Paint & Decorating Retailer May 2022

View From the Top

The 2022 NHPA Top Guns Set Their Sights on Growth and the Retail Experience Page 22

How Hoover Paint Develops Leaders at All Levels

Page 36 Fill in the Gaps in Your Caulk Department Page 46

WOOD STAINS THAT DELIVER

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1025 E. 54th St. Indianapolis, Indiana 317-275-9400 NHPA@YourNHPA.org YourNHPA.org

EDITORIAL, DESIGN & PRODUCTION

Melanie Moul Managing Editor mmoul@YourNHPA.org

Hans Cummings Products & Digital Editor hcummings@YourNHPA.org

Lindsey Thompson Associate Editor lthompson@YourNHPA.org

Carly Froderman Associate Editor cfroderman@YourNHPA.org

Aubrey Smith Senior Designer Autumn Ricketts Graphic Designer

Austin Vance Production Manager

Freda Creech Sales & Production Assistant Kevin Trehan Digital Media Specialist

MARKETING & COMMUNICATIONS

Whitney Daulton Executive Director, Marketing & Communications

Julie Leinwand Corporate Communications Manager & Editor

NHPA MEMBER SERVICES

800-772-4424 | nhpa@YourNHPA.org

LeAnn Day lday@YourNHPA.org Executive Director, Paint & Decorating Programs

Scott Wright swright@YourNHPA.org Executive Director, Advanced Retail Education Programs

Kim Peffley kpeffley@YourNHPA.org Director, Organizational Development & Consulting

Katie McHone-Jones kmchone-jones@YourNHPA.org Director, Member Services & Events

Jesse Carleton jcarleton@YourNHPA.org Training Manager & Editor

Renee Changnon rchangnon@YourNHPA.org Retail Engagement Specialist

Natalie Harris Data & Information Coordinator

NHPA SALES

Scott Gilcrest

317-508-7680 | sgilcrest@YourNHPA.org

Field Sales Manager & Southern Sales Director

David Brodowski 440-520-9551 | dbrodowski@YourNHPA.org Midwest Sales Director

Jordan Rice 217-808-1641 | jrice@YourNHPA.org

Northeast, Northwest & Canada Sales Director

YOUR NHPA

COMING IN JUNE

Employee Development

You combed through countless resumes, held numerous interviews and hired the ideal candidate, but your work isn’t done. To help your operation grow and succeed, regular employee training opportunities should be an integral part of your business. In the June issue, Paint & Decorating Retailer shares employee development best practices to help your staff improve specific job skills, provide better customer service and grow within the company.

PAINT & DECORATING RETAILER

(ISSN 1096-6927): Published monthly except December by the North American Hardware and Paint Association, 1025 E. 54th St., Indianapolis, IN 46220. Phone: 800-737-0107. Subscription rates: January through November issues, $50 in U.S., payable in advance. Canada $75 per year. All other countries $100 per year. Single copy $7, except July issue, $25. Periodicals postage paid at Indianapolis, Indiana, and additional mailing offices. Postmaster: Send address changes to Paint & Decorating Retailer, P.O. Box 16709, St. Louis, MO 63105-1209. Returns (Canada): Return undeliverable magazines to P.O. Box 2600, Mississauga, Ontario L4T 0A8. PM# 41450540. Copyright © North American Hardware and Paint Association, 2022.

OUR MISSION

The North American Hardware and Paint Association (NHPA) helps independent home improvement and paint and decorating retailers, regardless of affiliations, become better and more profitable retailers.

NHPA EXECUTIVE STAFF

Bob Cutter President & CEO

Dan Tratensek Chief Operating Officer & Publisher

David Gowan Chief Financial Officer & Executive Vice President, Business Services

NHPA BOARD OF DIRECTORS

CHAIRMAN OF THE BOARD

Jared Smith, Jared’s Ace Hardware, Bishopville, South Carolina

EXECUTIVE VICE CHAIRMAN

Craig Bond, Tommy’s Paint Pot, Eugene, Oregon

DIRECTORS

Alesia Anderson, Handy Ace Hardware, Tucker, Georgia

Jay Donnelly, Flanagan Paint & Supply, Ellisville, Missouri

Ned Green, Weiders Paint & Hardware, Rochester, New York

Scott Jerousek, Farm and Home Hardware, Wellington, Ohio

Ryan Ringer, Gold Beach Lumber Yard Inc., Gold Beach, Oregon

Jackie Sacks, Round Top Mercantile Co., Round Top, Texas

SECRETARY-TREASURER

Bob Cutter, NHPA President & CEO

NHPA CANADA

NHPA CANADA

Michael McLarney, +1 416-489-3396, mike@hardlines.ca 330 Bay Street, Suite 1400 Toronto, ON, Canada M5H 2S8

CIRCULATION, SUBSCRIPTION & LIST RENTAL INQUIRIES

CIRCULATION DIRECTOR

Richard Jarrett, 314-432-7511, Fax: 314-432-7665

The Industry’s 2022 Top Guns

For 16 years, the North American Hardware and Paint Association (NHPA) has recognized innovative, inspirational retailers who are taking their operations—and the industry—to the next level. Meet this year’s Top Guns Award winners and learn about their strategies for growth.

Leadership is an important aspect of any business. Discover leadership development strategies from Hoover Paint and NHPA consultant Kim Peffley.

Caulks and sealants are a necessary element of the home improvement industry. Discover three ways to curate your caulks and sealants selection to your customers to boost your sales.

NEWS, PRODUCTS & TRENDS

Get

the Latest Updates

Scan this QR code or visit PDRmag.com/may to see these stories and more resources for your operation.

OPERATIONS

Investing in Your Team

Discover the successful leadership development strategies from Hoover Paint that can take your team and business to the next level.

Leading by Example

Kevin Hancock, president and CEO of Hancock Lumber, shares why managers and company leaders who adopt an employee-first mindset when guiding their teams see boosts in customer service.

More Online

OPERATIONS

Seeking Outside Advice

Kim Peffley, director of organizational development and consulting at NHPA, shares insights on how consulting can benefit your operation.

ASSOCIATION

Hear From the Top Guns

This year’s Top Guns took part in the NHPA All-Industry Conference, sharing business best practices and how their operations stay involved in their communities.

Think Paint. Think Corona.

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For the next paint job, big or small, think Corona.

CONNECTIONS

How

to Reach

Melanie Melanie Moul mmoul@YourNHPA.org

Take the First Step

The last few weeks have been a whirlwind of travel, industry events and visiting retailers. We just returned from the NHPA All-Industry Conference at the National Hardware Show, and before that, I was traveling for work, at an event or in a store almost every week during the month of March.

It’s been a while since I’ve traveled so frequently. Getting into the groove of being back in airports, sleeping in a strange bed and being “on” for so long was challenging, I’ll admit. But these trips and events were so valuable because I had the opportunity for a lot of “firsts.”

I gave my first industry presentation at a wholesaler market. I saw Nebraska for the first time. I took our newest editor on her first industry trip, store visit and market.

And, for the first time in as long as I am aware, we were able to visit all of the Top Guns Award winners in their stores before we convened for the panel discussion at the conference.

For the last 16 years, the North American Hardware and Paint Association (NHPA) has been recognizing innovative retailers for the marks they’re making in their communities and on the independent channel at large. These retailers are called Top Guns, and they are leading operations that truly stand out from the crowd and are models of what independent retail means.

“Top Guns are leading operations that truly stand out from the crowd and are models of what independent retail means.”

It was a privilege to be able to meet this year’s winners in their operations and to see business from their perspective.

In another first: We were able to get a group cover photo of the Top Guns this year at the conference. Being able to showcase this group—who represent distinct segments of the industry—is a great first that we hope to be able to make an annual tradition.

On Page 22, meet each Top Gun and learn about their unique operations, their insights on retailing and their thoughts on what it takes to be successful as an independent retailer. For more insights from each Top Gun and for a view inside each operation, head to YourNHPA.org/top-guns.

While you’re at it, think about the “firsts” you have left to check off, and make a plan to see it through. It’s worth it.

Melanie Moul Managing Editor

OUTREACH

Share Your Stories

Send your merchandising tips, event recaps, employee morale boosters and other stories to editorial@YourNHPA.org

MARKETING

Getting Crafty

Andren’s Paint Company Shares DIY Project

Longtime crafters and DIYers, Chris and Elyse Ellian decided to share their talents with their customers at Andren’s Paint Company in Duluth, Minnesota. Right before Christmas last year, the couple posted on Facebook about a holiday centerpiece they created. They had just gained access to the company’s Facebook page after taking over the business and were looking for interesting posts to share.

The post included the step-by-step instructions for making the craft and a list of supplies needed, noting the store carried most of what customers needed and encouraging them to come into the store.

“We thought this was something people would like to see, and even if they don’t make this exact project, they can see some of the cool ways to use the different products we carry,” Chris says. “We ended up having several customers coming in for the products to make the project themselves.”

“Even if they don’t make this exact project, they can see some of the cool ways to use the different products we carry.”

Chris Ellian, Andren’s Paint Company

DELIVER TO DIYERS

Don't miss NHPA's Project Point with DIY projects your crafty customers will love. Each project comes with a downloadable step-by-step guide and suggested social media posts. Learn more at YourNHPA.org/project-point

Sharing Their Spirit

West Side Decorating Center owner and president Michael Stoddard and his staff love their local Saginaw, Michigan, hockey team, and share their love for the Saginaw Spirit with their customers. Stoddard says the store purchased season tickets for the Saginaw Spirit and gave them out throughout the season to customers through social media contests.

“We love to support Saginaw and all locally owned businesses,” he says. 'We've found that giving away the tickets is a great way to engage our followers on social media and get them in our store. It's a small investment that benefits our community.”

MARKETING

Creative Customer Testimonials

When The Paint Can in Pearl River, New York, receives a positive customer testimonial, owner David Goldberg shares the testimonials with his web designer, who adds them to the website in a creative way, displaying the testimonials and reviews on cell phones on the home page.

“We put the testimonials on our website with the cell phone theme because everyone lives on their phones today,” Goldberg says. “We thought it would be a fun idea to use the smartphone theme for our testimonials to get peoples’ attention.”

Goldberg says the customer testimonials are important to his business because potential customers are looking for more than just product reviews when searching for a place to shop for paint and sundries.

“I’m in a tight area with a lot of competition. We all have the same product, so the only thing that differentiates me from the competition is my customer service, so it is important to share positive testimonies,” he says. “We hear from people all the time that reading our reviews led them to shop here. It’s been really rewarding for us.”

EDUCATION

Apply by June 1

Visit YourNHPA.org/rmcp to apply or learn more about the Retail Management Certification Program.

TAKE A SNEAK PEEK AT THE

Retail Management Certification Program

The Retail Management Certification Program was created by the North American Hardware and Paint Association (NHPA) for owners and managers in the home improvement industry. The program focuses on learning skills to grow store sales and profits in today’s changing retail landscape. So what is it like to attend the industry’s most comprehensive retail management program? Here’s a closer look at what more than 250 program graduates have experienced—and what you can take away—as part of the program.

Gain new perspectives. Learn about business strategy, operations management, company culture, leadership and more from college-level instructors.

Engage with 13 faculty members, including successful retailers. Master key topics like benchmarking, store design, loss prevention and more with the help of industry leaders.

Join 20 to 30 of your peers for three visits to Indianapolis. Build a network of ambitious and forwardthinking retailers you can connect with for years to come.

Request the Learning Guide

Immediately put into practice what you learn in class. Develop and present a business improvement project that you’ll implement at your operation.

Get hands-on learning during workshops. Master exercises and best practices for running a successful retail operation.

For more details on the curriculum, faculty, projects and more, email Scott Wright, executive director of advanced retail education programs for NHPA, at swright@YourNHPA.org. Don’t forget to also ask him about the more than 20 scholarships available! The deadline to apply for the 2022 course is June 1.

Benchmark Your Business

Visit YourNHPA.org/codb to participate in the 2022 Cost of Doing Business Study

How Does Your Business Stack Up?

Participate in the 2022 Cost of Doing Business Study

Each year, NHPA’s Cost of Doing Business Study delivers data and insights that allow retailers to increase their profits and strategize for the future. NHPA is now inviting hardware store, home center, lumberyard and paint and decorating outlet retailers to participate in the 2022 Cost of Doing Business Study. The final day to submit your operation’s financial data is June 30. Survey participants will receive a free copy of the study ($499 value), a personalized financial analysis with

their company’s financial results compared to industry averages, a what-if scenario generator to calculate how small changes can make a big impact and their company’s financial ratios and other financial metrics.

For more than 100 years, NHPA has collected information from independent retailers for the study. Individual financial data is held in strict confidentiality, and financial and operational data will only be published in aggregate.

How to Participate

Participate in the 2022 Cost of Doing Business Study to receive free access to the study’s results and a personalized financial analysis and to help other retailers like you. Choose from one of four easy ways listed below to share your information.

Complete the online Cost of Doing Business Study form and upload your 2021 yearend financial documents at YourNHPA.org/codb UPLOAD IT

Send your company information and 2021 yearend financial statements to NHPA CFO David Gowan at dgowan@YourNHPA.org EMAIL IT

Print and complete the survey using your 2021 year-end financial data and mail it to NHPA. MAIL THE SURVEY

MAIL STATEMENTS

Fill out the company information section of the survey, attach a copy of your 2021 year-end financial statements and mail them to NHPA.

NHPA’s Mailing Address

Attn: CODB Coordinator NHPA 1025 E. 54th St. Indianapolis, IN 46220

PRODUCT NEWS

OUTREACH

Retailer Recommendations

Send an email to editorial@YourNHPA.org telling us about the products your customers love and why they are such a hit in your business.

WIND CHIMES

WIND RIVER CHIMES

windriverchimes.com or 800-345-2530

Corinthian Bells® windchime from Wind River Chimes feature hand-tuned harmonics, centrally pinned aluminum alloy tubes, high-density strikers and heavy-duty UV- and weather-resistant braided nylon cording. They are available in a variety of finishes and sizes, which range from 27 inches long to 78 inches long.

CEILING FAN AND LIGHT SWITCH

TOPGREENER | topgreener.com or 844-390-2568

TopGreener®’s 3-Speed Ceiling Fan and Dimmer Light Switch are compatible with dimmable LED, incandescent and halogen lights and mechanical fans with pull string speed control. It features dual slide controls and is pre-wired with leads for do-it-yourself installation.

DAMASK WALLPAPER

YORK WALLCOVERINGS

yorkwallcoverings.com or 717-846-4456

York Damask Wallpaper is prepasted, washable and strippable. Made from York’s Sure Strip material, it features a straight match with repeating, bold damask patterns. Rolls are 27 inches by 27 feet (60.75 square feet).

MORE PRODUCTS Be In the Know

Visit YourNHPA.org/subscribe to be sure you’re on the list for the Paint & Decorating Retailer Hot Products & Trends newsletter.

MOTORIZED WINDOW BLINDS GRABER | graberblinds.com

Graber’s motorized blinds feature a new Z-Wave motor that runs 30 percent quieter than its previous models. It utilizes the Graber Motorization App and gateway with voice control integration to raise and lower the blinds and uses a rechargeable battery pack with up to 20 percent more battery charge than competitors’ batteries.

N HP A Retail Marketplace

industry’s marketplace for buying and

BUSINESS FOR SALE

Hoosick True Value

Location: Hoosick Falls, New York

Gross Revenue: $1.26 million

Price: $1.875 million

JOB POSTING

Busy Beaver Building Centers, Inc .

Job Title: Inventory Analyst

Location: Pittsburgh, Pennsylvania

Salary : $60,000-$80,000

independent home improvement businesses and posting jobs. Post a Job | Sell Your Business | Buy a Store | Public and

SEEKING BUSINESSES The Aubuchon Company

For our next acquisition, we are looking for:

• Single-store and multi-store hardware operations

• Located in northeast and southeast United States

• Store size of 5,000-30,000 ft2

• At least $3 million in average store sales SE EKING BUSINESSES Bolster Hardware

We are looking for:

• Geography agnostic

• With or without real estate

• Store revenues of $1.5M+

• We prefer to honor the family name and heritage in the local community by not changing the name

• We prefer to keep all employees as part of the acquisition

To see full listings, visit YourNHPA.org/marketplace or email marketplace@yournhpa.org

WALL PANEL SYSTEM

WILSONART | wilsonart.com or 800-433-3222

WilsonArt’s Wetwall™ Waterproof Wall Panel System Pro Designs are ideal for shower walls, bath surrounds, accent walls and cladding. No special tooling is required due to its tongue-and-groove installation system. It is grout-free and can be installed in as little as two and a half hours. It features a waterproof core and antimicrobial protection that inhibits the growth of stain- and odor-causing mold and mildew. It is available in a variety of woodgrain and stone designs.

WOMEN’S WORK BOOT

KEEN UTILITY | keenfootwear.com

KEEN’s Dover Work Boot is an outdoor-inspired industrial hiker with the KEEN KONNECTFIT

Heel Locking System, LUFTcell midsoles and asymmetrical carbon fiber toes 15 percent lighter than steel. It features a waterproof leather upper, removable PU footbed, Cleansport NXT antimicrobial liner and EH-rated abrasion-, oil- and slip-resistant non-marking rubber outsole.

WALLSAUCE | wallsauce.com

From winter scenes to tropical foliage to world maps and more, wallpaper murals from Wallsauce feature exclusive designs by renowned artists. They are available on three wallpapers including classic and premium paste-the-wall and textured peel-and-stick material. Each mural is supplied pre-cut in even-width panels, making installation simple. Wallsauce wallpaper is designed to be wiped clean using warm water.

AWARDS

More From the Top Guns

To hear additional insights from this year’s Top Guns Award winners in their panel discussion at the NHPA All-Industry Conference, visit YourNHPA.org/tcb-pod

TOP GUNS 2022

THE TOP OF THEIR GAME

THE 2022 NHPA TOP GUNS ON STRATEGIC INVESTMENTS FOR THEIR BUSINESSES AND THEIR PEOPLE

BY MELANIE MOUL

For 16 years, the North American Hardware and Paint Association (NHPA) has recognized key home improvement operators for their successes and strategic innovations with the Top Guns Award. This award highlights innovative retailers who are setting their operations up for growth and success for generations to come.

On the following pages, meet this year’s honorees, three retailers who represent distinct operations, and who are all

committed to making the independent channel a place where people want to work and want to shop. Learn about their strategies for finding and keeping key talent, their plans for investing in their companies after record-breaking years and how they see independents competing in the channel and the industry.

For more, listen to the Top Guns episode of the “Taking Care of Business” podcast and see inside their operations at YourNHPA.org/top-guns

STACY BIVONA

In 1977, Myron Andersen started Builders, and in its first year, the company did $155,000 in sales. Today, Builders serves contractors and home builders from coast to coast from its retail lumberyards, design centers, installed sales services and truss manufacturing and countertop fabrication operations in Nebraska and Colorado.

“We want our team, our family members and all of our customers to be very proud of the work we do collectively.”

Stacy Bivona is Andersen’s daughter and current vice president of Nebraska operations and marketing for Builders. She says her parents always encouraged her and her brother, Chad, to explore their passions.

“Chad and I both went to college, and our parents made it very clear that we should do whatever made us happy,” Stacy says. “It was never a requirement that we come into the family business.”

After college, Chad pursued construction, and he eventually returned to Builders to help launch and lead operations in Colorado.

Stacy earned degrees in design and marketing, and after graduating, she joined a fashion clothing company headquartered in Kearney, Nebraska, working as a women’s apparel buyer and in product development.

“I had quite the learning experience with that company,” Stacy says. “I learned about the buying process, negotiating with vendors, company culture and working with management in a corporate environment. I’ve always been drawn to fashion and

pretty things, whether apparel or home design, so it came naturally to me.”

Stacy utilized the comprehensive services offered through Builders when she was building her first home, and she realized how much her passion overlapped with the family business.

“It was very exciting to see that process from the beginning to the final completion of the house. That’s where I found my love for it,” she says. “Then, around the dinner table with my family, my dad said if I was considering working in the business, we needed to have a serious conversation about it.”

Stacy came to Builders in 2009, and she had to prove she could contribute.

“While I eventually grew into a marketing role, I had to really earn it,” she says. “I worked on the floor, I worked in the design center, and in the cabinetry and countertop areas, and I worked with customers. Since I had a background in buying and marketing, I also worked on our vendor relationships and purchasing.”

ABOUT BUILDERS

Founded in 1977

90% contractor focused 2 retail stores; 2 design centers; 2 wall panel and truss manufacturing facilities; countertop fabrication

Headquartered in Kearney, Nebraska; operations in Nebraska and Colorado

SERVICE AT THE CORE

As the landscape in the industry has changed, so has Builders to respond to the needs of its core customer base: contractors and home builders. Stacy has been a key part of the company’s growth over the last decade, relying on Builders’ loyal customer base and growing into new markets based on their requests and suggestions.

“From Day 1, we’ve been focused on providing top-tier customer service, and it’s because we talk to our customers to find out what their challenges are and what they want from us,” Stacy says.

“We’re honest and we walk them through a project, whether they’re a professional or a DIYer. We’ve spent decades forging strong relationships with our vendors, which has helped us earn the reputation of being able to source just about anything.”

Comprehensive customer service is a key part of the complete building solutions customers find when they walk into Builders. The Kearney location features 67,000 square feet of salesfloor, warehouse and design center space, and it also has a separate drive-through lumberyard. There is the main entrance for retail customers, as well as a separate entrance and grab-and-go area of the salesfloor that Builders’ professional contractor customers use for quick trips to grab a few boxes of nails or caulk.

“We have such fantastic relationships with our contractors here,” Stacy says. “We’ve been here for 45 years, so they rely on us and know what we are able to provide.”

And provide Builders does. Because of the company’s extensive manufacturing, fabrication and installation segments, Builders can provide everything someone needs for a new build or renovation project. To bolster this service, the Kearney location is currently undergoing a renovation of its design services center. When it’s complete, customers will have a separate entrance and spaces to meet with designers.

In addition to having established relationships with contractors, interior designers and consultants also rely on Builders. In the new space, independent consultants will have dedicated meeting rooms to meet with clients and show them the possibilities Builders has to offer. This renovation isn’t the last project the company has planned.

“We’re creating a replicable model to put in our other markets,” Stacy says.

“We’re already looking for acquisition opportunities, and we have growth plans for the Colorado market and new markets and segments on the horizon.”

Stacy says a key department is paint because so many projects start there.

“Any project someone is going to be doing on their home, paint is going to be involved,” Stacy says. “We like to focus on paint as the starting point to learn the scope of their project and capture the whole thing. If someone comes here to choose paint for their kitchen, it’s a great entry to talk about tile or flooring or appliances.”

Staff at Builders is more than a group of employees, Stacy says; they’re family. And each person on the team has a responsibility to deliver the high level of service that Builders has earned a reputation for over the last 45 years.

“We believe so deeply in the people who work for us. If we didn’t have this team, we wouldn’t have a business. It’s very important for us to continue to invest in our team and seek information,” Stacy says. “For example, our drivers who are out delivering materials are the last people to interact with our customers, so we empower them to seek feedback and continue that thread of high-quality service all the way until the end.”

Investing in the team is a key focus for the company for the foreseeable future, Stacy says, whether that’s offering additional training or creating opportunities for leadership development.

“With the labor market the way it is, we’ve been recruiting, but it’s certainly been challenging.

“We believe so deeply in the people who work for us. If we didn’t have this team, we wouldn’t have a business. It’s very important for us to continue to invest in our team.”

Our current team has been flexible, and they’ve all been willing to do jobs that are maybe outside their scope of responsibilities to keep things running,” she says. “Our culture here is very family-oriented. We encourage open conversations to find out what their passions are so we can put them on the right career path.”

With growth in the forecast, another space Builders is investing in is e-commerce and the company’s digital presence. The company website is undergoing a facelift that will better serve the needs of all the company’s customers, which shifted during the pandemic.

“Just like for the majority of the industry, our retail sales have picked up over the last few years as people were investing in their homes,” Stacy says. “To retain those customers, we need to be sure our online presence meets their needs.”

The website overhaul will feature different segments for each business division so each audience can better access the information they need.

“Our vision is that it will be for both retail and contractor audiences. The platform is about convenience,” Stacy says. “Contractors will be able to order online, and we’ll have options for delivery and pickup, and the retail customers will be able to access our full catalog of products so they can see everything we have to offer.”

Having the opportunity to make continued strategic investments in Builders and its people is something Stacy says she’s grateful to be able to be a part of.

“We are a servant-based company. That is our mission. We want our team, our family members and all of our customers to be very proud of the work we do collectively,” she says. “We’re excited to exist in this space. Not a day goes by that we aren’t counting our blessings.”

ELLIOT GREENBERG

JC Licht was founded by the Licht family in Chicago in 1907, growing to dozens of locations over nearly the next century until 2000 when Benjamin Moore purchased the operation. A little over a decade later, the paint manufacturer decided to exit the retail business and sought a buyer for JC Licht, which at that time boasted 29 locations.

“We taught our people that they also have the authority to make quick decisions. So we came up with a slogan: Make it happen.”

Elliot Greenberg had spent over 30 years in the independent paint business, and at the time, he served as vice president of sales, operations and marketing for Ring’s End, a comprehensive home improvement business in Connecticut. Prior to that, he had spent 15 years in his family’s paint business, running a busy store serving contractors in New Jersey.

“I remember delivering paint to contractors with my mom in her station wagon when I was four years old and getting 10 cent tips. It was in my blood,” he says. “It was always something I cared for and loved, but it wasn’t always a goal for me. I thought I would go to law school or become a sports agent.”

The job at Ring’s End—helping the company start up its paint operations— was an opportunity Elliot couldn’t pass up. Elliot says his time there was a crucial part of his development as a leader and a businessman.

“I wanted to prove myself beyond the family. At Ring’s End, I had to learn from scratch how to do what I did,” he

says. “I was treated really well, and I learned so much. The owners gave me a lot of leeway to grow the business and we grew dramatically in every aspect. It was probably the greatest 20 years I’ve had in the business.”

Elliot spent time cultivating a relationship with Benjamin Moore during his time at Ring’s End, which is how he learned of the opportunity to buy JC Licht in 2014.

After spending two decades learning how to run a comprehensive operation, he saw the potential in JC Licht, and officially became the owner in January 2015. Over the last seven years, Elliot has put the company on an aggressive growth path, and he has focused on establishing a leadership team that is dedicated to the company’s core values.

“I look at this operation as an extension of Ring’s End. I was very experienced as an executive only because of my time there,” he says. “I learned a lot about core values there, and that helped inform so much of what we do here today at JC Licht.”

JC Licht staff are passionate about the work they do, and each one is committed to serving customers and upholding the company’s core values. TEAM ORIENTED

ABOUT JC LICHT

Founded in 1907

57 locations, Chicago area and Wisconsin

Growing into hardware

70% contractor, 30% DIY

JC LICHT’S CORE VALUES

Engage customers with passion.

Respect one another.

Demonstrate openness and honesty.

Be energetic, be positive and win

We are all equally important.

PEOPLE AT THE CORE

In every one of the company’s 57 locations, the core values of JC Licht adorn the walls wherever employees gather and they guide every decision. As the company has grown, Elliot’s leadership team has played a key role in communicating the core values, ensuring each team member knows they are critical to JC Licht’s success.

Early on in his tenure, Elliot attended a CEO conference where he was introduced to the book “Traction” by Gino Wickman. The lessons he learned from the book, and the Entrepreneurial Operating System® (EOS) it introduces, have been an integral part of his strategy since.

“‘Traction’ helped us transition from a highly entrepreneurial company to a growth-oriented business,” Elliot says. “It encompasses how we operate our company on a weekly, quarterly and long-range basis, informing our three-, five-, and ten-year plans.”

Lessons from the book led the JC Licht leadership team to develop the company’s core values based on the characteristics of high-performing employees.

“Kim [Smuda], our senior office administrator, was the first person we named. She had it all,” Elliot says. “We continued naming other people with the traits we thought would take us to the next level. Looking back on that process, I wouldn’t change anything.”

With the core values established, the leadership team got to work further developing the culture of the business. Elliot says the biggest challenge for the staff was learning how to say yes.

“The people I inherited were afraid to say yes, and we had to change that dynamic,” Elliot says. “I met with all of our big customers, listening to them and learning their challenges. They quickly understood that I care about them, and I will come up with solutions.”

Elliot says the company’s flexibility as an independent business is a key part of how they can compete against national brands.

“I can make decisions on the spot, where national chains are limited,” he says. “We taught our people that they also have the authority to make those quick decisions. So we came up with a slogan: Make it happen.”

The “make it happen” philosophy is now a common sight throughout all JC Licht operations, seen on the back of company t-shirts and on shopping bags so every customer knows there is a solution available if they ask.

This strategy also paid off over the last two years as JC Licht staff adapted to changing customer demographics— and their vastly different needs—during the course of the pandemic.

JC Licht has had a strong contingent of DIY and retail customers, but its primary

customer base is about 70 percent contractor. The communication style needed for these two groups is completely different, and leadership identified an opportunity for improvement when homeowners started calling the stores for advice.

“When a homeowner calls and they start with, ‘I just have a quick question,’ I know that means it’s not quick,” Elliot says. “They need more dedicated guidance.”

The company developed a training program called Phone Excellence to address the different communication needs of retail customers. Every Tuesday, a communication consultant trains new staff members on how to answer the phone. Every associate is required to complete 16 hours of phone training to prepare them to serve any customer.

“The training has been game-changing, and it’s a great opportunity to grow our retail business,” Elliot says. “At the end of the day, we’re accomplishing our goal of treating all customers with the same love, attention and focus, and I think our people are doing a great job.”

“At the end of the day, we’re accomplishing our goal of treating all customers with the same love, attention and focus, and I think our people are doing agreat job.”

GROWTH PLANS

In addition to investing in people over the last seven years, JC Licht has been investing in store development and growth in new areas. When Elliot took ownership, the business had 29 stores. Today, the company is 57 locations strong, including entering a new state and foraying into hardware.

“I don’t have a goal of a certain number of stores by a certain time, but we evaluate our markets every three months,” Elliot says. “I think we have the pillars that we need to go forever. Individual paint stores, both commercial and industrial; wood coatings; home fashions, including wallcoverings and window treatments; and more JC Licht Ace stores. These are the things we know and do well.”

The company’s next step is further expansion into Wisconsin and entering the Indiana market. The growth strategy is as much about growing the brand as it is about creating job opportunities.

“We have about 575 associates, who we call family members,” Elliot says. “Especially during COVID, we’ve seen a lot of new people come from other jobs for better pay and more opportunities. They know we’re a growing company, and they can see all the pathways they have.”

JC Licht has a generous employee referral program that has led to strong recommendations. Employees receive $750 for each referral they make, and Elliot says that investment is worth it.

“It works. We’re getting high-quality people from referrals,” he says. “Because we’ve grown so much, we have 70 to 80 people who are somehow related to another employee.”

Elliot says he is energized by the opportunities that are around every corner, and he’s grateful for the opportunity to lead an organization like JC Licht.

“I wake up every morning, and I get excited,” he says. “I thank God every day for how lucky I am to be in such a great industry.”

PAT SULLIVAN

Sullivan Hardware & Garden has been a part of the Indianapolis independent home improvement market for nearly 70 years.

Robert Sullivan founded a small hardware store in 1954, and then in 1963, the business moved to its flagship location where the company’s core business still operates today.

“As hardware stores, we have all hung our hat on good service, but everyone expects good service. So if you start there, you’re at zero, so now what do you have?”

One of seven children, Pat Sullivan says it was always his plan to take over. In 1989, at 29 years old, he bought the business from his father, who retired the following year. Over the last 30 years, Pat has made strategic investments in Sullivan Hardware & Garden. The business is not only a reliable place for people to buy core hardware needs, but it is a true destination for people throughout the state year-round.

“When I first took over from my father, I thought what we were doing would last forever,” he says. “We had some regional competition, but we always gave good service. Then when big-box stores came to town in the early 2000s—one within a mile of our flagship—we lost contractor business and some other bigger ticket business. We had to evolve.”

Pat says while they retained a core group of loyal customers, he wanted the store to be more than just a convenience hardware store.

“I want people to be excited about coming to our store,” he says.

Pat’s strategy to differentiate his operation came down to five product segments that he knew they could do better than the big-box stores: Green goods, fireplaces, mid-price patio furniture, grills and artificial Christmas trees.

“We failed at fireplaces,” Pat says. “I always tell that part of the story because it’s important for other retailers to know that not everything works out. But we’ve become the place to go for those products.”

Sullivan Hardware & Garden features four different locations, and all of them are distinct, which Pat says complicates marketing to a certain extent, but each business serves the immediate needs of the local communities.

The flagship store now occupies 5 acres and features a greenhouse and outdoor space, a full-service restaurant and a separate gift shop in addition to the core hardware store. The other locations include a smaller hardware store in a historic neighborhood less than 5 miles away, and another

TO TOWN

ABOUT SULLIVAN HARDWARE & GARDEN

Founded in 1954

4 locations serving primarily DIYer and retail Headquartered in the Indianapolis area

50,000 people attend the store’s annual Christmas event

hardware store about 40 miles north of Indianapolis that serves a town of just over 4,800 residents with a core hardlines store and a live goods space. The most recent addition to the Sullivan family of stores is a garden center Pat purchased in early 2020.

“I wasn’t necessarily looking at adding another location, but this garden center is a wonderful, 44-year-old business,” Pat says. “The owner was ready to retire, and I saw the potential there.”

He has invested about $3 million to make it consistent with the other locations, including adding 10,000 square feet of salesfloor space and opening another restaurant. The business previously only sold live goods, so now it features grills and a complete lawn and garden hard goods department.

“Instead of people going for plants and live goods and then going to a box store to get all the tools they need, they’re staying in that store,” Pat says.

the business sells more than 150 different styles of trees, and in 2021, sales totaled over $800,000. To further support the category, the company offers a unique service: Christmas tree storage. For $30 per foot, area residents can store their trees during the off-season in the warehouse, and then when they are ready, a team will deliver it and set it up. Hundreds of customers utilize the service, and Pat says it also keeps the warehouse staff busy during slower times of the year.

Christmas trees are just the tip of the holiday season iceberg at Sullivan’s. In fact, one attraction alone brings more than 50,000 visitors through the store from early November through Christmas Eve.

ENTERTAINMENT CENTRAL

ENTERTAINMENT CENTRAL

In addition to identifying the core product areas that would help the business stand out in a crowded market, Pat’s strategy to bring customers to the stores has been all about entertainment.

The flagship store is known throughout the state as the place to go during the holiday season. The company’s focus on artificial Christmas tree sales is a standout;

The Sullivan Express is a holiday-themed train that takes children of all ages on a tour of the North Pole—an extravagantly decorated greenhouse—to meet Santa Claus. Demand is so strong that ticket sales are timed. They go on sale on the Sullivan Hardware website at precisely 4 p.m. on Nov 1. Last year, 1,700 tickets were sold in the first 3 minutes.

At the new garden center, a similar event is taking shape in celebration of Halloween, with Sullivan Express to Pumpkintown quickly becoming a tradition.

The restaurant is another unexpected draw that Pat says developed out of the company’s focus on another seasonal product: grills. To become a destination for

grills, first, the business stocked dozens of different grills and price points. Second, they established a commercial kitchen to host grilling classes. The kitchen became an attraction throughout the year for classes and when it was open during the Sullivan Express season.

Pat and his staff noticed that people would come to the store specifically to get food from the kitchen because they had loved it so much during the holidays, only to see it wasn’t open.

“Customers could get a sandwich, a glass of wine during Christmas, and then they would come back in the spring, maybe for plants, and they would be disappointed because it was closed,” Pat says. “So we realized, on one hand, we were telling everyone how cool we were and then we disappointed them. We realized we needed to be in the full-service restaurant business, so we’re open from lunch until dinner six days a week.”

Today, the restaurant and garden center also serve as a place for private parties, like wedding and baby showers, and even celebrations of life for beloved customers.

“No matter how small you are, you need to be a fun place to shop. We make people in their daily lives stop and say ‘Let’s go there,’ when maybe they don’t even have a reason to.”

CORE COMMUNICATION

Pat admits the business isn’t as strong as it should be in regard to e-commerce, but he says that side of retail is crowded, and it’s harder to compete. Instead, the Sullivan Hardware & Garden digital team focuses on transitioning the entertainment at the store to social media, where it’s easier to communicate with customers and lean into word-of-mouth marketing. The business currently has over 6,000 followers on Instagram and more than double that on Facebook.

“It’s harder for us to push out our products for sale because everyone does that,” Pat says. “But on the social media side, we’re showing off Slawfest, our annual celebration of coleslaw. That’s a lot easier for us to market than getting someone to buy a grill from us.”

Showing off the fun side of hardware retailing is part of Pat’s core strategy, and he says all hardware store operators should make their stores a destination.

“No matter how small you are, you need to be a fun place to shop,” he says. “As hardware stores, we have all hung our hat on good service, but everyone expects good service. So if you start there, you’re at zero, so now what do you have?”

There aren’t immediate plans to grow the footprint of Sullivan Hardware & Garden further, but Pat says the future is about continuing to enjoy the company’s niche business and treading the line between hardware, garden center and something else completely.

“People ask, ‘What are you?’ I always say the hardware industry doesn’t want to claim us, and the garden center industry doesn’t want to claim us, so we’re just kind of floating in the middle,” he says. “We make people in their daily lives stop and say ‘Let’s go there,’ when maybe they don’t even have a reason to.”

Explore Education

The deadline to apply for the 2022 Retail Management Certification Program is June 1. Invest in your leaders and enroll at YourNHPA.org/rmcp

OPERATIONS

Leadership Development Strategies for Your Operation Anatomy of a Leader

BY CARLY FRODERMAN

Strong leadership is a vital component of a prosperous business because it provides an operation with direction and purpose while cultivating a positive, productive work culture. There are many ways to build and improve leadership in a company; successful strategies require meaningful

investments in employees and take your team and business to the next level.

Paint & Decorating Retailer spoke with the owner of Hoover Paint and the director of organizational development and consulting for the North American Hardware and Paint Association (NHPA) to gain insight into leadership development and strategies.

DEVELOPING LEADERS

Tim

,

, develops leaders in his operation through constant and open communication.

From T i m

RESOURCES

Read Up on Leadership

NHPA staffers share two books on leadership and retail to help you strategize at PDRmag.com/leadership-books

Leading Others Into Leadership

Tim Bowling, owner of Hoover Paint, which has eight locations near Nashville, Tennessee, realized the need for strong leadership in a company early in his life. Bowling watched his parents spend many hours running Hoover Paint, with most of the duties falling on their shoulders.

“I realized early on that if I didn’t want to do everything myself and have every little thing depend on me, I would need to focus on hiring quality employees who could be developed into leaders,” Bowling says.

As the business grew, the need for focused leadership development became more apparent. Bowling’s store managers had always had a lot of freedom, but more structure was required for them to succeed as a company.

“Once we added our fourth location in 2004, it became more critical to implement a system that would keep us all moving forward in the same direction,” Bowling says. “It was a pivotal point where I realized that we needed to start getting more organized.”

Superb Strategies

For Bowling, developing leaders starts at the ground level. Most of Hoover Paint’s managers started with the company as counter staff and were hired because they naturally possessed the businesses’ core values, Bowling says.

Those core values boil down to one golden rule.

“We endeavor to treat people the way we want to be treated,” Bowling says. “This applies inward, between our staff, and outward, to our customers. We strive to always provide honest answers and proper solutions.”

The second component of quality leadership is an open line of communication between Bowling and his team.

“I maintain an open-door policy, so my leadership team is comfortable asking questions,” Bowling says. “I am always willing to listen to others and make changes as needed. I also make an effort to explain any decision I make so that everybody understands and learns from it.”

Creating a free and innovative work culture is also an important aspect of Bowling’s leadership development strategy.

“I give my employees the freedom to make their own decisions without worrying about me micromanaging them,” Bowling says. “They won’t always make the decision I would make, but we try to learn from our mistakes and our victories to push our operating bar higher. When employees are not afraid of making the wrong choice, they will excel because they are not working in a constant state of fear.”

Bowling employs a standard operating procedure, a collection of written and documented processes, to guide his employees in leadership positions and keep everyone on the same page. He also holds an annual two-day leadership meeting with his sales managers, office managers and store managers.

LEADING THE WAY

As a leader in paint-dispensing equipment, mixers and shakers, Fluid Management’s new and improved AccuSmart Dispenser Series increases efficiency, reliability, and profitability. The new AS7500 and AS9500 dispensers feature:

• Dew Point Intelligence (DPI™) – reducing the need for daily nozzle picking and purging

• Queuing and Alignment Tools – including LED lights to help prevent costly mistints

• DVX Pump Technology – with 3X life and dispenser algorithm for smoother dispensing and higher speeds

Read Up on Leadership

NHPA staffers share two books on leadership and retail to help you strategize at hardwareretailing.com/leadership-books

DEVELOPING LEADERS WITH A CONSULTANT

Hear From NHPA Consultant Kim Peffley

Paint & Decorating Retailer spoke with Kim Peffley, the director of organizational development and consulting for the North American Hardware and Paint Association (NHPA), about her industry experience, consultant offerings and leadership insight.

Hardware Retailing (HR): What is your background and experience in the home improvement industry?

Kim Peffley (KP): Before I began working with NHPA, I worked for 25-plus years in the home improvement industry. My career started when my parents built a True Value store. I began as a part-time cashier working nights and weekends and then worked my way up through my parent’s store to management. When we sold our business to a family-owned group of Ace Hardware stores, I was invited to stay on board. I managed several locations and I ultimately became the general manager. I worked in all areas of the business, including frontline and manager development, merchandising, marketing and new store acquisitions, conversions and remodels. During that time, I worked with a consultant and completed the Vision Process. Through that, I became interested in DiSC personality assessments, and I eventually became an Everything DiSC®-certified facilitator.

HR: What’s involved with the DiSC personality assessment?

KP: DiSC is the leading personal assessment tool to understand and improve work productivity, teamwork and communication in your business. DiSC is a powerful tool that tells you more about who you are as an individual so that you can be more self-aware. It can also be used to improve communication ability, reduce conflict and ensure that you are taking full advantage of the strengths and opportunities of everyone on your team because we are all uniquely different.

HR: What are the benefits of using a consultant?

KP: A consultant is going to customize the experience to your business 100 percent. I can address your specific needs using my experience, as well as the experience of NHPA and the network of people we work with. It isn’t a cookie-cutter program—it truly focuses on you and your business. Additionally, a lot of people tell me, “I am paying you to hold me accountable.” When you run an independent business, managers and owners are at the top and can hold their teams accountable, but there are very few people holding them accountable. Working with a consultant provides direct, honest feedback, and if changes are made and operations are implemented, I can help hold you accountable.

HR: What types of consulting programs does NHPA offer?

KP: We offer Vision Process, Team Builder and hourly consulting at NHPA. Vision Process is a year-long program that includes four store visits and phases meant to strengthen your team, improve communication, define company values and goals and build processes and best

practices that fit your objectives. TeamBuilder is a comprehensive two-day analysis of the people side of your business. It fully analyzes your current organizational structure and the way your staff members interact. Hourly consulting is a chance for retailers to run ideas past me or ask for advice on any issues. These meetings are set up virtually, and retailers can decide how many sessions they want and how often they want to do them.

HR: What makes someone a good leader?

KP: I think you have to be able and willing to communicate effectively. That means you need to be able to listen, adapt and adjust depending on who you are talking to. I think you need to be humble and honest and admit that as a leader, you are human. People think that because they are in charge, they can’t make mistakes. The reality is that no one is perfect; mistakes should be looked at as an opportunity to learn new things. I also think a really strong leader has to be completely aware of who their team is. Leaders need to be open to learning new things and able to support and give their team all the development tools they need and the time to do it. When leaders don’t micromanage and allow their team to run with their ideas, it allows for creativity to come up the pipeline.

Outside Advice

For more information about NHPA consulting, contact Kim Peffley at kpeffley@YourNHPA.org.

Services may include:

• Communication training

• Conflict resolution

• Task management

• Staff training

• Operational efficiencies

• Implementing development plans

RESOURCES Be a Team Player

Discover leadership skills that will improve your ability to work on a team at YourNHPA.org/leadership-skills

During these meetings, they review their core values and market niche and then dissect the prior year, address any issues and set plans for the coming year, Bowling says.

Smaller conversations occur more regularly between Bowling and his store managers and sales representatives. Once a month, he hosts meetings to keep everyone updated and moving in the same direction, Bowling says.

The third step is creating an environment where leaders are always learning.

“We aim to teach our leaders basic business principles and the technical product knowledge necessary to succeed,” Bowling says. “We do this by taking our managers to outside events like buying group shows and supplier markets.”

Bowling is no stranger to bringing in outside experts to develop his staff, and he has occasionally brought in guest presenters to speak on topics like operations, customer service and sales. Bowling also makes an effort to introduce his leadership team to other successful retailers, both inside and outside of their industry. During their meetings, they consider why these retailers are excelling and what can be learned from them, Bowling says.

Growth Through Development

Strong leaders do not always overtly show their success. Leadership skills are often displayed in subtle situations.

“I want to be surrounded by intelligent people who make our team better together than we would be if we were separate. When those are the people taking initiative in the business, everyone wins.”

—Tim Bowling, Hoover Paint

GROWING LEADERS

“I see leadership prevail in little ways,” Bowling says. “It could be offering extra time off to an employee going through a difficult time or a sales representative taking the initiative to drive two hours to retrieve a specific gallon of paint for a customer.”

Providing advancement opportunities has allowed staff to grow and develop and still remain an integral part of the company’s growth. When Hoover Paint had an employee who had developed to the point that he was ready to run his own store, a third location was added, and he was given that opportunity to grow with the company, Bowling says.

These opportunities for leaders within the company have aided in the expansion of the business and helps the eight-store operation run smoothly today.

“At the end of the day, offering leadership development has led to my employees taking initiative in the business,” Bowling says. “I try to have leaders with unique abilities who can do a better job than me in certain areas. I want to be surrounded by intelligent people who make our team better together than we would be if we were separate. When those are the people taking initiative in the business, everyone wins.”

ADVANCED RETAIL EDUCATION

NHPA’s Retail Management Certification Program was built for owners and managers in the home improvement industry. The program focuses on learning skills to grow store sales and profits in today’s changing retail landscape.

The power of this program is its impact on the performance of participating companies. Course curriculum includes 25 modules covering all aspects of running a business, and its industry-specific nature allows the learning to be immediately applied to the business.

Length: 6 months

Format: 3 in-person visits with intersession assignments

Outcomes: ROI-focused business improvement projects

Application deadline: June 1, 2022

Starting date: July 2022

Scholarships available: 20+

Visit YourNHPA.org/rmcp to apply, download the learning guide or learn more about the program.

These companies are advocating for independent retailers by supporting this program.

TRAINING

Meaningful Benefits

Discover more product knowledge by becoming a Premier NHPA Member at YourNHPA.org/membership

SEALED UP

oedecke Flooring & Design Center was opened by George Goedecke in 1923 in Bedford, New Hampshire. Paint & Decorating Retailer spoke with co-owner Peter Goedecke about caulks and sealants. Caulks and sealants may not have high margins, but they are instrumental to the home improvement industry and are

& y p

BY CARLY FRODERMAN

BEST PRACTICES FOR THECAULK SEALANT CATEGORY

necessary products to stock for your operation to become a one-stop shop, Goedecke says. Goedecke Flooring & Design Center tends to cater to high-caliber professional customers due to its high-end location, so stocking top-shelf products that hold up and make their contractors’ clients happy is of utmost importance, Goedecke says.

Inventory Check

QUALITY FIRST

Goedecke Flooring & Design Center stocks only high-quality caulks and sealants for its customers, Goedecke says. While these products tend to be more expensive, stocking higher-end caulks and sealants ensures that projects are successful and customer satisfaction is high, Goedecke says.

CLIMATE COUNTS

When stocking and selling caulks and sealants, consider the climate in the area and how it translates to customer needs, Goedecke says. “New England’s climate causes a lot of movement in the structures in our area, so we encourage our customers to avoid fast-drying products because they tend to be less flexible,” Goedecke says.

Giving Guidance

If a DIYer comes in with a caulking project, ask them these three questions to be sure you can lead them to the right product.

Where will it be applied? 1

2

3

What type of surfaces will be bonded or caulked?

How much stress or movement will be placed on the joint?

When they’ve selected the product they’re looking for, give them these five tips

Push, don’t pull, the gun along the gap. 1

2

COLOR IS KEY

The design segment of the business necessitates extensive color options, Goedecke says. The store carries around 30 different colored silicone caulking options, along with paintable and tintable options for any other color-matching needs, Goedecke says. “Some of our professional painters like to use tintable caulking for touch-ups on new construction,” Goedecke says. “It’s a quick fix that allows them to avoid any repainting.”

3

Tool the joint to finish and clean it up. Use a wet finger or putty knife for acrylic and a soapy finger for silicone.

Wipe away excess with a rag. Use a wet rag on acrylic and a dry rag on silicone.

Prime and sand bare wood and sheetrock before caulking. 4

Cut the caulking tip small to avoid overfilling the crack. 5

Sources: NHPA Product Knowledge Resources

TOOLS & GUIDES

Let Us Do It for You

Project Point is a one-stop department that offers project ideas and downloadable assets you can share with your DIY and crafty customers.

Flowers FANCY

TURNING GLASS BOTTLES INTO COLORFUL VASES

Beautiful flowers deserve a pretty vessel and these DIY painted glasses vases are the perfect way to display bouquets or can stand alone as decor. This project requires only a few supplies you already have in your store and allows your customers to upcycle items they have on hand.

CATEGORY

Share these additional DIY projects your customers can create with flowers at PDRmag.com/petal-projects

What’s in Your

Project Point Package

Visit YourNHPA.org/project-point to download your Project Point Package for this DIY today.

01

DIY Instructional Guide

This downloadable and printable PDF makes it easy to share this project with your customers. The guide includes step-by-step instructions, a supply list, necessary tools and color photos of each step. There is also a editable version to include your company’s logo and information.

02

Merchandise Planogram

The merchandise planogram lists all of the supplies and tools a customer would need to complete the project. It offers suggestions on how to display and merchandise the supplies and tools so you can easily promote and sell the project to your customers.

Social Media Posting Guide

The social media posting guide provides everything you need to share this project on your own social media channels. The guide includes suggested copy for Facebook and Instagram, project photos and customizable posts to fit your company’s branding and needs.

Here are the materials and tools to include in your

CATEGORY

Color Coordinated

Discover the hottest paint color trends for 2022 at PDRmag.com/color-2022

Designer DECOR

4 WINDOW & WALLCOVERING TRENDS TO WATCH

Prepare your business for customers to come calling for fashionable wallcovering and window treatment solutions. According to the most recent Window Coverings Market Report from Mordor Intelligence, the window coverings market is expected to grow 4.42 percent over the next five years, while the Wall Covering Market Report is projecting 4.99 percent growth over the same time period. The projected value of the wallcoverings market by 2026 is $39.41 billion. As these markets grow, retailers who are strong in fashion and decor solutions should stay current on trends in this category that is often a strong companion to paint.

Worthwhile Window Treatments

Smart Technology

Window treatments will not be left out of the smart technology movement. The adoption of smart window solutions will bring motorized and automated window coverings controlled by one touch on a smartphone, a remote control or voice command.

Going Green

Green and nature-inspired window coverings will be popular this year. Blinds are expected to hold a significant share of the market, and there will be a focus on organic and eco-friendly materials, energy-efficient insulation products, energy-saving solutions and overall sustainability.

Sources: Window Coverings Market Report (2022-2027) and Wall Covering Market Report (2022-2027), Mordor Intelligence; 2022 Paint & Color Trends Report, Fixr.com

Fixr.com, a remodeling research organization, consults with top interior design experts annually to learn more about the latest decor trends. Here are some insights from this year’s research.

56 percent of designers say that green, nature-inspired wallpaper will be the most popular pattern for this year.

88 percent of designers say that powder rooms will be the most popular place to introduce wallpaper in 2022.

Industry Events

CALE NDAR

Do you know how your business stacks up?

When you participate in the Cost of Doing Business Study, it can help you to identify future financial opportunities and set goals for your business. It’s free, easy and confidential.

Participate by June 30 to get a free copy.

PODCAST

Panel on the Pod

If you missed the 2022 Top Guns panel at the NHPA All-Industry Conference, head to YourNHPA.org/tcb-pod to listen now.

TOP INSIGHTS

LISTEN TO THE INDUSTRY’S 2022 TOP GUN AWARD WINNERS

The 2022 NHPA Top Guns winners participated in a panel discussion at the NHPA All-Industry Conference last month. The conversation centered around their operations—how they differentiate, how they excite and retain customers and employees and what’s in store for growth. Read highlights here from each winner and then head to YourNHPA.org/top-guns to see photo galleries of each operation and listen to their “Taking Care of Business” podcast episode.

Stacy Bivona Vice President BUILDERS

“You need to create an enjoyable experience for customers when they’re shopping with you, on the telephone, meeting with a designer. We want to build customers for life, and experience is how we do that.”

Elliot Greenberg President & CEO

JC LICHT

“You have to love what you do to be good at this business. I love getting to know contractors and trying to fulfill their needs. I love the people I work with. We come together to serve customers and serve each other.”

Pat Sullivan President

“It’s really important to have unique items. I think sometimes retailers are afraid to buy oddball things. What’s your core? Hardware store. What else are you? You need to have a few things that you’re the very best at.”