news
San Diego Dealer Goes the Extra Mile for the Troops
For most of us, the day after Thanksgiving is a time for more football, maybe a trip to the mall or just hanging out with friends and family. In San Diego, Darles Wilde, CEO of ABI Office Furniture, spent her day just a little differently. Starting at 8:30 a.m. and working through until 5 p.m., Darles and her fellow volunteers at the America Supports You non-profit put together some 150 care packages destined for Army and Marine soldiers serving in Iraq and Afghanistan. There was nothing really special about most of the contents: plenty of travel-sized sunscreen and lip balm, candy and other snacks, books and magazines, even some toothbrushes, razors and shaving cream. Also in the boxes were messages of support and encouragement from local schoolchildren. But for the brave men and women serving on our behalf thousands of miles away, those packages came with a whole lot more. “My father served in the Air Force so we know what it’s like being in harm’s way in a distant country and not hearing much from the folks back home,” says Darles. “This is our way of letting them know they aren’t forgotten and that we’re here for them and doing what we can to make their lives a little easier.” Darles and her fellow volunteers started mailing care packages about a year ago. They work from a list of authorized items provided by the Pentagon and send their packages to designated officers or chaplains in Iraq and Afghanistan who make sure they go to soldiers who otherwise would not be receiving mail. Over the past year, support for the effort has been growing dramatically, Darles reports, and she gives special credit to industry reps Bruce Hobba and Mike Baden of The HON Company and Peter Barron of OMNI Pacific for their generous contributions. “Items like sunscreen or candy may not sound like much, but they mean a lot to our soldiers,” says Darles. “We’ve received some moving letters from troops in places like Bagram who tell us how much they appreciate the packages we send, but they’re the ones who are really special and all we’re doing is giving them the support they deserve.” If you’d like to join Darles and her fellow volunteers in support of our troops in Iraq and Afghanistan, she’d love to hear from you. Just drop her an e-mail darles@abiofficefurniture.com to get started.
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When the Going Gets Tough, the Tough Make Sure They’re Planning! If you look at nothing else in this month’s issue, please find some quality time to read Bill Kuhn’s column on planning. As Bill himself notes, office furniture dealers are finding themselves in an environment where survival of the fittest is truly the order of the day. The industry has never been particularly tolerant of “seat of the pants” management but today, the margin of error is narrower than it’s been in a long time. If you want your business to be among the survivors and ready to ride the wave when the market does finally turn around, now is the time to be doing something about it. And Bill’s column provides about as comprehensive a guide to what’s needed as you’re likely to find. If you take Bill’s message to heart, you’ve got some work ahead of you. Under four different headings—Strategic Thinking and Planning; Marketing, Sales and Branding; Financial and Operational; and People, Leadership, and Culture—he poses 50 challenging questions and getting the answers right for your dealership will take time and a company-wide effort. But given what’s at stake, it’s time and effort well spent. Again, to quote Bill, “While the current environment is one of uncertainty, confusion for many, and even chaos and crisis for some, this is exactly the time when opportunities arise. What I said at the beginning of the year in January bears repeating: ‘Even in tough markets, opportunities arise and a properly run business can thrive in a recession.’” None of us expect next year to be much easier. But with the right planning and preparation today—and a recognition that whatever we put together today will need to be fine-tuned and adjusted as market conditions change—there’s no reason why the well-run dealership can’t find opportunities next year and position itself for a return to growth and prosperity. Simon DeGroot Editor in Chief OFDealer
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Dealer News } continued from page 2 Milwaukee Dealer Makes the Right Connections on LinkedIn.com In March of 2008, Wayne Breitbarth found himself stuck in a hotel room in Holland, MI, with time to kill after a meeting he was due to attend was canceled. Just out of curiosity, he started playing around with LinkedIn, back then one of the rapidly emerging new online social media tools for businesses.
outstanding opportunity to promote his dealership and present it as an expert resource for 21st century knowledge workers.
Two hours later, Wayne, president of M&M Office Interiors in Pewaukee, WI, was a convert. “I saw how powerful it was, bought a few books to learn more and before I knew it, mild interest became a hobby and my hobby became a passion,” he recalls.
“I’ve got the highest profile of any office furniture dealer in Milwaukee history but unfortunately, it happens to be in the worst office furniture market in Milwaukee history,” he says with a wry smile.
Today, Wayne has over 900 direct connections on LinkedIn and they lead him to more than 3.8 million contacts on the third-level of the site! Wayne has also transformed himself into an expert consultant on LinkedIn, helping other entrepreneurs like himself figure out how to make the most of what it offers. Since hosting his first LinkedIn workshop at the M&M showroom about a year ago, Wayne has made over 110 presentations and reached more than 4,500 people. Along the way, of course, his workshops also have provided an
With future plans calling for more LinkedIn workshops, a dedicated web site, a how-to book and more, Wayne’s online profile isn’t about to get lower any time soon and when the market does finally begin to turn around, at least some of those 900-plus direct connections will hopefully open their checkbooks again and start sending some business Wayne’s way. Meanwhile, you can check out Wayne’s own LinkedIn public profile for yourself at www.linkedin.com/in/waynebreitbarth.
Ohio Dealer Helps ‘Connect the Dots’ to Give Back to the Community If there’s one key indicator of a successful entrepreneur, it’s the ability to find opportunity and value in even the most difficult circumstances.
greater demand than ever and their resources are being squeezed like never before.”
Like many dealers, Darla King and her team at King Business Interiors (KBI) in Columbus, OH are facing a challenging market with too few buyers and too many customers with unwanted office furniture on their hands.
Organizations that have benefited from Darla’s efforts include the March of Dimes, Habitat for Humanity, free medical centers, schools and more and the list of participating donors reads like an Ohio business Who’s Who’s, with names like Lane Bryant, Honda of America, Verizon, AEP and others on the roster. And in most cases, KBI will provide design, delivery and installation at no charge as their contribution to the effort.
Bad news? You bet! But that doesn’t mean the current situation is totally without opportunity. That’s where Darla’s “Connecting the Dots” program comes in. For no other reason than it’s the right thing to do, Darla’s dealership “connects the dots” between customers looking to unload surplus office furniture and local non-profits, schools and other deserving organizations in need. The program itself is not new—Darla connected the dots for the first time about four years ago—but it’s become particularly relevant in the past year or so, as customers downsize and as local charities find their budgets under increasing pressure. “There’s such a need for our products among non-profits in the community right now,” Darla reports. “Their services are in
There’s also an environmental side to the program, of course. KBI has a strong ongoing commitment to the sustainability movement, having sent over 170,000 lbs. of cardboard, steel, plastic, wood, aluminum from its warehouse operations to local recycling operations. “Connecting the Dots” supports that cause too, and Darla estimates that in the past year alone, the program has helped find a useful home for over 10,000 lbs. of furniture that would otherwise have gone to a landfill. continued on page 5
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Dealer News } continued from page 3 “It’s the kind of program where everybody wins,” she says happily. “Our customers get to send product that they don’t need to a worthy cause; local charities are able to fulfill their own mission more effectively and our people have the satisfaction of knowing they’re giving back and helping people in need,” she explains. And if it helps strengthen key business relationships for the dealership at a time when they’ve never been more important, that’s good too!
New Home for Jacksonville, FL-based Perdue Office Interiors In Jacksonville, FL, Vince McCormack and his team at Steelcase dealer Perdue Office Interiors have just about finished unpacking the last of the boxes after moving to a new 9,000 sq. ft. showroom location in the city’s downtown.
Kansas Dealer Hits the Headlines in Local Business Publication In Kansas City and St. Louis, some 10,000 readers of the Midwest Commercial Journal (MCJ) know a whole lot more about Lenexa, KS-based Scott Rice Office Works, after reading a two-page article in the Journal’s December issue by Scott Rice VP and director of design services David Dieckman. In the article, titled “Change is Good,” David argues that traditional approaches to workspace design are failing to keep up with the requirements of new ways of working and new technologies. “No matter how well you plan the space an individual will work in, chances are that, for any given part of the workday, that space will be inappropriate for the type of work that needs to be done,” he maintains. The solution: A process he calls strategic thinking and planning, by which office managers and planners can leverage existing space to meet the overall needs of everyone who may use it. “We work very hard at being innovators and trying to interrupt people’s thinking in ways that go beyond just office furniture,” says David. “Contributing an article to one of our market’s leading business publications supports that effort perfectly and while it’s too early to talk about end user feedback, it certainly helps position our dealership as an expert resource on workspace trends and office productivity.”
The move represents a homecoming of sorts for Perdue, which started out in a downtown location back in 1916 and operated there until moving out to the suburbs in the mid 1980s. “We believe in Jacksonville and its potential to be a world-class city, so we wanted to be at the city’s business and cultural epicenter,” said Vince, a longtime employee who brought the company under local ownership when his partnership purchased it in 2007. Vince and his team settled on their new home, a former Woolworth’s five-and-dime store which also dates back to 1916, after visiting at least 20 other possible locations. “We wanted somewhere suitable for a working showroom that would highlight examples of office furniture and workspace used by Perdue’s own employees as they do their jobs,” he explained. “The building has all that, plus great historic value and our people are very excited to be here.” The move downtown has also garnered strong local support from civic leaders. “Encouraging business growth in our urban core, especially through relocation to that area, is critical to the future viability of the downtown Jacksonville community,” said the city’s Mayor John Peyton. “I am pleased that Perdue has chosen to relocate its offices to one of our most historic downtown buildings, and I hope its move serves as a catalyst for other companies to follow suit.” continued on page 9
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BIFMA October Orders & Shipments: Different Month, Same Story The Business and Institutional Furniture Manufacturers Association (BIFMA) released its October statistics last month and the basic pattern that has been in place since the summer remained pretty much unchanged. October orders fell 30%, compared to a 32% decline in September and a 33% shortfall in August. October shipments decreased 34% year-over-year, compared to a 33% decline in September. “All in all, the October data was about as expected,” commented analyst Budd Bugatch of Raymond James. “Year-over-year growth comparisons remain severely pressured due to broad economic weakness. That said, we are beginning to sense (if not yet actually see) some signs of light at the end of the tunnel.” Bugatch drew encouragement from the fact that for the second consecutive month, the year-over-year order decline was modestly smaller than the drop in shipments. He also pointed out the 30% decrease in orders for October was the smallest percentage decline since January, though admittedly against a relatively easy prior year comparable number. He also noted that prior year comparisons will get substantially easier in November and beyond (November 2008 orders and shipments declined 21% and 9%, respectively)—suggesting that we may have seen the last 30%+ order decline of this cycle. At the same time, Bugatch cautioned that prospects for an actual recovery in demand remain “murky at best” and suggested an industry upturn is likely to lag the broader economy by at least three to four quarters. He noted the service sector continues to shed jobs, though at a moderating pace, and said that while the AIA’s Architect’s Billing Index (which tends to lead non-residential construction by 9 to 12 months) for October was at its highest reading since August 2008, it remains below 50 (the line of demarcation between expansion and contraction).
“Given tight credit conditions and long lead times between planning and completion of new office buildings, project-related office furniture demand is likely to remain challenged for the foreseeable future,” Bugatch contended. “CEO confidence has rebounded from the all-time lows achieved earlier this year but remains well-below historic norms.” BIFMA also updated its industry forecast for this year and next. BIFMA now estimates 2009 orders and shipments will decline 30.5% and 30.2%, respectively, modestly better than its August forecast of 32.1% and 31% declines. Reflecting a difficult outlook for new office construction and expectations for a slow recovery in new hiring, BIFMA lowered its 2010 outlook, calling for a 2.3% decline in orders (compared with its previous estimate of a 1.9% decline) and a 4.6% drop in shipments, compared with the previous forecast of down 1.4%. BIFMA anticipates a return to year-over-year industry growth in the fourth quarter of 2010, one quarter later than its previous estimate.
United Stationers to Acquire Assets of OfficeSource Wholesaler United Stationers has announced an agreement to acquire certain assets of office furniture wholesaler OfficeSource. OfficeSource is currently operating under Chapter 11 protection and the transaction is subject to approval by the bankruptcy court and the satisfaction of customary closing conditions. United said it will retain key management and other OfficeSource personnel. “We are looking forward to an opportunity to enhance the value proposition for OfficeSource’s customers and to provide them with the resources and quality service that they need to be successful,” said Jim Fahey, United Stationers senior vice president of merchandising. “OfficeSource has created significant value for furniture resellers as a key wholesaler in the United States dedicated exclusively to commercial office furniture,” said Todd Elmers, president and CEO of OfficeSource. “This transaction will allow OfficeSource’s continued on page 7
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Industry News } continued from page 6 customers to benefit from the broad and highly relevant product offerings that United Stationers can offer, supported by the expertise of our knowledgeable sales team and customer service staff.” During the Chapter 11 bankruptcy process, OfficeSource will continue to operate as the company does today. United said bankruptcy proceedings are expected to take 45-60 days.
Configura Releases CET Designer Version 2.3 Dealer technology provider Configura has released Version 2.3 of its CET Designer design and specification software. “CET Designer 2.3 takes visualization and the virtual experience to a new level,” CEO Johan Lyreborn said. “If users and their clients have been pleased with CET’s 2D and 3D renderings, they are going to be amazed at the new fly-thru movie capability and the amazing realism offered by additional new features.”
Upgrades and enhancements include: n A set of new features in the Calculation dialog, new rendering options and the ability to place panorama views outside windows in buildings—enhancing the creative experience. n A free CET Movie Studio Extension that lets users create, edit and save movies in CET Designer, so they can give clients a virtual, 3D, fly-thru experience of their space. n Support for importing Google SketchUp objects with a new Extension developed by Configura. Users can choose from a library of objects that can be added to drawings for more realistic impressions. This Extension also is free to CET users. For more information, downloads and visuals, visit www.configura.com/cet23.
HON Launches New Seating Line, Revitalizes Washington D.C. Showroom Ignition is the name of a new seating line from The HON Company that, HON says, is designed to address “the total office seating needs of today’s value-conscious businesses.” “Ignition provides a complete solution,” said Fred Colony, HON vice president of seating. “Ignition’s exceptional breadth of function supports a wide range of users and applications, while its slim profile and clean, contemporary design easily coordinates with any workplace.” Created by designer Wolfgang Deisig, Ignition is offered in a wide range of upholsteries and the mid-back and low-back chairs are available in a mesh-back, as well. The Ignition seating family is also backed by HON’s Limited Lifetime Warranty. Products within the Ignition collection include: n High-back, executive, conference, work and task chairs n Mid-back conference, work and task chairs
n Low-back conference, work and task chairs n Task Stools n Guest and Lounge seating Separately, HON announced a new design for its Washington D.C. showroom, located just blocks from the White House, with a new space intended to bring a fresh, modern look and highlight the design and functionality of HON’s furniture. “The renovation of our Washington D.C. showroom presents great examples of HON furniture and workplace solutions and highlights the progressive nature of the HON brand,” said Betsy Hoye, national resource center, advertising and public relations manager. “The showroom’s redesign has turned the space into a flexible, sustainable pavilion that embraces the direction of HON’s new offerings. New design features reflect the future developments of office interiors, showcasing a strong, clean, modern appearance that was conceived and executed in partnership with the SmithGroup.”
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Small Business Healthcare Needs Take ‘Back Seat’ Again
With serious negotiations about a Senate compromise on healthcare legislation progressing between liberal and conservative wings of the Democratic Party, and with a House bill already passed (H.R. 3960), it is time for all office furniture dealers and other small businesses in our industry to ask: Will my company benefit from this legislation if it passes and is signed into law? The short answer is a resounding “NO,” unless rather substantial changes are made in both the approved House bill and the Senate Majority Leader’s draft bill now in the final stages of development. Regrettably, according to the Congressional Budget Office (CBO), proposed reforms of the small group insurance market in the Senate bill are expected to have a net impact of -1% to 2% on the future growth in premiums for small businesses. Moreover, the bill’s proposed “play or pay” mandate that would require employers to offer a yet-to-be defined minimum level of insurance coverage or face tax fines, and increased reporting burdens, will likely more than offset any modest reductions in premium growth generated through the expansion of the insured market and other provisions. The debate has entered a critical phase in the Senate. Our industry needs to carefully track the bill and communicate to all Senators the changes required to avoid damage to small businesses.
For more than a year, the Office Furniture Dealers Alliance (OFDA) has been active in a small business healthcare reform coalition led by the National Federation of Independent Business (NFIB). The coalition has advocated more extensive reforms of the small group market than contained in either the House or Senate bills, while also opposing the so-called “play or pay” mandates that both chambers have proposed. On December 10, OFDA signed onto the most recent coalition letter to House and Senate members, which highlighted the serious damage that these types of provisions would have on small businesses and their employees. Organized labor is opposing the Senate bill on different grounds, namely that the bill does not require large companies like Wal-Mart that rely heavily on part-time workers to be subject to the “play or pay” rules proposed for the new healthcare system. Hospital groups continue to oppose all provisions that could inhibit their ability to negotiate group rates with non-profit providers without linkage to either Medicaid or Medicare fees for service rates. The U.S. Chamber and the NFIB coalitions continue to advocate for greater reform that would make small group and individual insurance markets more competitive and help slow the growth of health insurance premiums. Other groups, such as the Business Roundtable (CEOs of the top 200 U.S.
companies) are working with moderate Democrats on amendments to add genuine reform provisions to the bill—such as a plan to create incentives for healthcare providers to move from a fee-for-service reimbursement model to one that rewards more efficient and effective care. Such amendments have expanding support in the House and Senate and deserve small business support, but they do not address small business concerns regarding new federal insurance coverage mandates. OFDA encourages all members of the office interiors industry to review the Kaiser Family Foundation’s recent side-by-side comparison of the approved House bill and the Senate Majority Leader’s proposed bill (please visit www.ofdanet.org and follow the link to this analysis). The compromise being brokered with Senate conservative and liberal Democrats was sent to the Congressional Budget Office on December 8 for a cost analysis. That report, expected within the next few days, will likely have a major impact on the ability of the Senate Majority Leader to bring his bill with new compromise provisions to the Senate floor for a vote. Since floor amendments to the Majority Leader’s final bill will require a 60-vote majority for approval, there is a major effort to achieve consensus on inclusion continued on page 9
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OFDA News } continued from page 8 of key amendments before the Majority Leader’s bill is brought forward for full Senate debate. Details of the revised Senate bill will be posted on the OFDA web site once they become public, but the broad outlines of the reported compromise are known: n Medicare coverage would be expanded to citizens age 55 or older who “buy in” to the program. The criteria for ‘buy in’, however, have yet to be confirmed and could be restrictive and thus have a limited impact on small businesses. n Expanded Medicare coverage would be structured to approximate current policies offered to members of Congress and federal employees and would
serve as a substitute for the controversial “public option” and state “opt out” provisions in the current Majority Leader’s bill. n Another proposed amendment to expand eligibility for Medicaid to 150% of the federal poverty line has been opposed by both moderate Republicans and Democrats and is now expected to be pulled from the Senate bill. n There would be no “public option” in the Senate bill, but the proposed expansion of Medicare—a system already facing insolvency in the not-too-distant future— would still expand the federal government’s role in healthcare and could further shift costs to
companies whose employees are insured under their own company plans. If the Senate leadership is able to win a cloture vote to limit debate and a motion to bring the bill to the floor, a variety of additional amendments will be offered, but very few are expected to receive sufficient votes to be included in a final bill. Now is the time for concerned companies within our industry to communicate their support for desired small group insurance reform provisions and opposition to federal mandates on insurance coverage that will impair economic and employment recovery by further burdening small businesses in our industry and others. Visit www.ofdanet.org for key documents and sample letters on this issue.
Dealer News continued from page 5
KEYS & LOCK CORES OVERNIGHT!
Office 48, Washington, DC Dealership, Hosts After Hours Networking Events to Generate Showroom Traffic In these tough times, innovative dealers find innovative ways to bring customers and prospects to their showrooms. Case in point: Bill Davis and his team at Office 48 in downtown Washington, D.C.
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Working in partnership with a local art gallery and bank, Bill and his team have put together a series of networking events, hosting after-hours receptions at their showroom targeting business prospects and the local A&D community.
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The receptions highlight the work of artist Antonio Carreńo and also help promote other local small businesses in the Washington, D.C. area.
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“Particularly in a down market, we need to be reaching out to touch clients and prospects in as many different ways as possible,” Bill contends. His networking events, which have drawn up to 60 people, provide an opportunity to do just that and raise awareness among potential buyers of the full range of products and services his dealership offers. DECEMBER 2009
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S A V E
T H E
D A T E
OFDA 2010 CONFERENCE
October 9-12 Hyatt Regency Coconut Point Resort and Spa Bonita Springs FLORIDA
By Trish Brock
Everybody Wants One! Intentional or not, you have a brand and are known for something. Is it what you think it is?
It’s probably every dealer’s dream to have their brand readily recognized, particularly in this challenging environment. Most will agree that while desirable, creating a powerful brand is complicated and tricky. One reason it is so challenging is because it is often assumed that a logo is a brand and stating a claim makes it true, when in fact, many dealers are not sure what makes them different. Some even go so far as to make something up. If it sounds good to them, then it will sound good to the market, right? Well, not exactly. When thinking about brands, many assume it is the logo, seen frequently, that is defining the brand and therefore propelling success. Seeing a name and logo repeatedly certainly helps with company recognition, but the more important issue at hand is what emotions, perspectives and assurances come up for buyers. continued on page 12
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Cover: Brand } continued from page 11 When they see brand names like yours, what does it represent? Quality? Consistency? Innovation? Service? Professionalism? Customer oriented? Easy to do business with? Getting your name out there isn’t worth much if a positive experience is not associated with it. The emotions that brands bring up are the result of the experiences buyers (and others who know them!) have had with companies. Do they deliver on their brand promise or, as with some companies, is their brand promise nothing more than a clever tag line with terrific graphics, minus an effective delivery process? We can all think of companies who fail to live up to their promises. The airlines are an easy example—when was the last time you flew the friendly skies? Customer service is an attribute that many companies both inside and outside of the office furniture industry talk about, claiming it is the focus of their organization and that they strive to be the best. But what exactly does that mean? How is that measured and by whose definition? And with competitors making the same claim, who do we believe and what makes them different from each other if they are all saying the same thing? No wonder branding has become such a daunting task. Because some believe branding is merely about visual representation, this leads them to consider branding superficial and give it a low priority. Big mistake. Visuals are important, but they represent only the tip of the iceberg. It is precisely in times like these that companies need a strong and authentic brand presence to set themselves apart from the competition. Buyers are looking for assurance, credibility and ways to sort through the chatter. History has shown that those who keep focused on marketing their brand during downturns not only fare better, but often gain market share that persists for years, if not decades, after the economy rebounds.
your brand is transmitted through every contact point with customers and prospects. Ultimately, a brand is the integration of multiple components within the organization; it is the sum total of all the parts. If the components don’t function together, the brand will be vague and unsustainable. It’s no wonder so many dealers struggle with their brand when many believe they are aggressively building one. Chances are good a few of the necessary parts have not been factored in. Intentional or not, you have a brand and are known for something. Is it what you think it is? Effective branding embodies the totality of your business: your corporate values, your interactions with customers and prospects, how well you deliver on your brand promise, dealer leadership, internal and external communications including
Values Integrity Relationships Leadership + Communication = Branding marketing efforts and the emotional relationship your dealership has with buyers. Understanding and then integrating all these parts will propel the development of a powerful and differentiating brand.
Brand – The Sum Total of Your Parts
Before you throw up your hands and cry “uncle,” take comfort, you are probably closer than you think to achieving a powerful brand identity.
Despite what many choose to believe, branding is not simply a dynamic logo and tagline. In fact, a brand is about everything your company stands for and how the market experiences you. A logo may represent the experience but
Below is a “parts list” with some thought starters. Like most, you will likely be great at many areas. But putting all the different parts together is what will set your dealership apart from the pack and help it become a powerful market presence. continued on page 13
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Cover: Brand } continued from page 12
“PARTS” LIST Current Brand – What Are They Saying? Start at square one. A brand must be built upon a solid foundation, so before a brand is developed, updated or scrapped, you must first know what your current brand is. And remember, it doesn’t matter what you think it is. Your brand is what the marketplace thinks it is. Assuming you know what they think will only tell you what you think. You need an unbiased reality check to know for sure. Without that, you could wind up developing claims and statements that are meaningless to your audience and which could potentially work against you, wasting both your time and money. But you won’t know for certain without asking.
Thought starters: n We have a clear understanding of what the market perceives our strengths and weaknesses to be, and appreciate how they compare to the perceptions of competitors’ strengths and weaknesses. n When we identify a negative aspect of our brand, we address the issue(s) as quickly as possible and do not ignore it. n We get unbiased, third-party feedback via research, interviews or questionnaires from customers and prospective customers instead of wondering or assuming we know what they think of us. n Our customers can clearly articulate what is important about our brand and why they think we are different (and better). n We understand that we already have a brand in the marketplace. Whether we have crafted one or not, the market has formed opinions based on direct or indirect experiences.
Core Values – The Link to Your Brand What is it about your dealership that makes it the clear business choice? The best brands ripple outward from a company’s core culture and non-negotiable standards. They are driven by what the organization believes. Determining, understanding and defining your company’s core values, philosophies, and mission will yield different outcomes for each dealer. An internal assessment, not dissimilar from the external assessment mentioned above, is a good place to start, and comparing the outcomes can be quite revealing and valuable in the process. Values such as honesty, respect, teamwork, authenticity, giving back to the community, empowerment, etc. can be built upon to help develop your differentiating brand. The idea is to draw your values out and affirm them as important aspects of the dealership, not to construct an unrealistic world far removed from reality. Many brands are developed by owners and management teams, sometimes with the help of a creative agency focused on external communications – corporate brochures, web sites, etc. The brand is introduced and pushed down through the organization with the expectation that people will be able and motivated to deliver the brand promise. The views of management, however, may not be an accurate reflection of the dealership. Often not factored in to the process are “brand deliverers,” defined as everyone in your dealership who comes in contact with your marketplace. Unless the message is authentic to the values that the brand deliverers, they won’t be effective messengers. In other words, people cannot be directed what to value and believe. But if the company draws from shared beliefs where people play an active role in building the organizational brand, then they become “owners” of the brand and it becomes real. They can then “hold on” to the brand with an emotional connection that will allow them to connect and differentiate more easily with the market. continued on page 14 DECEMBER 2009
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Cover: Brand } continued from page 13 Thought starters: n We understand in our own minds what differentiates our dealership from our competitors, both good and bad. n Everyone in our dealership embraces what our brand stands for and the practical benefits associated with it, and can articulate that idea(s) simply and clearly. n Everyone in our dealership knows how they as individuals contribute and build the brand essence, are proud of it and have a stake in perpetuating the brand. n Our brand has attracted not only new customers, but also talented employees with similar values.
Name Recognition is Not Branding. It Only Means They Know Who You Are Brand Delivery – Internal It is critical to communicate, embed and “live” your brand. A genuine commitment must be made by the entire company if the brand is to succeed. How will your dealership hold itself accountable? How will you perpetuate your differentiating brand? What can you do to bring your brand to life?
Thought starters: n We have aligned our organizational structure, operations and culture with our brand values. n We review and share with great frequency the role our brand plays in enhancing our competitiveness and client relationships. n Everyone—our receptionist, accountants, designers, installers, as well as salespeople and top management—know what they have to do to deliver on the brand promise within the dealership and for the customer. n Everyone in the dealership helps each other to be accountable to uphold the brand. n Performance evaluations include an assessment of the contribution each individual makes to growing and enhancing the brand. n Job descriptions and new employee orientations include adhering to brand values and describe how. n Branding is championed by management, decisions are framed by defined values and explained by reference to them. (See Bill Kuhn’s article on Survival of the Fittest on Page 19) n Protecting the brand is fundamental to the corporate goals of the dealership. n We have regular communications detailing what our brand is about, including sharing of stories and examples of exemplary brand delivery. n We encourage everyone to share ideas on how to further strengthen the brand. n We celebrate our brand regularly. continued on page 15 DECEMBER 2009
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Cover: Brand } continued from page 14 Brand Delivery - External Communicating your brand to your marketplace will be much more effective with the above parts in place. And a lot more fun! There will be more unity in how the brand is presented through your personal customer contacts and your brand will be experienced as you intend it to be. Marketing materials should be developed not only to be informative about your products and services. Now, they can be presented framed with your differentiating values. Your graphics need to be as distinctive as your values; they become the entry point to your brand. You can’t espouse innovation, for example, as your differentiating brand message with uninspiring and dated materials. They should be purposeful, focused and stunningly innovative. Your communications vehicles need to be well organized, consistent and integrated with each other. Your web site must have the same look, feel and messaging that your printed and electronic pieces have. Too many web sites
look as though they were developed by and for separate companies. There is often little resemblance or relationship which is a missed opportunity and can weaken your overall branding efforts. Your marketing materials need to support how sales actually happen and the conversations your customers want to have. A recent study indicated that 73% of salespeople altered marketing materials before using them in the field. This is a prime reason why brands often become diluted and money is wasted. And it is all the more reason why your sales team needs to be involved in the brand development process. Give your salespeople materials that they are anxious to use and support the shared values of the dealership. Don’t allow them to act as graphic designers and create their own. Employees who understand, embrace and “own” the brand will be brand agents. You will be better positioned to guide and manage your brand experience through their customer interactions, instead of leaving it to chance.
Thought starters: n Our materials are cohesive, authentic and boldly project our values. n We carefully monitor the appropriateness, timeliness, integration and consistency of all our communications. n Everyone from our dealership who interacts with customers and the marketplace in general understands that they play an important role in furthering our brand message. n We understand that we can’t expect our market to believe our claims if they aren’t real. n While not always easy, we try to have an overall communication plan instead of implementing on the fly. n We use our showroom and events to bring our brand experience to life. n We understand that having a strong brand is a never ending process and not just a packaging exercise that happens every 5-10 years or when we get around to it.
When all the parts of your dealership are aligned, your brand becomes a consistent experience in your marketplace, one that energizes employees, builds buyers’ trust and becomes recognized for the value you bring. Leveraging your brand throughout every aspect of your business is what will separate you from the pack and authentically differentiate your dealership. Making the effort to do so will not only generate benefits in this challenged economy, it will position you for even greater success as our markets recover. DECEMBER 2009
Trish Brock, Principal of Trish Brock & Associates, is a well-known industry consultant. Her crossfunctional consulting group specializes in helping dealers solve identity, branding and sales support collateral challenges. She also conducts Perceptual Market Assessments and Culture Evaluations to better define market positioning and effective brand messaging. She can be reached at 720-277-3035 or at tbrock@trishbrockassociates.com. Website: www.trishbrockassociates.com OFDEALER
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There’s More to Life than a Check Life insurance is more than just a benefit check – it’s also about what you get for your money. Expertise and experience – The IOPFDA Life Insurance Plan is underwritten by UniCare Life & Health Insurance Company. Important facts about UniCare include the following: A.M. Best Rating “A-” – Excellent Together with UniCare’s affiliated companies*, they have more than 50 years of industry experience and cover more than 89,000 groups with approximately 5.6 million members UniCare’s Fortune 50 parent company is the largest health benefits company in the nation.
Timely benefit payments – UniCare starts paying approved life insurance claims 3.2 days faster than other companies (LIMRA, 2007). The funds are placed securely in an interestbearing account which the beneficiary can access immediately—or save for later.
Personal service – Should an employee need to file a claim, the OFDA Insurance Trust is the employer’s point of contact throughout the life claim process. You speak directly to the OFDA Insurance Manager, Kathy Manolas, who will answer your questions and process your claim with compassion and efficiency.
• This coverage is only available to OFDA Members. • Based on our size, rates are low "large group" rates. Small to midsize employers could see significant reductions in premium through the OFDA plan. • Simple application process – $50,000 Guaranteed Issue for insureds actively working full time. No health statements, no physicals.
Emotional, economic and legal support services – Included with life insurance coverage from UniCare, Resource Link gives employees and family members free and confidential access to valuable work/life support services. Take a sneak peek at what your employees can get with Resource Link – visit www.resourcelink.unicare.com and enter “resourcelink“ as the program name.
Even More Benefits – Employees also receive our Travel Assistance program which provides complementary emergency medical protection when traveling 100 miles or more away from home. Protecting families is at the heart of what the OFDA Insurance Trust does. To find out if our plan is right for you, go to www.ofdanet.org, then click on Insurance Services. You’ll find the request for proposal on our website, and we’ll get you a quote within two business days. For more immediate service, contact Kathy Manolas at 1-800-542-6672. OFDA Group Insurance Trust • 301 North Fairfax Street • Alexandria, Virginia 22314-2696 • 703.549.9040 • Fax 703.683.7552 *Each affiliated company is a separate, independent legal entity for financial purposes and is solely responsible for its own contractual obligations and liabilities. UniCare is a WellPoint Company. Life and Disability products underwritten by UniCare Life & Health Insurance Company. ® Registered mark of WellPoint, Inc. ©2009 WellPoint, Inc.
dealer
PROFILE A Study in Product & Service Sustainability By Alicia Ellis While many dealers are only now recognizing the potential for used and remanufactured office furnishings as a source of income for their businesses, Kentwood Office Furniture has been on the forefront of environmental responsibility for more than 30 years. Kentwood, an unaligned, $15 million dealer with offices in all five major Michigan cities, has positioned itself as a resource for sustainability. Partnering with manufacturers like HON, National and Trendway who utilize recycled content and have a commitment to conserving raw materials and reducing waste, Kentwood’s customers are divided with 60% of sales to corporate and mid-market buyers, 20% to retail and small
businesses and 20% to dealers themselves by brokering used and remanufactured furnishings. Unlike most traditional dealers, Kentwood’s business model is reversed. Instead of selling new furniture and filling in with used, today 70% of Kentwood’s business is selling used with only 30% of new furniture sold. “We have consistently been 60/40 used/ remanufactured to new over the past 20 years, but over this past year, used and remanufactured products have really come into their own among a wider growing population of businesses,” said Art Hasse, president of Kentwood, who attributes this growth to the current economic climate as well as the increased focus on sustainability. “Although used and remanufactured furniture have not been a historically popular choice given the variety of new products offered from manufacturers, customer demand for more cost effective and green solutions is forcing interior design professionals and facilities professionals to act differently in today’s economic environment. We are selling more products to large customers than at any time in our history.” continued on page 18
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Dealer Profile } continued from page 17 With the motto “Go Green, Save Green,” Kentwood has effectively branded itself as a resource on sustainability. “Instead of going in with a product pitch, our salespeople take a more consultative approach,” said Matt Wieringa, vice president of sales and marketing, who explained that salespeople are trained to listen first and offer solutions to fit each individual customers’ needs second. “Our philosophy is to offer a variety of quality, yet affordable products and services that are sustainable. We believe that you can do the right thing for the environment and the customer’s budget.” Every new salesperson goes through a rigorous training program, spending time in every department to learn all aspects of the business. “We find that the time a salesperson spends in customer service and the delivery departments pays big dividends in teaching them what customers really value,” Wieringa continued. “Whether it be new, as-is, remanufactured or a combination of products, our salespeople are able to find solutions to fit any need.” The biggest challenge for Kentwood over this past year has been the significant decline in Michigan’s economy. With unemployment rates over 15%, many companies are going bankrupt and projects have ground to a halt as budgets have been cut. To combat this, Kentwood sought out new market opportunities that would help them to keep any losses to a minimum. According to Hasse, a focus on “on carpet” healthcare furnishings has opened up new avenues as have commercial furniture rentals and even the commercial real estate market. “Commercial real estate rates have fallen drastically in our markets, and there are a lot of companies moving administrative spaces to take advantage of the cost savings,” Hasse explained. “In many cases, owners or principals get Tenant Improvement dollars to re-carpet and re-paint and then desire to upgrade their office furniture at the same time. Kentwood Office Furniture has had tremendous success supplying these organizations on a tight budget high quality, used as-is workstations and chairs from our huge inventory.” “Our brand promise has always been simple,” said Hasse. “To offer great service, low prices and the best selection of products that are good for the environment. We’ve covered all our bases and are poised to continue to grow.”
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: 0 1 0 2
It’s
Survival of the Fittest By Bill Kuhn
It’s hard to believe it was only a year ago that our industry began to experience double-digit monthly declines. For many, that seems like eternity. Projections remain pretty dismal. BIFMA’s latest shipment estimates for 2009 are projected to be down 30.2% compared to 2008, with the 2010 forecast to be off another 4.6%. Volume this low in our industry has not been seen since the early 1990s. While the overall economy is experiencing a gradual recovery and modest growth, we well know that our industry lags the big picture trend by three to four quarters, and most believe there will be no meaningful increase in the furniture sector until 2011.
Survival of the fittest By the end of 2011, our industry will be one-third smaller than it was two years before. One-third! What does that mean? Many dealers will be smaller. Some will be gone. Several will have combined with other dealers. Dealers will have changed, the better ones evolving to survive, grow, and prosper. While the current environment is one of uncertainty, confusion for many, and even chaos and crisis for some, this is exactly the time when opportunities arise. What I said at the beginning of the year in January bears repeating: “Even in tough markets, opportunities arise and a properly run business can thrive in a recession.” To be among those dealers who survive and ultimately return to growth—there will be a turnaround in our industry in the foreseeable future—dealers must make the right decisions today in planning for the future. Making the right decisions means a lot more than merely predicting the future. Strategic planning must become an ongoing activity by which dealer managers anticipate what may happen so they can determine what must be done in the present to take advantage of future opportunities. As Dwight Eisenhower said so succinctly, “Plans are nothing. Planning is everything.” Planning is not crisis management, firefighting, wheeling and dealing, seat-of-the-pants decisions or emotionalism. It is not “management by hope.” Successful planning means getting close to the external world of customers and competitors and seeing the opportunities and challenges in your market. Each market is different and your market is not necessarily a microcosm of the national market. Successful planning is interdisciplinary. It requires a hard look at your own dealership; integrating marketing, sales, operations, continued on page 20 DECEMBER 2009OFDEALER
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Survival: Kuhn } continued from page 19 finance, and human resources. It is a logical and rational process of decision making and strategic action for reducing risk and enhancing success. Assuming you’re a dealer who is committed to be among the survivors and determined to keep your business prosperous and growing, the first step is to ask the tough questions.
9. Have you evaluated your decision-making process and determined whether the right decisions are being made with strategies implemented (i.e., effective and disciplined execution)?
10. Does your dealership have a sense of urgency to act quickly and effectively?
11. Can you describe your company as one that excels in
Tough Questions In today’s economy, your dealership is confronted with many challenging problems and opportunities, requiring intense analysis and exploration of focused solutions. Carefully—and honestly—address the following 50 questions. Highlight those that are most critical to your dealership. Fifty is a lengthy list, but this process will begin to determine and set your priorities and initiatives.
agility, flexibility and resiliency? This requires planning under multiple scenarios.
12. The furniture industry has always been a volatile and cyclical industry. Can you scale up or down quickly? Are you lean, but fit and ready to grow as opportunities develop?
Marketing, Sales & Branding 13. Do you know your market, exploiting opportunities through segmentation and value analysis?
Strategic Thinking & Planning
14. Have you established your intelligence network that helps
1. Have you and your leadership team developed a strategic mindset—thinking that is conceptual, critical (objective), and visionary?
2. Does your dealership operate with a clear understanding of current relevant economic conditions (e.g., bank lending standards that continue to tighten), industry trends (e.g., dealer consolidation and changes in distribution), external factors of competition and current client characteristics and buying habits?
3. Have you analyzed the risks and opportunities of growing or becoming smaller?
to form the basis for your dealership’s decisions and strategies?
15. Have you capitalized on the opportunities in your market (Question 13)?
16. Have you determined which new markets, products, services and customers will generate the best and most favorable margins?
17. Is new business development a strategic focus? 18. Is introducing new products and services to existing customers a strategic focus as well?
19. Have you developed specific programs for solidifying
4. If smaller, can you be smaller and still be effective and maintain market power?
customer relationships?
20. Several services take on added value in recessionary times
5. Do you have the capacity—structure, number of employees, facilities, capital and cash—to achieve your goals?
(e.g., moving due to downsizing, disposal of existing furniture, facilities management). Are you capitalizing on services that are particularly important today?
21. Service margins are typically 50% to 60% higher than
6. Do you have the capability—skills, talents and competencies—to achieve your goals?
7. Can you identify the four to six critical factors that are required to make your dealership successful?
8. Does your company follow a regular and consistent process for monitoring progress toward your plans?
product margins. Have you determined the increased percent of your business that can be achieved in services?
22. Do you have programs in place internally to promote and compensate your staff for service revenue generation?
23. Growth markets such as education, government, and healthcare, have you been a leader—ahead of the pack—or a laggard?
24. If you are entering these markets, have you acquired the expertise to adequately sell to and service them? continued on page 21 DECEMBER 2009
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Survival: Kuhn } continued from page 20 25.
Do you have an effective program in place to work with lead resources and influencers such as A & D, real estate brokers, landlords and facility managers?
39. Have you achieved operational excellence, not just
26. Do you truly understand what branding is and why
40. Have you achieved technological excellence, not only in
marketing and communicating with a strong brand is of critical importance? (Read the cover story by Trish Brock in this publication on branding).
streamlining operations, but delivering better service and communication with customers and manufacturers?
27. Is your communication with customers highly effective? This is two-way; it means you have a high level of dialog with customers, actively listening to what they are saying (and thinking), and it means that you are extremely good at communicating the messages you want to convey about your company.
28. Can you say that you are differentiated?
low-cost efficiency, but speed, timely response and quality?
People, Leadership and Culture 41. Do you know where your talent lies, and can you keep the talent you have?
42. Have you taken full advantage of the talent you have? 43. Are the right people placed in the right jobs?
29. Do you brand and market that differentiated value?
44. Have you assigned the appropriate degree of responsibility and authority (empowerment)?
Financial and Operational
45. Is decision-making authority close to the front lines so
30. Do you understand and focus on return on investment (the owner’s bottom line), return on assets (management’s bottom line) and liquidity—all indicators of your dealership’s financial health?
31. Is your working capital cycle managed proactively, instead of reacting to sales, collections and inventory? The faster the velocity of your working capital cycle, the better your cash position.
32. Can you identify and quantify all of the decreased (or increased) expenses on your income statement that are attributed to changes on your balance sheet?
33. Do you understand costs, particularly the relationship
employees can react to changing market conditions?
46. Have you given clear direction to enable employees to understand your expectations?
47. Have you measured the time period—the gap—in terms of what you intend to do and when you actually do it?
48. Can you describe your culture as one that embraces innovation and disciplined execution with everyone in the organization involved in the process?
49. Do your leaders and managers have the knowledge, ability, and behavior to effect change and manage transition (change is situational; transition is psychological)?
between variable and fixed costs, operating under a flexible budget system?
continued on page 22
34. Do you know your breakeven point relative to volume? 35. Have you lowered your breakeven point in a situation of declining revenue by cutting costs or outsourcing appropriate activities?
36. Do you spend money only when it provides customer value?
37. On the other side of the cost picture, have you determined those costs you can’t afford to cut and those assets (including people) you can’t afford to lose?
38. Are you continuing to invest for the future, to be able to quickly react to an upturn? DECEMBER 2009
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Survival: Kuhn } continued from page 21 50. Are you and your staff committed to being survivors; to grow
Keep Up On All The Office Furniture Industry’s News OFDA’s newly redesigned FREE weekly Connecting eNewsletter is your guide to all the latest on the office furniture industry.
and prosper—to do what it takes?
The Road Ahead Most of my columns for the first half of 2010 will expand on some of the questions posed in this column, such as managing change, implementing critical success factors and identifying specific recession strategies—all geared to addressing what to do and how to do it. It is my hope that by mid-2010, I will have provided you with the tools to grow and prosper as our industry returns to growth in the latter part of next year, and that you can give a confident “Yes” to the question of whether your dealership can prosper and grow.
Industry News & Events Association News Government Advocacy Product Introductions Business Basics www.ofdanet.org or call 800.542.6672 to Sign Up!
Bill Kuhn, principal of William E. Kuhn & Associates, is a noted industry consultant, writer, and speaker with over 35 years of industry experience. He consults with dealer principals and their management teams in areas of strategic planning, leadership and organizational development, marketing, financial management, valuation and merger/ acquisition. For more information, contact Bill by phone: 303-322-8233, fax: 303-331-9032, or e-mail: BillKuhn1@cs.com.
Looking for Fast Relief? Office Furniture Dealers Alliance (OFDA), THE industry association for dealers and their key business partners, is your one-stop source for: z Management education programs for company principals, sales and operations managers
z Industry-leading financial and operations benchmarking z Online forums for member networking, product and
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best practice exchanges
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z Practical web-based training, webinars and other online resources for employees
z Scholarships and Group Insurance programs for families of member company employees
z Special member pricing on other valuable business services
800.542.6672 DECEMBER 2009
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www.ofdanet.org PAGE 22
s cialmedia Not Just for the Birds By Kama Weinberger IIDA
So you are ready to begin social media marketing but where to start. Over the next few months I will be sharing some simple tips to get you started on Twitter, Blogging, Facebook and LinkedIn. This month I will focus on Twitter and how it use it to market your business. Twitter is considered marketing, essentially word of mouth marketing via the web. The idea is to share the expertise your company offers to potential clients. This is the same idea as attending a networking event and sharing what your company does and how you are different from the competition. The benefit is you don’t have to leave your office and can reach a wider range of people; i.e. interior designers, business owners, facilities mangers and so on.
Signing Up on Twitter
When starting on Twitter it is best to designate one person to speak for the company. Many times this is someone who handles the marketing or new business development efforts. The most important aspect is this individual is interested in utilizing Twitter to market your company and has a general understanding of social media. If you have an intern, someone younger, this can be the best person to take on this marketing effort.
Once you create an account, the two most important things to add are a picture and a bio. To do this go to Settings then the Account tab. Your bio is up to 160 characters and should be about you as the manager, your company or both. This is how people search and learn about you and your company when they are looking for people or companies to follow. Next go to the Picture tab and add a photo or your company logo.
Signing up on Twitter is very easy. Simply go to www.Twitter.com and click the Sign Up Now button. The first thing you need to decide on is a username. This is what is called your handle. I would suggest that if you are planning to tweet about business, then use your company name. Keep in mind that you are only allowed 15 characters for your username and this includes spaces.
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Social Media } continued from page 23 Example of completed Twitter page
Once you have your picture and bio done, you can go to the Design tab and setup a background. Twitter offers 20 standard backgrounds to choose from. You can also create a custom background by using sites such like
tweeted go to Profile at the top right. A new screen will appear showing everything you have said. Additionally, you will receive an email when someone follows you or sends a DM or direct message.
www.twitterbackgrounds.com or www.freetwitterdesigner.com.
Twitter allows you to network with people all over the world. You may ask, “Why would I want to network with someone outside my trading area?” Keep in mind that they may know someone that needs your product or services in your area.
Finding People to Follow Once you sign up it is easy to find people to follow. Twitter offers a search option at the top right, Find People. I would suggest doing simple searches i.e. design, furniture, etc. You can also input people’s names or locations. If you put in too many search items like design and Denver, Twitter typically comes back with a very short list. Broaden your search and select from the list that comes up. Once you find someone you want to follow, click the box with the person and the + sign. A good place to start is with your manufacturers, service providers and clients. Once you follow someone you will immediately start receiving their tweets. To view them all you need to do is log in to Twitter.com. This is your home page and shows everything that people you follow are saying. If you want to see what you have
If somebody signs up to follow you, you are given the option to follow them back. I would suggest following back anyone that you find interesting or feel would benefit from what you have to say. Always thank people who follow you whether you follow them back or not though. Every Friday people do what is called FollowFriday. This is typically indicated with a #FF followed by the person or company’s handle. FollowFriday allows you to find new followers by following people your followers recommend. Don’t forget to thank the people that recommend you and in many cases return the recommendation.
Example of FollowFriday Tweet
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Social Media } continued from page 24 Tweeting: What to say on Twitter Twitter is about sharing and gaining valuable information. Tweet things you think your followers will find informative. Share articles you come across about interior design, new products, installation issues, business management or green issues. Be personable, share everyday happenings. Don’t be afraid to be yourself. Share involvement in charitable activities you are participating or even your hobbies you feel will be of interest. This helps build rapport with the people you follow. Ask questions. Once you get a good group of followers people will reply with answers. Tweet as often as you feel comfortable. There is no set rule. Tweeting quality information is most important. Keep in mind the more you tweet the more followers you will gain who value what you have to say.
Don’t tweet the same thing over and over, mix it up. I constantly see companies sending the same tweets. Also plug your company moderately. It is more important to show your expertise and add value. Remember, the goal is to keep and retain followers. The following is a list of ideas of what to tweet. 4 New product introductions. 4Links to articles you find valuable. 4Pictures of completed installations. 4Events in which your company is participating. 4Awards your company has received.
Tweet and ReTweet Besides sending your own tweets you can also retweet what others are saying. I follow a lot of interior designers and commercial furniture manufacturers. If they say something interesting that I think my followers would like to know I will retweet it. To do this simply find their tweet, hover at the bottom right and the options to reply and retweet appear. All you need to do is click and a box will pop-up, hit yes. Additionally you always want to thank someone who has retweeted something you tweeted.
Final things to keep in mind Twitter is about sharing information. The most important thing is to Engage, Engage, Engage. Social media is word of mouth marketing. The goal is to have people refer your business because of the relationships you build and value you add by showing your expertise. Keep in mind it doesn’t matter how many followers you have, it is more important they are listening.
Kama Weinberger is a NCIDQ certified Interior Designer and President / CEO of Q+E Design Source & Q+E Furniture Solutions with locations in Denver, San Francisco and Phoenix. She has always been a bit of a tech geek looking at new and innovated ways to market her business and simplify her day to day work process. For more information, check out Kama’s latest LinkedIn group “Social Media for Office Furniture Dealerships” or follow her on Twitter @ Furnituregodess. DECEMBER 2009
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