain.

Increase perceived value Value chains are often formed in response to consumer demand and market opportunity.

They are created by businesses that recognize interdependence on each another and their agreed mutual benefit. The objective is to increase the value that consumers perceive the finished product offers, hence the name value chain, and ultimately, maintaining or improving profitability. The partnerships this value chain creates, allow risks and rewards to be shared up and down the chain. There is information sharing as well as a willingness and desire to work together, allowing member businesses the opportunity to respond quickly to consumer needs and market opportunities, while keeping the value of their product high. This does however pose greater challenges when dealing with commodity-priced items.

A closely connected value chain often contains vertically- and horizontally-linked members. Horizontal linkage could be several growers or retailers in a chain together, and vertical links would be suppliers, growers and retailers. To work within a value chain, and for it to have any chance of success, a number of factors must exist, including 14 | APRIL 2011

| LANDSCAPE TRADES

commitment from all parties, a compatible business culture, shared vision, governance, acknowledgement of each others’ need to be profitable and strong leadership. In a value chain, if one partner loses, no one wins.

Starting a value chain Starting can be a challenging and complex process. It is worth noting from the beginning that not all value chains are successful and starting one is not a guarantee of success.

Often agriculture-oriented value initiatives have lasted only a few years. This often occurs when one or more of the key elements for success are not present between the group members. It is also important that the group possess the capability to create and sustain any competitive advantage developed.

Map your supply chain Mapping your current supply chain is the first step in identifying which opportunities may exist in developing a value chain, and begin to give a better understanding of how the products move though your market channels. This will also help identify who you need to involve in your value chain and it can be helpful in determining where the greatest opportunities lie.

Evaluate your market: Developing new products and markets requires considerable work. What are the trends and future

scenarios? Find out whether markets and sales opportunities exist.

Assess resources, risks and capabilities: Take time to prepare a summary of your potential chains, resources and capabilities.

You’ll want to evaluate the factors that could interfere with the success of your chain. This evaluation process will be a useful tool when choosing and talking to potential partners and developing a pilot project plan.

Build relationships: Relationships are the most important element of a successful value chain. Often little time is spent developing the required business relationships when groups embark on projects. In fact most businesses want a trusting relationship with customers, but think it is acceptable to be tough on suppliers. Experienced alliance developers say that carefully selecting the right partners is the most important factor in establishing a successful value chain.

Define a clear project focus: Start by setting goals, objectives, measures and action plans. Involving chain partners in developing these plans is necessary to building commitment and trust, as well as preventing misunderstandings in the future.

Your first value chain venture should be a pilot project, a small, trial-size version of a potential value chain. It allows you and your partners to commit yourselves in stages, by minimizing risk and allowing you to work out the bugs while proceeding on a small scale.

Know your partner The characteristics of a good partner are the same wherever we are in the chain. A successful partnership will develop where there is mutual economic gain supported by mutual respect, an acknowledged interdependence and clear understanding of each other’s roles and responsibilities.

Ultimately the supplier wants to make a profit and the purchaser wants good value; to be a mutually beneficial relationship this balance must exist. Unless agreements are advantageous to both parties, there can be no win. Squeezing the last dime out of any member of a chain may help increase short-term margins, it will not, however, develop into a successful, mutually beneficial

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business relationship.

Apple computer actively seek suppliers and maintains ongoing relationships. Its statement on www.apple.com/procurement says, “We value suppliers who take the time to learn about and understand our business and who look for ways to add value.”

The early stages of building a working relationship take the most effort. As an understanding of each other’s business

evolves, less time need be spent on getting to know each other’s ways; more time can be spent maintaining the relationship with partners in the value chain.

Limitations and barriers The rewards and benefits of a closely aligned value chain can be quite favourable. They do, however, have constraints and limitations. A number of factors can influence the outcomes

of the chain, including external factors such as government policy and legislation, subsidies and changing social issues.

Where the necessary key internal factors are absent, or are neglected by group members, this can cause frustration and the demise of a value chain. Group members need to be of a similar mindset, corporate culture and values to have the best opportunity of success. A value chain is, as the name suggests, valueoriented. Organizations in an industry that traditionally focuses on productivity may have to readjust their mindset to a quality, value and innovation oriented process.

The last word Successful businesses build strong relationships with their suppliers. We are not isolated entities that simply purchase goods and services from any organization who happens to have them available at the particular time we are looking to buy or those that simply offer the lowest price. Overall, suppliers and purchasers can be better served when they come together to form strong, mutually beneficial and secure business relationships. When these relationships exist, they can help drive the growth and profitability of group member organizations.

Caveat emptor Supply chain and value chain management and processes is a vast subject, and as with any business decision, requires thorough research and due diligence and risk assessment prior to embarking on such a venture, to be sure it is right for you and your organization. There are risks as well as benefits. This article is an introduction to the possibilities that value chains present.

To obtain further information on value chains or to contact your provincial resource on value chains go to Agriculture and AgriFood Canada’s value chain website, www.

LT canadianvaluechainnetwork.ca.

Stephen Head has worked in the green industry in retail and wholesale capacities, and as a training and merchandising consultant. He now operates a wholesale nursery in British Columbia, specializing in herbs.

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CLP profile: Dave Wright

A vision for the industry

By Lee Ann Knudsen

Dave Wright has a vision. He believes every manager in Canada’s green industry should earn the CLP designation, a landscape industry credential denoting professional management expertise.

Wright started his CLP journey several years ago. “The process worked well. I read the book for each module, took the class and wrote the test.” Setbacks like snow days spread the process out over two years, but Wright recommends his systematic approach to others. In fact, Wright pursued the goal alongside his own operations manager, John Keenan.

Wright Lawn Care Services and Wright Landscape Services of Bloomingdale, Ont., are active in southern Ontario’s Waterloo market. Dave Wright’s motivation in pursuing the goal was to set himself apart from his competition. He was also encouraged through association involvement as a chapter board member; his green industry trade association, Landscape Ontario, encourages all board members to pursue the CLP designation.

He rates the material as definitely useful, and not overly difficult; a good baseline for understanding business challenges. The CLP material reflects, “a minimum requirement, not advanced, it’s a good standard,” according to Wright. He continues to use the module manuals for reference, affirming the course material’s relevance. He especially values the 18 | APRIL 2011

| LANDSCAPE TRADES

information from the financial and human resources modules.

Taking citizenship to heart Wright’s management education did not stop with the CLP designation; he is currently active in two peer groups, including the Jeffery Scott program for the green industry. Wright is also a board member for the Centre for Family Business, a Waterloo association with over 70 member companies. The CFFB serves all small business sectors, and Wright values the contacts. “Business is business,” he says.

In addition, he takes advantage of education offered through Landscape Ontario.

Wright is a fan of the new Landscape Industry Certified branding for green industry

certification credentials. “I think the image is great.” Wright feels momentum toward CLP has leveled off, and that it’s important for everyone to promote at all levels; local, provincial and national.

What is professionalism?

Wright muses, “What makes me a pro? The level of work I stand behind, and push my employees to achieve. The way our company conducts itself. Our image.”

“Professional,” in fact, is the way Wright defines his business style. “I strive to work on my business, not in it.” He continually looks beyond day-to-day operations to build his profile.

Jo Taylor of Waterloo is a residential

Dave Wright believes the CLP study material provides a good baseline for understanding today’s business challenges.

Plan your CLP journey Take advantage of CLP training and exam opportunities across Canada — contact your provincial trade association for more information.

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April 29, 2011 Nova Scotia Agricultural College, Truro, N.S.

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July 21, 2011 Landscape Ontario office, Milton, Ont.

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customer of Wright’s, using both maintenance and construction services over the past sevenor-so years. From her customer perspective, she is totally on board with regarding him as professional. “He is very organized, and consistently requests customer feedback. I can tell he is very aware of his customers, he always gets back with me and is always available by phone,” Taylor says. She was impressed to receive a thank-you note after a recent project.

Setting himself apart was the first reason Wright cited for pursuing CLP accreditation, and his customer Taylor affirms that Wright’s company meets a higher standard. “My neighbours noticed the dedication of his crew.

They stopped by and said, we can’t believe how hard those guys work in the heat. I am proud to have selected them.”

The long run Outstanding customer service and working toward professional credentials indicate Wright looks at his business from a longterm perspective. Part of that longer vision is close monitoring of financials. Wright reviews reports on weekly, monthly, quarterly and annual intervals. He watches cash flow especially closely, and has devised a system to project receivables 12 weeks out. He grants, the further out the projection, the fuzzier it gets, but Wright credits his system with helping his companies through some tight times in 2009.

Wright’s successful example could well encourage more Canadian green industry managers to pursue the CLP credential. If that happens, Dave Wright will certainly smile. LT

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Looking for business in unlikely places The value of networking

By George Urvari

Go out and make your business better and do this by not spending time in the office or field.

Can this statement hold true? Have you ever looked at successful people and wondered how they do it? They seem to have lots of time to serve on association boards, do volunteer work, etc., yet they make tons of money and seem to have balanced lives.

The secret is, understanding the intangible nature of who you hang around with, and the impact it will have on you and your business.

Networking, in fact, is an opportunity to spend time with other successful people.

The old adage, “Winners hang around with winners holds true,” So what can you learn from other successful people?

• You can land work because successful people want to work with successful people.

• You can learn new things — tips on where to buy and who to work with.

• You can meet new sub-trades.

• You can create new business. opportunities because you have new ideas from new sources, and time to think about them.

• You can have fun doing it.

• You can get stock tips that can pay huge dividends.

• And the list goes on!

Other places to do business Examples of networking success I have come across while networking, and not necessarily in my business: • Go on association ski trip and meet a new opportunity that doubles the size of your business.

22 | APRIL 2011

| LANDSCAPE TRADES

• Do an association charity event and end up landing no-bid work.

• Join a golf club and end up landing millions in business deals while playing golf with new people.

• Sponsor your kids’ hockey or soccer teams and go to all the games — you will get business for sure.

• Give seminars at your local college and attract top talent to your company.

• Go to your local Chapter meeting and meet your competition.

• Parties — hold, and go to, parties.

The concept here is what is known as points of contact. The more people you know and interact with, the more chances you will have of getting the type of work you want. The more chances you will have to develop new types of work as well.

If you are keeping your nose to the grindstone and working, working, working, you will miss out on all that is going on around you. In my day, I have heard many an excuse that there is not enough time to network. If you do not make the time, you will never have the time and you will be absolutely correct in your observation — but you will never change.

Quid pro quo Some friends of mine are interior designers.

Coincidentally, I am building a new home.

I will be hiring them for my interior design work (I met them at my golf club). Ordinarily I would not hire them for interior design because I am cheap, and think I know what I am doing, but they too are also renovating.

This means their large landscaping job will be up for grabs when their renovation is

done. I suspect I will be getting the work. By working on cementing these relationships, I will likely guarantee my house will turn out better and these interior designers will not only refer me, but actually use me to landscape their own home. It’s a chance worth taking.

The Double referral In our market, we figure there are about 50,000 households worth doing work for. In other words, these people have the discretionary money to spend on landscaping. Consider the concept of the six degrees of separation. If you are hanging around with one of those 50,000 people, the chances of you then knowing someone who knows someone is actually quite large...and so goes the cycle of referral.

Think outside the box Networking is the indirect way to get business that’s better and more fun than some other forms of marketing. In fact, it’s a great way to make new friends and broaden your horizons.

It is the only way to get your head out of the sand and see the bigger world around you. Go out and network.

George Urvari has been a partner in a Toronto-based design-build landscape firm, for over 20 years.

Slash waste, boost profits How successful companies replace

time spent on waste with billable work

BY MARK BRADLEY

We all want to maximize

our profits. The good news is that most contractors in the landscape industry actually have room to increase the profit line on their financial statements and, despite what many think, it’s not just about adding sales. The real ticket to boosting your profits lies in understanding, and maximizing, your capacity.

If you invoiced your clients for every hour worked with a proper allowance factor for non-billable hours included in the billable rate, and if all of the material, equipment, and subcontracting items were estimated properly on every project, then a gross capacity can be easily calculated for your company based on the total number of hours your company has available to bill its clients each year. Once you understand how to calculate your gross capacity, you’ll see the important role waste elimination plays in improving your numbers. Extra crews and more sales may increase your capacity, but it’s going to cost you at the same time. Waste elimination not only saves you money, but it earns you more money in the process.

In other words, it’s not just what you add to the pot, it’s also what you take away that counts. Eliminating waste, inefficiencies and mistakes allows you to spend more time on the work that you can charge your customers for — the billable work. Every hour saved from mistakes or unproductive

24 | APRIL 2011

| LANDSCAPE TRADES

time is another hour you can use to get through billable work.

The real costs of waste It has been my experience in working with hundreds of landscape contractors and dissecting their financial statements that the most common problem is efficiency.

Most companies I have worked with are astonished to realize they are operating at 50-70 per cent of their actual capacity. The unused capacity comes in many forms, but ultimately it is waste. To reach your full gross capacity, you need to rid your company of inefficiencies. Unfortunately, waste can be difficult to detect upfront. It takes some work on your part, and some serious critical thinking to identify and eliminate waste. To help you get started, here are nine different types of waste to look for: 1. Overproduction: Taking unneeded steps while producing the work and using the wrong equipment for the job. Examples include over-excavating areas, or spending too much time chipping or crafting stonework.

2. Waiting: Waiting for information, decisions, specifications, material, specialized skills, subcontractors or equipment.

3. Unnecessary transportation: Moving equipment, people, and materials more than required as a result of poor planning.

4. Excess inventory: Wasted inventory that doesn’t get used; bringing too much material to site resulting in loading, unloading, re-loading, and re-unloading.

5. Unnecessary movement: Results from poor work area design — wasted motion field workers need to make to reach material or equipment during production.

6. Defective work: Any work that needs to be re-done as a result of defects or changes in scope.

7. Extra processing: Unused paperwork and reports, relying on post-work inspections instead of proper procedures; unnecessary, inefficient processes.

8. Unused employee creativity: Losing time, ideas, skills, or improvement ideas by not engaging or listening to employees.

9. Saying ‘no’: Resisting change, ignoring waste, and not empowering workers to improve their work processes and procedures.

Eliminating these types of waste will help you reach your full capacity by turning inefficiency into profit. To help you get started, take a look at your workplace and, bearing in mind the nine types of waste just discussed, consider the different behaviors and practices that contribute to waste in your own company.

The lean landscape system A lean landscaping production system is a waste-reduction and continuous

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improvement system that will provide systems and processes to help landscape companies produce high quality services with an outstanding level of safety at a competitive price, while realizing exceptionally high profits and better worklife balance for the employees who follow the systems. We have followed these principles in our own landscape company for almost ten years, and have consistently improved profits and employee compensation packages while working less, year after year.

At the heart of lean landscaping lies your people and your efforts for continuous improvement. By focusing on these key areas of your business, positive change begins to take place rapidly.

People A well-planned hiring and recruiting system coupled with good training will help you find, hire and develop an empowered and capable workforce. The most important thing to remember here is TRAINING and INCENTIVE. If you want to see meaningful change, you need to get everyone understanding why the change has to happen and how it will benefit them.

People don’t resist change — nobody resists change when it’s a raise or promotion.

People resist change when they can’t see the benefit. You should have a plan, a system, and training in place to communicate the benefits.

Continuous improvement Continuous improvement allows your company to reach full capacity. A landscape company that operates at full capacity is capable of compensating its employees much better than the current standard in the industry. People enjoy working in professional, well-organized organizations that have systems and processes to make work easier and more predictable.

Organizations with systems and processes actually allow people a lot more freedom because the systems run the operation, not a “micro-manager.” Employees are empowered to make good decisions based on the fact that they have a framework to follow and a repeatable system to use when attempting to complete their duties.

26 | APRIL 2011

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Lean landscaping is founded on the following principles which will govern the way your company makes future decisions: 1. Long term decision making: All of your decisions need to be based on long term improvements, even at the expense of the short term gains that could be made using easier or less expensive solutions.

2. Create continuous flow in every process: Systems and processes used in your operation need to be linked together to allow your team to communicate and eliminate waste in the overall system.

Estimates are linked to budgets. Job planners (crew goals) are linked to estimates, job costing and accounting.

3. Material management system: By using a proven material management system, field personnel can manage their material requirements more accurately. Poor material management is often a major source of waste and a flow inhibitor.

4. Level out the work: By estimating and scheduling work using a proven system, a company can ensure that all of the work is being completed efficiently since it is much easier to manage the production needs.

5. Get it right the first time: By building a culture of stopping to fix problems as they occur and completing work properly the first time, a company naturally eliminates a great deal of re-work waste.

6. Standardized work: Creating standard operating procedures (SOPs) will increase quality and speed simply because your employees can make independent decisions and complete their tasks with confidence.

7.Use visual aids: Adding signs and labels in your facilities and organizing tools and equipment on the projects with visual aids will eliminate a great deal of confusion and waste.

8. Embrace technology: Using proven technologies to improve communications and obtain maximum efficiencies in all systems and processes.

9. Develop exceptional leaders: Hire and train the right individuals to supervise your people, implement the systems and build your culture.

10. Become a learning organization: By implementing the continuous improvement system and creating a culture of waste elimination, your team will crave training and education to improve themselves and the company.

Out with the waste, in with the profit Waste doesn’t just cost money. In fact, the cost of wasted time, equipment, and materials isn’t even the biggest cost. The biggest problem with waste is that it robs you of billable opportunity. Every hour that is not spent going back to past jobs and fixing errors and every hour that is saved by following more efficient systems is an hour added to potential billable work. Focus on improving your team and operations with proper waste elimination training and free up more time for billable work. At the end of the day, billable work generates the maximum amount of revenue, benefiting company profit and producing a higher cash advantage for wages.

While all this may seem like a large undertaking, I can honestly say that it can be fun and it is very fulfilling. This is something that has no beginning and end.

It’s something that will be with you and your company throughout your career. It’s a way of doing business. I can assure you that as a business owner if you are looking to make improvements in your work-life balance, while increasing your profits and company performance, this is the solution. LT Mark Bradley is president of The Beach Gardener and the Landscape Management Network. To learn more about waste elimination and understanding your capacity, visit www.landscapemanagementnetwork.com.

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legalmatters

Addressing risk: Fuel prices and material availability

BY ROB KENNALEY

Recent events in relation to fuel prices and materials availability lead us to once again revisit ways in which contractors and subcontractors can better manage the risk associated with these concerns.

As a starting point, it is important to understand that, unless the contract documents expressly provide otherwise and absent severe and unanticipated circumstances generally attributable to an ‘act of God,’ the contractor will assume the risk of materials availability or price changes in his contract. This is because a contractor is expected to satisfy himself in providing a price to perform his scope of work. In this regard, the contractor is required to anticipate, and include for, all of his costs of performing the work he prices.

Contractors can, of course, anticipate that gas prices may change. Accordingly, the contractor bears the risk of these changes, unless the contract expressly provides otherwise. If prices escalate, the contractor may not request increased compensation unless his contract expressly allows for such additional payments.

The assessment of risk under a contract is the same with respect to materials availability.

Examples of recent shortages include steel for construction and salt for use by winter maintenance contractors. Generally, contractors who agree to provide a certain scope of work must perform that work, and they assume the risk if, for whatever reason, they cannot do so. In this regard, contractors can anticipate that materials shortages could affect their ability to perform.

Exceptional circumstances An exception to this general rule can include circumstances where the price increases or materials shortages are due to what might be described as a ‘force majure.’ Force majure 28 | APRIL 2011

| LANDSCAPE TRADES

includes acts of God and any other significant event that was clearly outside the realm of what either side would have anticipated. They might include hurricanes and tornadoes, as well as civil insurrection or revolution, for example. Absent such unusual circumstances, however, force majure will not arise and the contractor will not be relieved of his obligation to perform due to materials shortages or price increases unless his contract has placed some, or all, of this risk on the other party.

Another exception would be ‘frustration,’ where it can be argued that the contract cannot be performed and is therefore ‘frustrated.’ The problem with such an argument is that if the ‘frustration’ can be anticipated, the contractor will generally be held to assume the risk of the shortage occurring. In such a case, the client will often be entitled to damages.

Anticipate changes in contract In the end, the best way to address the issue is to deal with it in the contract. With respect to fuel cost escalation, contractors can include clauses which provide that their contract price will change in certain circumstances. If the contractor is being paid monthly by way of a unit price, for example, the contract might provide that the unit price will increase by a certain amount or percentage during any month in which the gas price in the vicinity of the place of work exceeds a certain threshold per-litre cost. The contract might also provide that the contractor must provide evidence that fuel was purchased at the increased cost in the vicinity of the place of work before he is entitled to the extra payment. Even if the contract did not provide for this requirement, of course, the contractor should, nonetheless, retain this type of documentation to protect himself in the event of a dispute. A similar clause would provide that the contract price be renegotiated in the event that gas prices hit

so-much-per-litre in a certain area.

Where contracts have already been signed without such a clause, the contractor will not generally be entitled to additional compensation due to increased fuel costs unless force majure or frustration can be established, or the client agrees to a change.

While clients will not generally welcome such a change, they might consider it if they know the alternative is the contractor’s inability to continue to perform the work. This is something to consider in negotiating such changes.

With respect to materials shortages, contractors are generally well advised to include in their contracts a clause which will relieve them of responsibility where the material in question is not available.

These clauses should relieve the contractor of responsibility where the material is not commercially available at commercially reasonable prices. (This addresses, for example, the circumstance where salt is unavailable in bulk, but is available in small bags at the local store.) In addition, contracts can also provide that alternative materials may be used where the specified materials are not. The alternatives may be specified, at agreed upon prices, or the contract may simply provide that, in cases of shortages, alternatives will be LT negotiated.

Robert Kennaley of McLaughlin & Associates practices construction law in Toronto and Simcoe, Ont. He speaks and writes regularly on construction law and contract issues and can be reached for comment at 416-368-2555, 519-4263777 or at kennaley@mclauchlin.ca. This material is for information purposes and is not intended to provide legal advice in relation to any particular fact situation. Readers who have concerns about any particular circumstance are encouraged to seek independent legal advice in that regard.

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There are many roads

BY SEAN JAMES

to fuel efficiency (uh-oh, he’s in a punny mood today), and if we consider them all we can save a lot of fuel, reduce a lot of pollution and keep a lot of money IN our pockets.

Working locally, as opposed to driving all over the world, saves us in several ways.

Obviously there are fuel savings (and with fuel expected to rise cents per litre over the next year, this can be substantial), and reduced wear-and-tear on vehicles. If you live in a small town, there are insurance savings to be found by staying out of the big cities. Most significantly, having a crew of three off the jobsite for an hour can cost upwards of $300! The sooner they get on the job the sooner you start making money.

With traffic jams just when the crew is driving back and forth, this compounds the saving of working in your own backyard.

According to my old business partner who is very detail-oriented and a math wiz, using premium gas saves 25 per cent in mileage, and costs much less than 25 per cent extra. It also prolongs engine life, adds power and burns considerably cleaner, therefore saving the environment and your bottom line in several ways.

Newer engines are much more fuel efficient and burn more cleanly, so upgrading your fleet will do more than just reduce maintenance costs and improve reliability.

Hybrid pickups are finally coming on the market (GM has a very impressive model),

30 | APRIL 2011

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Photography: Bart Everson

Passing gas ...stations that are especially beneficial in urban environments. There are also Hybrid Electric Vehicle Technologies (HEVT) conversion kits you can buy for models which aren’t currently available in hybrid form. Ford features the new EcoBoost engine which is a six cylinder, but offers better power and fuel efficiency through turbo technology similar to that used in the new diesels.

New, clean-burning diesel engines are a vast improvement over old technologies. At Fern Ridge we use biodiesel, although it’s important to know that in the winter you’re burning a significantly lower proportion of biodiesel. The proportion is varied throughout the year because, on its own, biodiesel gels at low temperatures. Biodiesel is produced with very little energy input, unlike ethanol which requires a huge input to produce — not all biofuels are created equal. For convenience’s sake, companies will deliver biodiesel to your yard in bulk.

Using alternative fuels and hybrid vehicles are huge marketing opportunities, since many of your customers and many more potential customers are very environmentally aware and want to deal with like-minded contractors. A sticker on your vehicle stands out and shows people you’re one of the ‘good ones.’

One of the big challenges our industry is working on, although it does take a bit of discipline and education, is to make sure vehicles are not left idling. For now, a

simple sticker on the dash will help remind the crew to shut off the truck whenever possible. There is an exception. According to Billy Eaton at Gallinger Ford in Milton, Ont., “Diesels with a turbo system need to cool down prior to shut down, or it will damage the bearings in the turbo system.”

This is definitely a requirement if you have just done a heavy haul or come off the highway. Idling for two to five minutes should be more than enough. Should you be leaving from your current spot within a 10-15 minute time frame, it may be suitable to simply leave the truck running, as you will likely burn MORE fuel restarting the truck than if you just left it idling. Look for more information over the coming year on Landscape Ontario’s Green for Life antiidling campaign.

Simply educating employees to drive efficiently — “Plan ahead to stop. It’s NOT a sports car so don’t gun it off the light!”

— will help with safety, wear-and-tear, insurance rates and fuel efficiency!

There are many ways to save money and the planet. A bit saved here and there helps LT everyone out.

Sean James is owner of an Ontario-based environmentally-conscious landscape design/ build/maintenance company. In addition, he is an eco-consultant and a popular speaker.

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Old-time forgotten favourites

BY DAVID VAN DE VEN

Over the past twenty years (give or take, of course), so many new herbaceous perennial plants have been introduced, inevitably many of the old-time favourites have become forgotten.

Truthfully, many of the old-time perennials should be forgotten, many were overly aggressive or melted in the summer heat, certainly of little use in the professional landscape design. However, a substantial list of plant material seems to have been overlooked. simply because of new introductions.

If I look back to our catalogue from the mid-1990s, we listed only two Heucheras, H. ‘Palace Purple’ and H. ‘Bressingham Hybrids’.

I would no longer recommend either for professional planting, although one variety still seems to be used all too often. Our list this

year includes upwards of 40 Heuchera cultivars, all carefully selected and trialed, and yes, H. ‘Palace Purple’ is still in the line-up, but not because I like it!

Aconitum (monkshood), Campanula (bellflower), Chrysanthemum (including sub-species like Leucanthemum)and Delphinium are just a few examples of under-used, old-time favourites. Breeders have improved many and some have even been marketed successfully.

But in some cases, in my opinion, the older varieties are still superior choices for the professional landscape. Here are a few suggestions, LT and there are many more that just won’t fit on this page.

David Van de Ven is a perennial grower in Mount Albert, Ont.

Aconitum Monkshood

Iris sibirica Siberian iris

Aconitum is known as a blue/purple flower because most cultivars offered for sale fall into this range, but it is also available in shades of white/pink and yellow. Regardless of colour, all are excellent plants for the professional landscape, as long as located away from any edible plant.

Make no mistake, all parts of this plant are poisonous to mammals. I cannot think of a mammal (domestic or wild) that I have seen eating this plant. Animals quite simply leave this genus alone, so if deer, rabbits or squirrels are a problem where you are, it may be another reason to Photo Credit Walter’s Gardens plant Aconitum — no nibblers will mess with it. Monkshood is a very upright, stately plant with excellent growing habit that flowers from mid summer to fall, and prefers full sun. Zone hardy to two or three and typically grows 80 to 140 cm tall, depending on species. Water requirements are in the normal range, but it does prefer moist soil. Although I haven’t seen it for many years, I do remember seeing large groupings of this plant in a professionally designed garden — unbelievable! Ideally, it should be planted in the background in a location that its late-summer flowering period can be enjoyed. Some specific recommendations would be A. x cammarum ‘Bicolor’, A. carmichaelii ‘Arendsii’ and A. henryi ‘Spark’s Variety’.

I know, I know — in a previous article I mentioned greatly preferring Iris ensata (Japanese iris) to the ever-popular Siberian iris, and that still is true. However, Siberian iris does still have great potential for the professional landscape, and typically the price is a little better for the Siberians. I do have to admit, though, that I would not recommend many of the newer introductions to a professional. I still prefer the older varieties of Iris sibirica — much stronger flower colour is my reasoning. Many of the newer varieties appear with wishy-washy flower colouring; look closely and you will notice some great markings on the petals (typically the tetraploids), but from a distance the colour does not stand out.

So I’d recommend planting some of the older varieties (I. sibirica ‘Caesar’s Brother’, I. sibirica ‘Ruffled Velvet’ and I. sibirica ‘Snow Queen’) in larger groupings if the space allows. Plant the newer varieties, paler colour but just as vigorous, in smaller gardens or as a focal point. All Siberian iris are rated zone three, prefer full sun (will do in partial shade) and moist soil conditions. They will grow 70 – 90 cm tall, depending on selection. Keep them in the gardens, as flowering time will be very shortened in a container. This is still a great plant with many uses in the professional landscape.

Continued on page 34

32 | APRIL 2011

| LANDSCAPE TRADES

Photo Credit Walter’s Gardens

Phlox subulata Creeping Phlox I’m not going to go into long detail about this old favourite; as a professional, I assume that you already know about this one. But some varieties are much better suited for the professional landscape design based entirely on growth habit. There really haven’t been any major improvements in breeding on Phlox subulata lately. I’m not sure if it is simply because of over use many years ago, or if nothing new has been introduced that is different and improved. Creeping phlox are generally categorized by colour groups, but in my opinion these groups do not exactly have strong division lines. Many of the blues cross into the pinks which cross into the reds, and don’t even mention the whites! Categories aside, there are strongly-coloured varieties that do have excellent growth habits

Get T S I E R and get it RIGHT!

suitable for a professional landscape design. Creeping phlox grows 10-15 cm tall; plant them in large masses for the ultimate show. Containers will work too, but flowering time is relatively short. I prefer P. subulata ‘Dirigo Arbutus’ — considered to be lavender when in flower; P. subulata ‘Emerald Blue’; P. subulata ‘Millstream Daphne’ — intense pink blooms and P. subulata ‘Snowflake’. I prefer these selections for their nice, tight growth habits, their appearance in the warmer summer months and low maintenance requirements. All are hardy to zone two, need full sun and well-drained soil. Certainly an old favourite worthy of making it back on to your professional plant list.

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34 | APRIL 2011

| LANDSCAPE TRADES

100 Union Street, Elmira, Ontario, Canada N3B 2Z2 Tel: 1-519-669-1501 Toll-free 1-877-467-3478

Natural-looking projects, fast and simple.

Now with more options in 2011.

Rosetta® professional landscaping systems combine the look of natural weathered stone with the advantages of engineered concrete products. So now you can offer unique, easy-to-install solutions for walls, steps, walkways and more.

Visit brownsconcrete.com to find your nearest dealer and discover all the benefits of the Rosetta® line.

brownsconcrete.com

Below: Dimensional Wall – hand hewn texture on five sides, endless opportunities.

Top right: Grand Flag – pattern design and uniform thickness make construction a breeze.

Top middle: Belvedere Fire Pit – everything you need, including the metal ring, in one simple package.

Top lower: Dimensional Flagstone – six sizes on each layer allows for multiple laying patterns.

newproducts Permeable grass grid

GrassGrid reinforces grassed or gravel areas allowing traffic without excessive erosion. Runoff is reduced as water flows through the surface.

Manufactured from 100 per cent recycled plastic, with an open area of 90 per cent at surface for maximum grass coverage and drainage, GrassGrid can be used with gravel or grass. It is rated to withstand loads up to 28 tons per square foot.

ACO Systems www.acocan.ca

Dark limestone

Black and brown limestone is now available as random steps, oversized flagstone, landings and guillotined steps. Natural stone comes in large ready-to-use flat pieces, random steps are three to 10 ft. in size. Landings are six to 15 ft. long, four to eight ft. deep. Guillotined steps are three to 12 ft. in length.

Horticultural Marketing 800-311-3157

Drainage mats Waterfall and skimmer Atlantic’s new Oasis waterfall and skimmer offers the perfect balance of features and performance for professional contractors.

The Oasis series has exceptional strength and durability in a compact consumer size for smaller installations. Pump and filter have a flow range of from 1,000-3,000 gph.

Linzel www.linzel.ca

Cargo net

DrainMat is the ideal solution to protect entrances from water and debris, and to meet the demands and budget of the residential customer. Bases are available in polymer concrete, or plastic base with choice of grate styles; aluminum and rubber mat, galvanized mesh mat or stainless wedge-wire mat. Can be used individually, or grouped for commercial applications.

ACO Systems www.acocan.ca

Tinted paver sealant

Flexi-Shelf Systems introduces the Gorilla Net cargo-restraint net developed specifically for commercial light- and medium-duty open bed trucks and trailers. The Gorilla Net has a work load limit of 1,500 lbs., and has an integrated mesh net that ensures haulers a safe and secure method to secure an entire load with very little effort, in compliance with all tie-down rules.

Flexi-Shelf Systems www.flexi-shelf.com 36 | APRIL 2011

| LANDSCAPE TRADES

Techniseal announces the launch of a line of tinted paver protectors called NuLook.

NuLook is a tinted sealant made from acrylic, urethane and nanocrystal pigments.

This semi-transparent coating is designed to change the colour of pavers and poured concrete. It is ideal for rejuvenating older pavers that have suffered the effects of time and neglect. NuLook offers protection against weathering and staining.

Techniseal techniseal.com

Clamps Bora, a product division of Affinity Tool Works, offers a complete line of Pistol Grip Clamps. Ideal for a variety of clamping and spreading applications, Bora clamps are a useful addition to any jobsite. Designed to provide a greater pressure-weight ratio, the pistol grip clamps are lightweight, yet offer superior clamping pressure and force. A leaf spring mechanism allows for greater clamping pressure, while the specially designed V-groove cushions provide no-slip clamping on pipes and other rounded surfaces.

The reversible head allows for both clamping and spreading, increasing usability and versatility.

Affinity Tool Works www.affinitytool.com/bora

Permeable paver system Storm water runoff causes pollution in rivers and streams; a new permeable cobble system can help to preserve water quality. The cobble system permits rain water to be absorbed by the ground underneath, while still managing to provide a stable surface for vehicles.

Horticultural Marketing 800-311-3157

LED engineered wall light New from Cast is the LEDengineered wall light, CEWL1LED1.

This solidbronze landscape lighting fixture features a water-resistant, replaceable integrated LED module housed in a glass-enclosed compartment. With a limited lifetime warranty, it is the most rugged and durable of its type.

Cast lighting www.cast-lighting.com/products

IT’S NOW 60% FASTER THANKS TO YOUR QUICK THINKING.

Wh it comes to mid-sized skid steers, speed equals productivity, and you were When fast to ask for more of both. Now you have it at the push of a button, with the new fas two-speed option on the John Deere 318D and 320D Skid Steers. Top speed is now tw 11 miles per hour, allowing you to make quick work of light hauling and snow removal, as well as moving from one site to another. So no matter what your job is, if you would like to do it up to 60% faster, see your John Deere dealer or call 800-503-3373. wo

YOU’RE ON.

TM

www.JohnDeere.com/rentability

newproducts Pond filters

Patio heaters

Danver stainless steel cabinetry announces its new EvenGLO line of commercial patio heaters. The EvenGLO by Danver employs a patented double reflector design to direct even temperature over a greater distance; up to 58 per cent greater than conventional, umbrella-style heaters. Guests no longer have to huddle together under the heater for warmth. The patio heaters feature a green light on-switch with the two-stage controls, weighted stability plate base, tip-over safety switch and ball bearing wheels. Select from either natural gas or propane.

Danver www.danver.com

Suspension kit for trucks Firestone Industrial Products Company announces its new Work-Rite suspension kits to provide added support to trucks carrying extra weight on the front with equipment like snow plows and winches.

The Work-Rite suspension kit, an entry-level load management system, features micro-cellular

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urethane load-assist springs that are mounted to the vehicle’s frame to supplement its factory suspension. Most Work-Rite kits offer a no-drill design and can be adjusted by the end user for specific loading scenarios using spacers provided in the kit. The manufacturer promises an easy installation that requires only basic hand tools and takes less than an hour.

Firestone Industrial Products Company www.ride-rite.com

The new SICCE green reset pond filter introduces a new era in pond keeping. This new external pressurized filter combines mechanical filtration, biological filtration and UVC (10W-GR25 or 20W-GR40) to guarantee crystal clear pond water. The innovative design of the green reset makes backwash cleaning operations simple and quick with no mess. Available in two sizes, 18-in. dia. x 18-in. high for up to 2,200 gal. ponds and 18” x 28” for 4,800 gal. ponds.

Linzel www.linzel.ca

Landscape lighting Kichler’s new 2-in-1 stainless steel accent light is ideal for both in and out of water applications.

Features a rugged stainless steel housing with no penetrable points for water to get into the fixture. Fixture includes integrated driver and 25 ft. lead. Optional mounting accessories available. The new 15711SS model is 1.9-in. dia x 1.875-in. long, with a 60° beam.

Linzel Linzel.ca

On page 22 of the March issue of Landscape Trades, the website for the Online training modules was misprinted. The correct web address for LS LT Training is www.landscapesafety.com.

roadtosuccess

Getting your message across

BY ROD McDONALD

We have a 16-year-old, very opinionated orange cat who allows us to share a house with him. He developed a rash on his chin and off to the vet we went. He was less than thrilled to be in his kitty carrier and if he could write, I would be facing charges before a tribunal, somewhere.

The veterinarian said my cat had feline acne, something I had never heard of before.

She gave him an injection of antibiotics, and then she gave me instructions regarding his care. I was paying the bill and the receptionist pointed out the care instructions were printed on the receipt itself. This was new, at least at my vet clinic.

I thought to myself that this confirmation of instructions in a written form was brilliant.

For years, I have maintained that no matter how clear you are with your information to customers, you have to realize that 90 per cent of what you have just told them will be forgotten or misinterpreted, by the time they reach the parking lot.

Often during a telephone conversation, I would ask the caller to repeat the information that I had just provided. I wanted to ensure they understood the key pieces. Easily half of the time, the responder would mix up the advice. Many people are not good listeners.

Most of us are much better at following instructions that have been written down.

This is why my wife gives me a list when she sends me to the grocery store.

At my garden centre, I gave clear instructions to a customer regarding the application of a chemical. I told him not to water for 24 hours after application. A week later, he was back complaining that the product did not work. I asked him how he 40 | APRIL 2011

| LANDSCAPE TRADES

had applied the product and he told me that he had done, “Just what you told me to do. I put it on, and then I immediately watered.�

organized. I have advocated for years that garden centres and greenhouses should be providing seminars for their customers.

Handouts provide clarity This scenario has been and will be repeated at every garden centre and greenhouse in the country, this season and next. So, if we know that listening is not a skill possessed by many people, then why are we not providing more handouts and written instructions with purchases?

At my local pharmacy, each time a new prescription is filled, the printer linked to the dispensing computer kicks out a page of patient information about the drug.

There is information regarding how to take the medication, what to do if a dose is missed and a list of possible side effects. This written information reaffirms the advice provided by the pharmacist. No doubt, the pharmacy has found that this dispensation of instructions has reduced the misuse of drugs and the number of phone calls for clarification.

If a garden store is computerized on its front end, then how difficult would it be to provide the same service, or as an alternative, a series of one page handouts answering basic questions?

The instructions that appear on many garden care products are often too small for most of us. At other times, the label instructions are so general or written with more input from the legal department than from the horticultural people.

Gardeners are starved for good, basic information. Even those who we would classify as expert will attend seminars and other educational events, if properly

Offer short, frequent seminars For seminars to be most effective, they must be held on a regular basis. Holding one or two every spring does not qualify.

My advice is to hold seminars at least once a week during the busy season and then every second, third or fourth week during off-season.

Seminars should be 30-45 minutes long.

If you have a presenter who is a yapper, you will notice a loss of audience as the hour mark approaches. Three years ago, a group I belong to held a function. There were 350 in attendance for the supper and a speech that was supposed to run for 30-40 minutes.

The speaker, showing totaly disregard for his audience, went an hour and a half.

During that time, he repeated himself on several points and wandered off topic. At the end, his audience had dwindled to seven.

Amazingly, he did not get the point, even as people stampeded from the room.

During a seminar, it is imperative to have either slides or a demonstration table. If we are talking about geraniums and their fertilizer requirements, it makes good sense to have both on display. We purchased a chalkboard and used it as a back drop to our seminars. We found it to be useful. Keep in mind that a seminar should never be used as a selling mechanism. If so, the audience will be alienated.

Handouts are mandatory for a seminar and your business name should be prominent.

Remind them who the expert really is in this world (and it’s not the box stores.)

Prepare your handouts in point form and keep them readable. Do not use technical language, and if you must, then always provide the definition. We had a lawn care pamphlet that provided basic information on mowing, watering, and fertilizing. It was nothing fancy, just basic information. Over the years, I saw that pamphlet stapled inside garage walls all over the city. Homeowners liked to keep it handy and there was my company name, displayed prominently at the top.

Another thing I insisted on was that just about all of our seminars were presented by the staff. I do not believe in hired guns or outside experts. Though, I admit I did make an exception every now and again. I firmly believe that you should utilize the expertise of your staff and point out that the seminar presenters are not going away. They will be at your place tomorrow, the next day and for the foreseeable future. This is strong selling point for you. The problem with hired guns is that the people they attract are drawn by the expert, not your business.

And what good does it do you if that hired gun is down the road at another place the following week?

Follow the KISS principle Last but not least; the key to a good seminar is to keep gardening fun and easy. How many times have you seen a seminar presenter who complicated things? You do not want your audience thinking that gardening is so complex, that they will never be able to do it.

My favourite phrase when I presented was: “This is so simple, so easy to do, anyone can do it. Let me show you how.” There is money to be made in keeping things simple.

In 1982, I spent a week at a course with Danny Sinclair from Calgary’s Golden Acre Garden Sentre. What I remember the most from our time together is Danny saying, “Gardeners are gluttons for information.” It is true, and the more you take advantage of that, the more successful you will be.

With the electronic age and what we now call social media, there are even more avenues for us to stay in contact with our customer base. It is so much cheaper and easier to stay in touch compared with the old days, when we would send out a mailer

once or twice a year. Even though I have sold my garden centre, I have kept one foot in the trade. I have been producing a blog called The Garden Report and it is read by around a thousand people, many of whom are former customers. If you want to read it, it is available online at www. rodsgardenreport.com.

While I am not an expert on serving customers with the new media, I am familiar with what exists in the marketplace. I am surprised at the number of businesses that have set up web pages, but have never maintained them. One of our local boxing clubs provides information that is four and five years old. I have visited web pages, clicked on the contact us button, and sent in a request for information, and never received a response. Perhaps you might think that it was some mom-and-pop operation that failed to respond, but think again: the Lexus web page did not respond, nor did the local Honda equipment dealer (I wanted to purchase a lawn mower) and

the largest hotel in my city (I wanted to make a booking for a Christmas dinner). Wow! What is the point of having a web page with outdated information or not responding when an inquiry is made? This is the age of Twitter, when updates are coming to us at the speed of light, literally.

Staying in contact with your customer base has never been easier and it has been made cheaper, but it does take a bit of work and regular maintenance. Keep the information flowing and all of us can stay on LT the road to success.

Rod McDonald owned and operated Lakeview Gardens, a successful garden centre/ landscape firm in Regina, Sask., for 28 years. He now works full-time in the world of fine arts, writing, acting and producing in film, television and stage.

Markant by ACO HexaDrain

HexaDrain is an innovative plastic residential trench drain system.

Ideal for use in residential driveways, patios, walkways or pools.

Brickslot

HexaDrain Brickslot provides a discreet slot drainage system for domestic paver installations. Ideal for use in residential driveways, doorways, patios, walkways or pools.

DrainMat

DrainMat is the ideal solution to protect entrances from water and debris.

DrainMat can be used for residential and commercial use to protect from rain, snow, sand and everyday debris.

ACO Systems, LTD. (877) 226-4255 www.acocan.ca

Check with your local landscaping yard for availability or contact us for supply information

APRIL 2011 | LANDSCAPE TRADES |

41

newbrunswickupdate

Landscape New Brunswick has run its popular All Commodity Education Session for nine years.

Held in February, it is a two-day workshop for owners and managers offering general as well as sector-specific breakout sessions.

Landscape New Brunswick partners with Landscape Nova Scotia and Landscape Newfoundland and Labrador to produce Hort East each November. The trade show attracts over 100 exhibitors, and conference features a variety of expert speakers.

Landscape Trades devotes space in each issue to provincial association news. This month features Landscape New Brunswick.

Landscape New Brunswick is developing a reputation for delivering much-needed and welcomed training and education to its members.

Over the course of this past winter we have presented many successful programs that were well attended, moderately profitable, and highly rated by those who attended. Our education committee hosted Xeroflor’s green roof seminar, Quality Concrete’s Precast modular block workshop, and our Working Safe information session, among other things. Our ninth annual All Commodity Education Session (ACES) event was the best ever, with over 75 people attending the two-day event, offering such diverse topics as technology, wetlands development, sustainable landscaping, legal obligations for hiring/firing and new plant introductions. Our IPM symposium had so many people in the room, you could hardly close the door.

As of this writing, we have just completed our first season of block training for the Red Seal Landscape Horticulture trade. From what I personally witnessed, the level of training that we delivered was top-notch, and is a testament to both the industry knowledge and teaching skills of our own tradespeople. Ben Scholten CLT and Karen Carrier have put a great deal of effort into this, and the board would very much like to carry them around the province on their 42 | APRIL 2011

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shoulders, but they probably won’t. The directors in fact are extremely pleased and proud of the establishment of our own Landscape Horticulture Training Institute, and are setting plans in place for next year’s training (blocks one and two).

There have been challenges bringing all this to fruition. Spreading the word to membership, and clarifying how this level of training fits within our industry and how it relates to Landscape Industry Certification, has been a task in itself, further complicated by the short timeframe that everything needed to fall into. Next year, we anticipate a great deal of our seasoned members (not a barbecue term) coming forth as journeypersons, and selecting employees as candidates for apprenticeship.

Brent Ayles CLT has been a real champion for industry certification here in the province. Indeed, as the Atlantic Region Certification Committee (ARCC) chair, his enthusiasm and that of the ARCC touches all of Atlantic Canada. There is another round of testing coming up at the end of April in Truro, N.S. At our AGM, back in December, we welcomed several new board members. Ben Scholten, Karen Carrier, Dave Milburn CLT, and Joey Wynberg CLP CLT, stepped up to the plate. We’re very lucky to attract this calibre of players, as they’ve all been around the league for some time, and have much to offer. Neil Pond is our new president, and we are already reaping the benefits of having him at the helm. Neil is very well spoken when it comes to articulating the issues and challenges of the

industry, and has already arranged meetings with two provincial ministers (Natural Resources and Environment), and has told them our compelling story.

P.E.I. has formed its own chapter, and that is good news for industry people on both sides of the Confederation Bridge. Cyndy MacCormac is the chair of the chapter and has been an integral part of its success. They are running a couple of training sessions this winter, and the initial registration numbers are very encouraging, as is the interest among landscapers, growers, garden centres and municipalities on the Island. Lots of potential there, and the right people are in place to keep the ball rolling.

I can’t divulge the winners of our Awards of Landscape Excellence, but I can say we have the most entries ever, in all 10 categories, and the results are back from our esteemed (not a cooking term) judges: Dave Carmichael, Brian Parker and Garth Nickerson. Our gala was March 26 in Moncton. As usual, I’ll be on the dance floor, with everyone looking on in awe.

And finally I can tell you, that, thanks to our honorary Maritimer Rebecca Doutre and her travelling HortEast Committee troupe, we are already looking forward to Moncton in November (21-23). It’s still in the planning stages, but already LT it is shaping up to be a great show.

— Cheers from Seth Marriott