Building Products Digest - August 2011

MOULDING & MILLWORK FORECAST � SOUTHERN CYPRESS � GOING GREEN

AUGUST 2011

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44 � Building Products Digest � August 2011 Building-Products.com

August 2011 �� Volume 30 �� Number 6

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In Every Issue6 TOTALLY RANDOM

16 COMPETITIVE INTELLIGENCE

18 OLSEN ON SALES

20 GREEN RETAILING

24 MOVERS & SHAKERS

26 FAMILY BUSINESS

32 PRODUCT SPOTLIGHT: SOUTHERN CYPRESS

34 KAHLE ON SALES

36 NEW PRODUCTS

42 ASSOCIATION UPDATE

42 IN MEMORIAM

44 CLASSIFIED MARKETPLACE

45 DATE BOOK

46 IDEA FILE

46 ADVERTISERS INDEX

Special Features8 FEATURE STORY

SOLID REBOUND AHEAD FOR MOULDING

9 COMPANY FOCUSTHE NEW MCCLOUD RIVER LUMBER

10 MANAGEMENT TIPSGET COMMITTED TO GREEN

11 INDUSTRY TRENDSBRIGHT FUTURE FOR GREEN BUILDING

12 FIRST PERSONCATCH 22 IN LEED CERTIFICATION

13 INDUSTRY TRENDSFALLOUT OF LOWER HOME OWNERSHIP

14 MARGIN BUILDERSDEALERS RALLY TO BUILD DECKS FOR VETS

TOTALLY RandomBy Alan Oakes


Is this why the housing’s so messed up?

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BPDBuilding Products Digest

FIRST, I HOPE you are having a good summer. It seems that we never had a springthis year in most of the country, and went straight from winter to summer. Most of

my contacts say they never enjoyed the normal bump in spring, and that they are inwhat I have termed a “bobble-along time.” Certainly, 2011 has already already proveditself to not be the year of the long-awaited turnaround. While we are still seeing joblosses and little hiring, the closing of businesses does seem to have slowed this yearcompared to last. Perhaps it suggests that the industry has taken the necessary steps todeal with its new reality. Nonetheless, it is still not an easy time for most.

I have heard from a number of you mostly agreeing with my comments in our Juneissue (“Does Home Ownership Still Make Sense?,” p. 6). Since then, I have read somecontradictory reports on that issue. Time will tell, but one major factor inhibiting thesale of homes has just become very evident to me personally. I just read that onlyabout four out of 10 mortgages are now approved, meaning that six out of 10 buyerswalk away empty handed and the sale or refinance does not happen. And, frankly,after the last month, I can well believe it.

From a period of giving mortgages away to anyone and everyone who could writetheir signature (or maybe not), the pendulum has swung the opposite direction. It hasmade me wonder how much this issue is now holding back tens if not hundreds ofthousands of sales that our industry so desperately needs, as well as refinancing dol-lars to fuel the remodeling market and the overall economy. If one considers thathome prices nationally are probably 30% to 40% lower than they were and are almostback to year 2000 levels, then so many people not qualifying really doesn’t seem tomake sense. The banks have simply over-corrected their loan requirements. No onecould disagree that lending standards in the boom were far too lax, and the banksfrankly got what they deserved. So to get back to paying themselves the big bonusesthey are simply eliminating all risk and not doing what they are in business to do.

With the current low rates, I finally decided to refinance my mortgage. With a highcredit score, a low loan-to-value application, a steady job, and anything any one couldask for to get a loan approved, I have spent a month faxing, emailing, and receivingletters from whoever to show and prove I am a worthy payer. After generating 200+pages of documents, I am still not approved. Almost every day I get an email sayingthe loan is approved subject to this or that, but even when I address that issue I get thesame reply with yet another condition. This has now reached the ridiculous, withrequests for more and more documents, and it never seems to stop. There is absolutelynothing that should have made this anything but a rubber stamp mortgage. This tellsme we have great problems.

This nonsense can only exacerbate the housing crisis and delay the recovery. I fullyunderstand the need to tighten requirements. I understand that not everyone is entitledto a mortgage. But if my experience is similar to what everyone else’s is, unless thissituation gets back to reality of who really is a risk and who really isn’t, we cannot seea recovery.

Every day borrowers with good credit and good histo-ry are failing to meet overly rigid requirements. They areperhaps tripped up by one automated red flag and turneddown. They may meet the Fanny Mae and Freddie Macrequirements but then fail an overlay requirementrequired by the lender. No one can argue that the banksshould be able to set their own requirements, but therehas to be reason and sanity. If solid, credit-wor-thy citizens are being turned away in quantity,there is something desperately wrong with thesystem. There has to be a happy medium,and today there is clearly not.

Have a good rest of the summer. I amheading back to the fax machine!

Alan Oakes, [email protected]


Solid rebound aheadin moulding and trim

U.S. DEMAND FOR for moulding andtrim is forecast to increase 10% a

year, to surpass $10 billion in 2014,according to a recent report by theFreedonia Group.Gains will be fueled by an expect-

ed rebound in new residential con-struction expenditures, following theirdepressed 2009 level. As the housingmarket contracted from 2006 through2009, moulding and trim demand suf-fered a steep decline. The new resi-dential market, which normallyaccounts for more than 40% of overalldemand for moulding and trim, sawits share drop to just over 20% in

slightly faster, however, for exteriortrim, aided in part by demand forhigher priced, more durable materials,such as plastic.Despite competition from plastics

and wood-plastic composites, woodwill remain the leading material formoulding and trim, with gains sup-ported by the recovery in residentialbuilding construction.Solid price gains for wood will fur-

ther boost market value. By 2014,plastic is forecast to surpass metal asthe second leading material formoulding and trim. Demand for plas-tic products will benefit from therebounding new residential construc-tion market, especially for exteriortrim. Plastic products are said to per-form better than wood against expo-sure to the elements, thus makingplastic an ideal choice for exteriormolding and trim products. Further,improvements in the appearance ofplastic have made high-end plasticmoulding almost indistinguishable tothe untrained eye from wood.

FEATURE StoryMoulding & Millwork Forecast

2009. Even though the recovery inhousing completions will still fallshort of the 2004 level, new residen-tial demand for moulding and trimwill have regained its usual share by2014.While other markets for moulding

and trim will see growth through2014, advances will be much lessspectacular than those for new resi-dential building. Demand in the non-residential building market, whichmanaged modest growth over the2004-2009 period, will accelerate asconstruction activity in the office andcommercial segment, a key market fornonresidential moulding and trimdemand, recovers from weakness trig-gered by the U.S. recession.Interior products account for the

largest share of moulding and trimdemand. Because interior moulding iswidely used in all major types ofhousing, demand for these productswill receive a major boost from theanticipated rebound in new residentialconstruction. Value gains will be

Wood Moulding & Trim Demand by Market(Millions of Dollars)

MarketResidential

NewRepair/Remodel

NonresidentialNewRepair/Remodel

19993644227913651202919283

20044812318016321275978297

20092207978122913081007301

201444052980142515251205320

201952453660158518051455350

WOOD SUBSTITUTES are taking a largerslice of the millwork market, particularly out-doors, such as with exterior trim.

Photo

by Mira

TEC

Building-Products.com August 2011 � Building Products Digest � 99

WHEN A GROUP of investorsdecided to open a new mould-

ing and millwork enterprise inBuckhannon, W.V., they agreed touse the name of a company estab-lished in McCloud, Ca., in 1897.“The McCloud River Lumber Co.

fit the bill perfectly,” says JasonRohr, who is one of the investors andserves as president. “We originallyconsidered starting a new business forthis venture, but decided to revive anold company with a rich history andheritage instead.”The original company got its start

in 1897, when George W. Scott andWilliam Van Arsdale bought a failedmill in McCloud, Ca. The companywas sold to U.S. Plywood in 1963,which sold it to ChampionInternational two years later. P&MCedar Products, Stockton, Ca.,entered the picture in 1980, butclosed the mill for good in 2002.The new company manufactures

crown moulding, casing, and otherwood products from locally harvestedAppalachian hardwoods. “The CNC machines we use are

Compucarve Version C’s,” saysRohr. “They are factory-modified sothey can produce moulding up to 16’long, even though our standard

COMPANY FocusMcCloud Lumber Co.

Moulding and millworkmanufacturer builds oncentury-old heritage

moulding is typically produced in 8’lengths. We also produce traditional-style moulding with our WoodmasterModel 725 machines.”Although a nearby sawmill cur-

rently processes the rough lumber,McCloud Lumber plans to eventuallyset up its own mill. The company isalso setting up its own distributor pro-gram. “Our goal is to make our product

easily available to anyone who wantsto market it, without breaking the

bank,” explains Rohr. “We are offer-ing distributorships in three differentlevels, all designed to fit into the bud-get, sales, and marketing operationsof everyone from big national whole-salers to small local retailers.” As for the future, Rohr foresees

nothing but possibilities. “I wouldreally like to see this old company dothings its original founders never evendreamed possible,” he says. “Whoknows, maybe we will even take thisold girl back home someday.”

ORNATE PATTERNS are just a few of the many moulding designs offered by the new McCloudRiver Lumber Co.


WITH 20+ YEARS experience withgreen building and remodeling,

I—like many other contractors—haveexperienced a disconnect between themessage I hear from manufacturerand dealer reps at conferences andtrade shows versus the reality of theexperience back home. While manufacturers are now as

excited about selling green productsas we are about buying them, theircommitment to green is not as deep aswe hoped. Greenwashing is common-place, lack of legitimate third partytesting/certification is not unusual,and little understanding of what itmeans to be green is prevalent.

Yes, going green is a journey andnot a destination. And yes, as anindustry, we are doing a lot of this onthe fly. But these realities are noexcuse for ignoring the milestones wehave passed, the resources availableto us, and the fact that educating repsto better serve the green builder clientis a win-win for everyone.When it comes time to buy green

building products, we buy into theindividual first, the company second,and the product third. The majority ofthe salespeople I have purchased fromover the last 20 years have been com-fortable selling obsolete (non-green)products, so why would I buy intotheir representation of a green prod-uct? In my eyes, the worst-case sce-nario is that they have no credibilityand the best case is that they havesome explaining to do. If you are a brown company trying

to sell green products, you will runinto skeptical consumers, builders,and remodelers who are just like me.And your field reps will run into abuzz saw of that skepticism. In orderto protect and better arm those reps inthe field, you can take some concretesteps to improve the street credibilityof your company:

Revamp your culture. Yep, Iknow this is big one. You are eithercommitted to being green or you’renot. That doesn’t mean you mustbecome the purest shade of green pos-sible or that it needs to occurovernight. But it does mean yourcompany is committed to gettinggreener every day, that it has a plan todo so, the budget to support it, andthat your senior leadership is person-

MANAGEMENT TipsBy Michael Strong

ally committed to the change.

Offer all green products.Not just some products. Not just someof the time. Again, this will likely nothappen overnight, but the commit-ment to being green across all yourproduct offerings will speak volumesabout your company’s commitment togreen.

Get rated. Getting the seal ofapproval from unbiased, third-party,science-based organizations will helpyour field reps more than anythingelse you can say or do. And it willmake it easier for me to specify andbuy your products, as I will not haveto do that research myself.In 2011, being committed to your

stakeholders (employees, customers,communities in which you operate,and your shareholders) means beingcommitted to green. Being committedto green requires, at a minimum,offering products that will have theleast possible negative consequencesto the planet. The good news is thereare numerous other companies thathave blazed this trail before, so therewill be less skeptical, more enthusias-tic buyers waiting when you get there!

– Named NAHB’s Green RemodelingAdvocate of the Year in 2008, MichaelStrong’s projects include the first LEED-rated home in Houston, Tx., and Texas’first NGBS-certified remodel. He consultswith supply-chain distributors and manu-facturers on how to “green” their salesforce for the housing rebound, co-hosts aweekly radio show on green buildingissues, and co-instructs a green build-ing/remodeling class at Rice University.Contact him at [email protected].

Get committed to green


Green building productson target to become a$70-billion marketDEMAND FOR GREEN building mate-

rials is forecast to grow 13% ayear to $71.1 billion in 2015, slightlyoutpacing the overall growth of LBM,according to a new Freedonia Groupstudy. The most important driver for

demand will be the expected reboundin the construction market from low2010 levels. Several green building products

are expected to post annual gains indemand of more than 20%, benefitingfrom greater availability, continuingenvironmental concerns, more strin-gent regulatory or building code stan-dards, and the rebound in constructionmarket. Through 2015, the largest value

gains will be from concrete productsfeaturing recycled content (e.g., fly

rapidly renewable resources (e.g.,bamboo and cork flooring), are thelargest source of green building mate-rials demand, accounting for nearlyone-quarter of the total market in2010. Demand for green floor cover-ings is projected to rise 11.7% annual-ly through 2015. However, gains will not match the

pace of the rest of the green buildingmaterials market, primarily becausesuch a large percentage of floor cov-erings (including essentially all car-peting products) are already marketedas green, limiting opportunities forgreater market penetration.

INDUSTRY TrendsGreen Building Products

ash, blast furnace slag), which willincrease nearly $11 billion from low2010 levels. In addition to the recov-ery in construction, green concreteproducts are expected to continue togain market share because the use ofrecycled materials in concrete notonly reduces the volume of waste sentto landfills, but often enhances theperformance of the concrete. Other high-percentage-growth

products are water-efficient plumbingfixtures and fittings, energy-efficientlighting fixtures, and permeable pave-ment. However, the market for thesematerials is fairly small and the addi-tional demand will be relatively mod-est in value terms.Green floor coverings, which

include Green Label Plus-certifiedcarpets and products made from

U.S Green Building Materials Demand(Billions of Dollars)

% Annual GrowthProductFloor CoveringRoofingConcreteWindowsDoorsInsulation & OtherAll GreenBuilding Materials

200513.05.210.44.94.611.4

$49.5

20109.26.25.55.13.29.5

$38.7

201515.97.516.27.45.818.3

$71.1

ʼ05-ʼ10-6.83.4

-12.10.7-6.9-3.6

-4.8%

ʼ10-ʼ1511.74.124.38.012.414.0

13.0%

ENVIRO-FRIENDLY FLOOR COVERINGS,including bamboo, hold the largest share of themarket for green construction products.


Certified intolerance

EXACTLY FIFTY YEARS AGO, groups of civil rightsactivists boarded interstate buses in Washington, D.C.,

and headed to New Orleans to call attention to segregation-ist laws that existed in the South in those days. These “freedom riders” were met with opposition and

violence, and it is a sad reminder of the ignorance, narrow-mindedness, and intolerance that once was prevalent in ourregion.Coincidentally, the present restoration of an iconic civil

rights building in New Orleans should draw attention to theignorance, narrow-mindedness, and intolerance that existsin the world of forest certification today. We do not meanto imply that the dispute between forest certification pro-grams can begin to compare to the struggles of the civilrights era. We merely wish to point out that the thoughtprocess in both situations are similar.The William Frantz elementary school in the 9th Ward

of New Orleans has the distinction of being the first segre-gated school in the country to become integrated. When 6-year-old Ruby Bridges was escorted to the school by U.S.marshals in 1960, the incident inspired the NormanRockwell painting “The Problem We All Live With.” Thepainting later appeared on the cover of Look magazine.The Frantz school is currently undergoing restoration.

We were made aware of the project by a millwork housethat was looking for Forest Stewardship Council-certifiedsouthern pine. Upon further investigation, as we expected,we discovered that the project is required to meet LEEDGreen Building certification. As everyone in our industryshould know by now, LEED refuses to recognize any for-est certification programs except FSC. Virtually no south-ern pine lumber is FSC certified, but there are abundantsupplies of southern pine certified to other world-renownedcertification standards.To further complicate things, the Frantz project is also a

historical restoration. This means original materials, in thiscase southern pine, must be used in the project.Suppliers are in a Catch 22: it must be southern pine

because it’s historic, it can’t be southern pine because it isLEED. Even though only a portion of the lumber in theproject has to be FSC to achieve the LEED certification,invariably due to lack of education throughout the supplychain, someone sees LEED and specifies that all the woodshall be FSC.Ironically, FSC certification is meant to verify forest

sustainability. The southern pine industry can supplyexactly the same type of wood that was used when theschool was built in the 1930s. This alone should be proofof sustainability, not to mention that if FSC wood is used,it must be transported great distances. In fact, it is almostcertain that no softwood grown or produced in the state ofLouisiana will be used in this project.The same ugly ideas of intolerance, narrow-minded-

ness, and ignorance that existed during the civil rights eracan be found here. Intolerance and narrow-mindedness isexhibited by LEED in only recognizing FSC-certifiedwood. Ignorance of green building and forest certificationstandards unfortunately run throughout the supply chain,beginning with many architects and specifiers.Ruby Bridges is now 57 and serves on the Rockwell

Museum board. In speaking about Mr. Rockwell’s paint-ing, she recently said, “If (people) didn’t know what wasgoing on… this would have told them.” We can only hopethat the Frantz school restoration will have a similar effecton another important Problem We All Live With now.

– Mark Junkins is sales manager at McShan Lumber Co.,McShan, Al. He can be reached at [email protected] or(800) 882-3712. The Rockwell painting can be viewed aten.wikipedia.org/wiki/ file:the-problem-we-all-live-with-norman-rockwell.jpg.

FIRST PersonBy Mark Junkins, McShan Lumber Co.


ONE STATISTIC THAT IS ROUTINELY reported, but not verywell understood, is the homeownership rate. This

number reflects the percentage of the occupied housingstock that is owned versus rented, and is updated quarterlyby the U.S. Census Department. Homeownership rose steadily from 1994, when it was

around 64%, until it peaked in 2004 above 69%. The risewas in part due to the aging of the population since olderhouseholds have a higher propensity to own. More impor-tant was the boom in “creative” lending standards duringthe bubble phase that helped younger households become“owners.” For instance, the ownership rate for the 25-to-34age group rose from 42% in 1995 to 49% in 2005.However, because many of these households could not sus-tain ownership, the rate has fallen below 44%. The owner-ship rate for the older age groups did not rise or fall nearlythis much. Since 2004, the overall rate has been dropping rapidly

and was at 66.4% in the first quarter of 2011. You mightask, “So what?” As it turns out, this number is crucial toour outlook for single-family housing starts. Since a single-family housing start uses significantly more lumber andOSB than a multifamily start, the projected ownership ratewill be very important to the RISI demand outlook over thenext 10 years. To see how important the homeownership number is,

note that between 1995 and 2005, the occupied housingstock grew from 97.1 million units to 109.5 million units.This required construction of 12.4 million housing units inthat period to accommodate the growth in households, plusanother 3 to 4 million units to replace demolished units. Because the ownership rate rose by 5% in that period,

the housing starts “demanded” were single-family units orcondo units. The number of owned units increased from62.3 million units in 1995 to 75.4 million units in 2005. Inother words, the entire “demand” increase in that 10-yearperiod was focused on single-family or condo units. The number of occupied rental units fell between 1995

and 2005 despite relatively high multi-family starts.Removals and conversions to condos more than offset thestarts levels.

Bottom Line #1: The implied single-family startsdemanded over the 10-year period, given the rise in owner-ship (plus an imputed removal rate of 260,000 units), was1.57 million units. The actual single-family average over

the period was 1.66 million units, plus a boom in condounits. This is why single-family house prices surged dra-matically in the period. Rising prices encouraged the veryaggressive response of builders to supply the “demand.” The decline in the ownership rate since 2005 is the rea-

son why the single-family unit market is in such seriousshape. The combined effect of a slowdown in householdformations (due to falling employment) and a decline inthe ownership rate led to a dramatic decline in the demandfor single-family (and condo) units. Owner demand rose 1.3 million units per year from

1995-2005, but has been falling 75,000 units per year overthe last five years. Even when you add an estimate forremovals (assumed to be 290,000 units/year), the demandfor single-family (plus condo) units has only been 0.21million units/year, while actual construction has averaged0.73 million units/year. That is why we still have an excessinventory of single-family units. And it is why single-fami-ly house prices continue to fall.

Bottom Line #2: This is why there is no hope for a sus-tained single-family housing recovery in 2011, because theownership rate is still falling. As will be seen in RISI’s forthcoming revised housing

start outlook, the outlook for homeownership will play acrucial role in the housing start outlook for 2011 to 2020.

– Dr. Lynn O. Michaelis, executive economist and adviser forRISI, can be reached at (781) 734-8910 or [email protected].

Implications of the fallinghome ownership rate

NDUSTRY TrendsBy Dr. Lynn O. Michaelis, RISI

– RISI


Dealers rally to builddecks for soldiers

NORTH AMERICAN Deck & Railing Association is behinda campaign to show appreciation for members of the

armed forces by building them decks.BPD asked Heather Beaudry, NADRA’s membership,

chapter and event coordinator, how lumber dealers can par-ticipate in the Deck for a Soldier program.

BPD How are recipients selected?NADRA Military or family of military can find the

application at www.nadra.org/nadra_d4s_application.pdf.They mail the application to NADRA headquarters. We

then send the applications to the local chapter’s committeechair. The chapter reviews the applications and votes.Sometimes we get lucky and get a larger stack of applica-tions, but other times locating a soldier is the most difficultpart of the process. As the program grows, we are receiving more and more

interest. Today, I spoke to a woman from a family assis-tance center in Minnesota who wanted to know if a widow

of a veteran who was killed overseas last year would quali-fy for a deck build. It’s pretty amazing what we can do asan industry to say thanks! It’s a little thing that could makea big difference in this young woman’s life.

BPD What role can a lumberyard or hardware storeplay in the program?NADRA Participants can be a NADRA member of any

category. You might not be on the jobsite digging footers,but maybe you have office staff to help manage the sched-uling or a marketing department to assist in the media endof things. This isn’t to say you can’t help on the jobsite, buteach member has their own niche. The program has been very influential in chapters that

just start up. It is a great way to get the team together, net-work, rub elbows, and build a deck—and camaraderie—using newer products donated by NADRA members. It’s away to get your tools, products, services in the hands of allyour local industry pros. We find many times that the chap-ter numbers grow during and after a build. NADRA makes a big effort to recognize every member

who participates in the program. We recognize them on anational level, by creating signage for our booth atDeckExpo. We list all members who have been involvedwith the program on this signage. We also give shout-outson NADRA’s Facebook, LinkedIn, the NADRA blog, TheBrief (a weekly industry update for the decking industryfrom NADRA), and The BUZZ (an e-newsletter we sendout from time to time). We encourage members to create their own press releas-

es if they are involved in the program. We also have eachchapter create their own recaps that we share in all ourmedia outlets and on NADRA’s D4S webpage.

BPD What can they donate?NADRA The Deck for a Soldier (D4S) program is run

under the NADRA umbrella, which is a 501(c)6, not a c(3),which is a charity. We try to make this as clear as possiblewhen a build is in the beginning stages. Companies can usereceipts for materials, etc., as a business expense, but theyare not a tax write-off. Members have donated products ranging from the deck

design, to composite decking for the entire deck, lumber forthe framing, fasteners, railing, outdoor lighting, tools forthe jobsite, permits, taking care of the bill for the D4S T-shirts, taking care of the bill for the ribbon cutting ceremo-ny, grills, patio furniture, photography, landscaping,firepits, patio, Porta-Potty. During our last build in

MARGIN BuildersBonding with Decking Contractors

SALUTE: Wounded Afghanistan War veteran Staff Sgt. Marshall Diaz Jr.(far right) in Lacey, Wa., was the recipient of the Western WashingtonNADRA chapter’s first Deck for a Soldier.

Photo

by Sc

rew Products Inc.


Washington, we even had a membervendor donate a bounce house for allthe kids to play on during the ribboncutting ceremony! Members donate the time of their

employees, who help manage andmaintain the project build and commu-nications with the local member vol-unteers and different media outlets.We even have members use their ownmarketing teams to create flyers, pressreleases, and other various communi-cations. Whether you want to overseethe project, donate your product, orget your hands dirty, there is a placefor every member within this program.

BPD Is there anything dealers cando to rally support from their contrac-tor customers or decking vendors?NADRA Of course! Hang flyers in

your store. Include the D4S builddetails and chapter meeting dates inyour newsletters. Tell your deckbuilders about the ways they can helpthe industry, and how NADRA canhelp them.Although our goal with this pro-

gram is to give back to the men andwomen who do so much for us andlose so much for us, you’re also get-ting to meet your top deck builders onvery neutral ground. Builders canwork with your local manufacturerreps on using new fasteners, railing,lighting, decking, learning the bestinstallation, adhering to local codes. It’s a great feeling and an extraordi-

nary experience for everyoneinvolved.

BPD How can dealers help pro-mote the program?NADRA Helping use your PR

resources is one of the best ways. Thebuilders are busy doing what they dobest: building! So, using these types ofresources is the absolute best way youcan help! Talk to your townships, letthe community know what you aredoing as a NADRA chapter. Contactyour local VFW, host a local D4Scommittee meeting at a local restau-rant, or find a local park and buy somepizzas. Add 30 minutes to the agendafor your sponsor to talk about a prod-uct. Invite your building officials and

inspectors to the meeting to learnabout what NADRA is doing and havethem speak for 15 minutes. There’s achance they may even waive the per-mit fee for you!

– For more on the program, visitwww.nadra.org.


THESE GUYS ARE either slow learners or more savvy thanthe rest of us. I’m betting on the latter. Kreofsky Building Systems, of Plainview, Mn., began

life in the 1920s when Henry Kreofsky made a name forhimself building hip-roofed barns in southeasternMinnesota. By the 1970s, his construction company hadbranched out into selling building supplies as well. Came the 1980s and a severe recession, which hit

Minnesota farmers especially hard. So, right at the worstmoment in its history, Kreofsky Services decided to splitoff its other function, which would become KreofskySupplies. Foolhardy? Maybe, agrees general manager Ken Kreofsky, Henry’s

great-great-grandson and one of four brothers (two skippedout to Alaska) running the company. “But we made itthrough. We went back and forth over it, but decided tostay diversified.“The Rochester area was a great market. We did some

commercial work, but it was mostly agricultural, and westill do: what we call ‘cow comfort stuff’—stalls, curtains,

Full speed ahead

COMPETITIVE IntelligenceBy Carla Waldemar

mattresses, ventilation. And with that, everything it takesfor installation. We’re known for our dairy projects. Thesmall family farms are disappearing, but for those biggerfarms, the survivors with two to three thousand cows,we’re there, from start to finish.”So, along comes another recession, and Ken opts, again,

to forge ahead. “Last year, I took on everything; I piled iton,” he laughs (or was that a groan?). “We completelyremodeled our Plainview store—inside, outside. New sig-nage, new products, cleaner, brighter, a new flooring divi-sion in an underused area,” and the list goes on. “We alsotook on a new software system, which was not easy.”But the biggest project by far was opening a brand-new

showroom in Rochester, 20 miles away. “Two reasons,” heexplains. “One, I’d been asked, for years, for a bigger pres-ence in Rochester, both by contractors and homeowners.Two, employees. Our outside sales force and I came toterms with their stipulation that we establish an office andshowroom in Rochester. (I was all for it; I’d wanted to doit, anyway,” he confesses.) It handles windows and doors,decking, siding, millwork and cabinetry, and our two

RECENT REMODEL at Minnesota building supply included colorful newsignage inside…

… and out.


In Ken’s domain, 80% of customers are contractorsworking on custom houses; the remaining 20% consists ofhomeowners, drawn by its 10,000 sq. ft. of showroomspace and an in-house interior designer. (For CAD draw-ings, simply visit the services division.) Rental equipmentand a strong hardware program with Do it Best are amongother customer services that add appeal. So is Kreofsky’s strong outside sales force—“the first

in this part of the country,” Ken is allowed to brag. “Westarted it in the Eighties, when one of our owners visited ayard in Colorado and came home with the idea. Thesesalespeople offer years of experience, and you know what?It’s really working. They call on jobsites, call on builders.It’s been a big plus for us”Those builders are delighted with the services of a

boom truck, too—another first in this neck of the woods.(“Of course, everybody else soon followed suit.”) But in the end, it all boils down to what you already

know, but we’ll say it again: service. “On-time delivery,quality products, and knowledge,” Ken reinforces. Notonly does his staff continue in-house training in new prod-ucts, but Kreofsky offers this training to its contractor cus-tomers as well, via a series of breakfast meetings that intro-duce six new lines a year.But the biggest annual event, by far, is the company’s

contractor appreciation night—viewed by attendees (200by invitation) and vendors (35). It’s also “one of the best inthe Midwest,” thanks to a sit-down, white-tablecloth din-ner, great door prizes, and unlimited fun.The company has turned to radio as its strongest invest-

ment in advertising, based on the advice of its ad agency’srecommendation, “It’s new for us, and it’s working outwell, bringing in new people, “ Ken testifies. Kreofksy’s Internet presence is terrific, too, again

thanks to advice they’ve gained from their marketingagency. Key was creating an attention-getting, work-horsewebsite that has a “young” look. (Watch its YouTube mes-sage on www.kbscompanies.com.)The agency also designed a new, easily recognizable

logo to serve both divisions and worked on branding. “Wewere doing some before, but kind of shooting from thehip,” Ken says. “They’re bringing it all together for us.”So, damn the economy, full speed ahead, to paraphrase

a famous message. “We’ve cut back some, definitely, butwe’re different from most yards,” Ken shares. “We saw itcoming in 2008 and thus went for something to turn itaround. It’s a cycle, and gonna go up. We’re family-owned, which makes us a fleeter ship; we’ve got controlover it.”And Ken is more than happy at its helm. “Why do I like

the business? Lemme tell you: WhenI was in my 20s, in the business forabout four years, a vendor came inone day and I started wonderingaloud if I’d be doing this all mylife. ‘You know what?’ he said.‘Once in the lumber business,always in the lumber busi-ness.’ And I’ve found that tobe true. I love visiting withpeople, helping them figurethings out.”

Carla [email protected]

NEW SHOWROOM shows off doors, cabinetry, and more.

installed programs: overhead doors, which we do in-house,and cabinetry, which we subcontract. Rochester is a good,upscale market, even in this economy”—predominantlywhite-collar, due to the Mayo Clinic and a strong techcompany. It’s never been a walk in the meadow, however. “This is

a very competitive market and always has been, one of thetoughest in Minnesota,” Ken reports. Success is based pri-marily on Kreofsky’s employees, its G.M. insists. “I can’tsay it enough. We hire based on personality, and theyremain loyal—mainly, because” he says, when asked tospeculate,” number one, we’re family-run and treat themlike family, too. The door is always open—no need to passoff decisions to a distant corporate office.” Presently the workforce boasts 90 altogether, 40 in the

supplies division, and there’s a hard-wrought (“took us sixyears”) succession plan in readiness for when it comestime for the many younger Kreofskys, and others, to fillthe bosses’ shoes.Each division feeds the other but runs as a separate

business. But having two separate divisions isn’t a cost-cutter, no indeed. “We can’t undercut; we’ve got to remaincompetitive,” Ken stresses. “But the conveniences of hav-ing everything in-house,” he underscores, “is great! Plus,we trade leads back and forth.”


does not see you in a sales environment, they will notbelieve (in) you, that you understand them, or that you cansell. They will see (and feel) you as a BS artist who knowshow to kiss up better than the rest and nothing more.Salespeople don’t resent your position—most don’t wantit—but they do resent you telling them to “sell more” whenthey never see you selling and helping them sell.We must stay in the “we” mode with our team. It is

about the team, not about us. The victory in sales is a teamvictory. Coming from a sales environment ourselves, it willbe a challenge to share the wealth. Sales can appear to bean individual sport—I closed this guy, I need to get theorder, but it cannot be I grew the team’s sales. It has to bethe team grew the team’s sales. Great sales managers builda team that the individual seller feels proud to be a part of.Sales managers who take individual credit kill sales teams.

Me FirstOur team is watching everything we do. How can we

ask/demand they become better when we are not workingon our game? Are we reading? Do we show up early? Dowe leave late? Do we sell with our team? Do we want towin with all our heart and soul and, most importantlyactions? If not, our team knows and their efforts will reflectthis knowledge. No sales team will run through a burningbuilding for a sales manager who is content. Working on Me First means working on me first, not

“all the glory for me first.” Sales managers who put them-selves before their team will turn around some day to findno one following. A leader without followers is nothing.How can we say, Win First, Team First, Me First?

Doesn’t one of them have to be the real first? This is apply-ing linear thought to a multi-faceted challenge. To be greatleaders, we must be able to manage multiple, ongoing andparallel strategies. Much like the Trinity in Christianity,

these strategies are one in the same andcan not be separated. Managers who tryto simplify their jobs by emphasizing oneof the firsts over the others will fallshort. Those who embrace themulti-facetness of sales man-agement will stand out fromthe crowd and will succeed.

James OlsenReality Sales Training

(503) [email protected]

EXCELLENT SALES MANAGERS are rare. Many sales man-agers only manage the paperwork; they do not manage

their charge, their team, or themselves. Many are the salespersons who get promoted, because

they manage the company process better than their peers.This is a start, but just. In most organizations, the salesmanager does the detail work the general manager doesn’twant to do which makes them an aide-de-camp to the GMand keeps them from leading their team.

Win FirstThe sales manager’s charge as a leader is to win. The

(victim) mentality of many is “My team is weak, so I’ll domy best, but….” This mentality misses the point. In busi-ness we are paid to win—period. Educators have the luxury

OLSEN On SalesBy James Olsen

Who’s on first?

of patiently teaching Johnny Slow or Suzy Unmotivatedslowly. Business leaders do not. This is not to say that wedon’t nurture and educate our team as we go, but our job isto win and, in most cases, rapidly.All teams are a reflection of their leader. If our team is

weak, we are a weak leader. If we allow the lazy or unmoti-vated to stay on our team, we are a lazy and unmotivatedleader. All else is whining and excuse making. One of the most important skills/jobs of a sales manager

is the ability to attract and hire great salespeople. Just assalespeople must upgrade their account base (prospect),sales managers must upgrade their team.

Team FirstMost sales managers get it wrong. Their title is made up

of two words—sales and manager. Most take manage-ment’s side when they should see themselves as the leaderof their sales team. Instead of “You guys need to…,” salesmangers must say, “We need to….”The number one (leadership) thing sales managers can

do for their team is to sell alongside them. If your team


DEALER BriefsGraeber’s Lumber & Millwork, Fairless Hills, Pa.,

closed July 8 after 60 years.

ProBuild will open a 25,000-sq. ft. store in Hanover,Pa.—its third location in the Pittsburgh area.

Marvin’s Building Materials & Home Centers,Leeds, Al., is building a 34,000-sq. ft. store with attached gar-den center and drive-thru lumberyard in Eufala, Al.—its27th—for an early October opening.

Tri Core Ace Hardware, Hendersonville, Tn., hasacquired and reopened as its 6th location the 4-year-old Acestore in Mount Juliet, Tn., that declared bankruptcy weeksearlier.

Concord Lumber, Concord, Ma., has completed anextensive renovation of its store, for a new, historic look.

Arrow Ace Hardware has opened its 4th store inRochester, Mn., #11 for the chain.

Snyder’s Ace Hardware, Aston, Pa., expects aLabor Day weekend opening for store #4, in Frazer, Pa.

Suburban Ace Hardware, W. St. Paul, Mn., is liqui-dating after 56 years.

Temple Terrace Ace Hardware, Tampa, Fl., isrebuilding after a June 19 electrical fire.

Ace Hardware, Largo, Fl., has closed after 36 years.

KC Holdings will open a Ace Hardware with 8,072sq. ft. inside and a 2,250-sq. ft. garden center outside, inOakland, Tn., by November.

Owners Ralph and Wanda Peperone hope to developadditional outlets in the Memphis area.

True Value Hardware, Webster City, Ia., has remod-eled and added about 2,500 sq. ft., allowing for 40% moreinventory.

Ace Hardware is looking for a franchise operator toopen a store in Celina, Tx.

Habitat for Humanity opened new ReStore dis-count LBM outlets in Norton Shores, Mi. (Clifton Rohrbough,mgr.), and Canandaigua, N.Y., and is relocating its units inNewington, N.H.; Jacksonville, N.C., and Mason City, Ia., tolarger quarters.

Spencer’s Hardware Farm & Garden Center,Marion, N.C. was honored as the Small Business of the Yearfor 2011 by the Marion Business Association.

Curtis Lumber, Clifton Park, N.Y., received theEndurance Award from Southern Saratoga County Chamberof Commerce.

Anniversaries: Major Lumber Co., Smithville, Ks.,115th … Blue Ridge Lumber, Blairstown, N.J., 50th …


vive rising heating and cooling costs,especially in the context of weatherextremes. There are many formaldehyde-

free, recycled, and natural productsalready on the market that can bestocked or drop-shipped. Big compa-nies like Johns Mansville, Knauf, andBonded Logic provide a range ofthese products and will serve theneeds of production builders andretrofitters. For those looking for nat-ural products, smaller companies suchas Oregon Shepherd and their woolinsulation, or Ecovative Design andtheir rigid-panel Greensulate productsmade from mushrooms, can round out

the insulation merchandise mix. Even if demand for insulation is apparently strong, it

doesn’t hurt to have to the tools to sell it. Thermal imagingcameras, such as those from Leica and Flir, can be used tocreate a picture of where a house is leaking valuable heat.This technology is indispensable for installers and retro-fitters, and should be for dealers, too. Stock these devices:sell, loan, or rent them, and sell more insulation as a result. There’s much more that goes into zero-carbon shelter

and many more opportunities to expand, diversify, or spe-cialize. In the building shell, superefficient windows and doors areimportant energy-conserving com-ponents. Inside, LED lighting andground source heat pumps can alsobe part of a zero-carbon buildingsystem; on the roof, thermal solar,and PV. Of course, sticks andbricks will remain part of thepicture, even though the con-text has now changed.

Jay TomptManaging Partner

William Verde & Associates(415) 321-0848

[email protected]

The new paradigm:Zero-carbon shelterIN THIS INDUSTRY, there are threeareas of opportunity that remain

relatively bright given otherwise stag-nant economic conditions. Obviously,one is green building. The other twoare renewables and retrofits. These three areas are deeply inter-

related and will continue to grow.Dealers who ignore this fact, waitingfor the old days to return, do so attheir own peril. On the other hand,given the buoyant performance ofthese sectors, dealers that incorporateone or more of these areas will likelythrive.The question of how to go about

approaching these opportunitiesremains. Clearly, the pursuit of these opportunities musteventually translate into products on the shelf, retail flooror yard, or in services. Should dealers expand current cate-gories, diversify into new categories, or streamline opera-tions down to one speciality? All good questions everydealer must judge, based on their own set of circumstances.But even more fundamental, dealers must once and for allabandon the old “sticks and bricks” paradigm and adopt anew way of thinking about their businesses.I mentioned above that green building, renewables, and

retrofits represent the brightest sectors in the supply chain.At the core of each is energy consumption and/or the gener-ation of energy from carbon-free and renewable resources.In fact, what they represent is the new paradigm that willdominate this industry for the rest of the century: zero-car-bon shelter. When dealers comes to grips with what thatmeans in terms of the products and materials they stock, theservices they provide, and what their customers need, theproverbial LED lightbulb goes on and the path forward isilluminated.Translating the “zero-carbon” view into products and

services that may benefit dealers and their customersbecomes straightforward. For example, analysts project thatdemand for insulation and installers is going to grow byleaps and bounds in the coming years, whether or not newhomes are built. The existing housing stock—millions ofhomes—will remain standing and occupied for decades tocome and most need improved insulation in order to sur-

GREEN RetailingBy Jay Tompt


Arch Wood Protection parent Arch Chemicalshas agreed to be acquired by Lonza Group of Switzerland,in a $1.4-billion cash-for-stock deal.

Lonza’s offer represents a 37% premium to Arch’s latestshare price.

Mid-America Cedar closed its operation in Matthews,N.C., on June 24.

Roseburg Forest Products has shuttered its parti-cleboard plants in Russellville and Orangeburg, S.C.

Schmid Lumber Co., Coatesville, In., was hit by aJune 28 fire of undetermined origin.

Reese Wholesale, Indianapolis, In., is negotiating tomove its Lafayette, In., building products warehouse to thenearby 6.5-acre yard 84 Lumber vacated in 2009.

OMG, Agawam, Ma., has acquired Tiger Claw, Bristol,Ct., to become part of its FastenMaster division.

Johns Manville, Denver, Co., broke ground on a newcommercial roofing single ply membrane manufacturing facilityin Milan, Oh., anticipating a spring 2012 completion.

The company’s plant in Edinburg, Va.—shuttered since2007—is to be auctioned off Aug. 16.

Masonite agreed to acquire Marshfield DoorSystems, Marshfield, Wi., to combine with its Mohawk brandcommercial door business. Marshfield c.e.o. Don Bergman willremain with the division.

Masonite is also launching a $14-million expansion at itsinterior panel door plant in Denmark, S.C., that will add 159jobs by early 2013. The facility had been owned by LifetimeDoors, which Masonite acquired last fall.

iLevel by Weyerhaeuser is now distributing CoxIndustries’ D-Blaze FRTW and Ecolife pressure treatedwood in the Mid-Atlantic area, from its DCs in Richmond, Va.;Charlotte, N.C., and Jacksonville, Fl.

Woodford Plywood, Albany, Ga., is now distributing afull line of AZEK products throughout Georgia, Alabama andthe Carolinas.

Parksite is now distributing Aljoma Lumber’s Abacotropical hardwood decking from its DCs in North Carolina,Maryland, Ohio and Illinois.

Amerhart Lumber & Building Materials, GreenBay, Wi., and Babcock Lumber, Pittsburgh, Pa., are nowdistributing Versatex trimboard products.

Allied Building Products, East Rutherford, N.J.,completed its acquisition of Astro Building Supplies,with roofing/siding/window DCs in Taylor and Roseville, Mi.

PPG Industries will be the exclusive coatings supplierfor Somerset Hardwood Floors’ new engineered floor-ing plant in Crossville, Tn.

SUPPLIER BriefsUS LBM Enters Pennsylvania,Maryland with Myers & SonUS LBM Holdings, Green Bay, Wi., has acquired six-

unit John H. Myers & Son, York, Pa., boosting the dealerto 10 divisions operating 41 locations in 10 Midwest,Northeast and mid-Atlantic states.Myers & Son will continue to operate under its current

name, with its current employees and operations. The 95-year-old company has five yards in south centralPennsylvania and one in Aberdeen, Md.“My family and I are excited about this new chapter for

the company,” said fourth-generation owner Bob MyersIII. “Our customers, vendors, and employees will benefitfrom our ability to access resources made available by apartnership with US LBM.”

OSHA Cites Mississippi MillGraham Lumber Co., Fulton, Ms., has been cited by

OSHA for 15 safety and health violations following theMarch death of a mill worker.According to OSHA, the employee was fatally electro-

cuted while troubleshooting a malfunctioning starter insidea motor power control center.Two of the violations—failing to train employees on

work safety practices and allowing unqualified employeesto work on energized equipment—were classified as seri-ous. OSHA proposed penalties of $41,310 and gave thecompany 15 days to appeal.Graham is a division of American Hardwood Industries,

Waynesboro, Va.

84 Seeks to Pump Up Retail84 Lumber will remodel 70 of its stores—in mostly

rural areas far from big boxes—to be more consumerfriendly, but insists it isn’t forsaking its contractor base.“Clearly, it’s not an abandonment of what we’ve been

doing for the past 20 years; it’s to address where the mar-ket is now,” said spokesperson Jeff Nobers. “It’s a moreopen, brighter, and friendlier environment to walkthrough.” The remodeled stores will have kitchen and bath design

centers, door displays, plus decking and railing. Other newfeatures are aisles of basic items such as painting suppliesand plumbing fixtures, as well as gas grills, potted plants,sheds, and backyard gyms.84 Lumber hopes the changes will increase its retail

customer sales, which currently total about 10% of itsincome. “You don’t want to walk away from 10-20% ofyour market at any time, but especially not at a time wheneverybody is fighting for every dollar that’s out there,”said Nobers.

Hardwood Manufacturer Secures Funds for Second Expansion Tri-State Hardwood received tax abatements for a pro-

posed expansion of its yard in South Milford, In.“We are very excited to announce the expansion of our

operations,” said president Denver Calhoun. “The additionof the new kiln and air drying building will allow us toprocess more high quality hardwood lumber.”Last October, the company added new kilns and debark-

ing equipment.


5-Unit Kansas Dealer Calls It QuitsUnable to meet its obligations to its bank, Schmidt

Builders Supply, Topeka, Ks., closed its five locations July19 after nearly 40 years.Schmidt’s primary creditor, Kaw Valley Bank, took

over and began liquidating the business’s assets, includingtwo yards each in Topeka and Lawrence and one inTonganoxie, Ks.

ProBuild Closing Regional OfficesProBuild Holdings reportedly will close its regional

offices and consolidate support operations, including mar-keting and human resources at its corporate headquarters inDenver, Co. The regional centers—located in Winona, Mn.; Tulsa,

Ok.; Moorestown, N.J.; Kennesaw, Ga., and Lacey, Wa.—are expected to be closed by the end of this year. Reports are that some regional staffers may remain. At

Midwest headquarters in Winona, for example, ProBuild isexpected to cut back from two office buildings to one,where IT and supply chain personnel may stay on.The closures are planned to have no effect on

ProBuild’s 470 LBM distribution, manufacturing, andassembly centers in 42 states.

Slide in Home Improvement Likelyto Continue into 2012After showing signs of recovery, spending on home

improvements is expected to remain volatile and weakover the next several quarters, according to the latestLeading Indicator of Remodeling Activity by theRemodeling Futures Program at the Joint Center for

Frank Miller Lumber Co., Vandalia, Oh., hiredTriComB2B to reposition its brand, revamp its online presence,and refine its sales support tools.

The California Redwood Co., Eureka, Ca., hasadded Dream Builder, a 3-D design tool, to its website,www.californiaredwoodco.com.

CertainTeed, Valley Forge, Pa., is offering RealScape3D software for use with its Bufftech vinyl fence line and BigHammer Pro Deck Design software for use with its EverNewdecking and railing products.

The manufacturer has also expanded the color palette forits Wolverine Encore vinyl siding and added two new colors(Castle Gray and Tudor Brown) to its EverNew PT deckingline.

Crossville Inc., Crossville, Tn., reportedly has becomethe first tile manufacturer to attain certification of its wasterecycling programs through Scientific CertificationSystems.

Crossville has also agreed to recycle pre-consumer, firedsanitary ware from Toto USA, Morrow, Ga.

Mitsubishi Forklift Trucks, Houston, Tx., haslaunched its new mobile website.

AZEK Building Products, Scranton, Pa., earnedNAHB Research Center’s Green Approved Product seal for itstrim, mouldings, decking and porch lines.

SUPPLIER Briefs


Housing Studies of Harvard Univer-sity. The indicator projects that annual

remodeling spending through the firstquarter of 2012 will be down 4.0%.The Census Bureau’s improvementsspending series, to which the indicatoris benchmarked, was recently reviseddownwards as well.“The recent slowdown in the econ-

omy has caused home improvementspending to weaken again,” said EricS. Belsky, managing director of theJoint Center. “Falling consumer confi-dence levels have undermined interestin discretionary remodeling projects.”“What looked to be a promising

upturn in home improvement spendingearlier this year has begun to stall,”added Kermit Baker, director of theRemodeling Futures Program at theJoint Center. “Housing starts, existinghome sales, and house prices have allbeen disappointing lately, which hasdimmed prospects for home improve-ment spending gains this year.”

SRS Accelerates AcquisitionsTrue to its name, SRS Acquisition

Corp., McKinney, Tx., has been busyexpanding its operations across thecountry. The roofing and siding distribution

holding company now operates 55locations in 22 states, under such divi-sions as Southern Shingles, PaceSupply, and Shake & Shingle Supply. In Tulsa, Ok., SRS acquired Alley

Roofing Supply, which will operateunder SRS’s Southern Shingles ban-ner. The 11-member staff wasretained, including former ownerBucky Alley, who will take on the roleof sales manager. Another new acquisition is Century

Building Supply, a roofing, siding,and millwork distributor that servesthe northern Illinois area from loca-tions in Rockland and Sycamore, Il.Century will continue to operate underits own name, as part of SRS’ Mid-west division, and retain its entiresales and management staff. OwnerKen Wolowiec will serve as branchmanager. SRS has also added a new location

in Joplin, Mo., under the SouthernShingles name. The facility will bemanaged by Scott Rogers and stockTAMKO roofing products and Crane’sExterior Portfolio vinyl siding. In Hartford, Ct., the company

opened a new location under its PaceSupply name, to service the NewEngland markets with residential and

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commercial roofing products, siding,and windows. Andy Renna will serveas branch manager. And, in Wentzville, Mo., SRS has a

new location for its Shake & ShingleSupply division. The location willserve the greater metro St. Louis mar-ket, including eastern Missouri andwestern Illinois suburbs, by carrying afull line of residential and commercialroofing products. Branch manager isMark Hibbeler.

Weyco Sells Hardwoods UnitWeyerhaeuser Co., Federal Way,

Wa., has agreed to sell its worldwidehardwoods and industrial productsdivision to New York private equityfirm American Industrial Partners.Northwest Hardwoods is based in

Tacoma, Wa., with operations in theU.S., Canada, China, Japan, and HongKong. “As a stand-alone company, we

expect to offer our customers flexibili-ty, fast market response times, conti-nuity of supply and an entrepreneurial‘can do’ attitude,” said David Weyer-haeuser, v.p. of sales and marketing atNorthwest Hardwoods. The division employs about 1,000

workers and manufactures 15 speciesof hardwood lumber, from sevensawmills, four concentration yards,four remanufacturing plants, and onelog yard, all in the U.S. Last year, rev-enues for hardwood lumber were $223million, an 8.2% increase over 2009. “Revenues are related to housing

starts and general repair and remodel-ing in the housing sector,” said AIP’sJohn Stanwood. “As these depressedmarkets improve in the years ahead,the company is well positioned tomeet the demand with its excellenthardwood timber supply relationshipsand extensive, modern and low-costmanufacturing footprint.”

Chris Shadday has been named presi-dent of Viance LLC, Charlotte,N.C., succeeding Steve Ainscough,who is retiring.

Dan Powell has been promoted tooperations mgr. for CapitalLumber, Dallas, Tx. Starla Kepleyis new to inside sales support. MattLandrum, ex-Snavely ForestProducts, is a new inside sales repin Houston, Tx.

Robert J. “Bob” Baeppler has joinedArch Wood Protection, Atlanta,Ga., as business mgr.-Chemoniteproducts. He is based in Sunbury,Oh.

John Love, ex-Lowe’s, is now tradingSYP and engineered lumber forENAP, New Windsor, N.Y.

Bill Nocerino, ex-Forest2Market hasjoined the sales staff of PotlatchCorp., Warren, Ar.

Jackie Marchant is a new buyer atMarvin’s Home Centers, Birming-ham, Al.

Greg Abbott, ex-Wheelers BuildingMaterials, has joined the sales teamat 84 Lumber Co., Cartersville, Ga.

MOVERS & Shakers

Dave Russell, ex-Boise Cascade, hasbeen named engineered wood prod-ucts mgr. at Dixie Plywood &Lumber, Dallas, Tx.

Matthew J. Missad has been promot-ed to c.e.o. of Universal ForestProducts, Grand Rapids, Mi. DonJames is now head of nationalsales. Joseph Granger is executivev.p. of its Universal ConsumerProducts and UFP Distributiondivisions.

Craig Porter, ex-Plywood Detroit, isnew to C.J. Link Lumber, Warren,Mi., as plywood and panel salesmgr.

Bob Delamarter has retired after 51years in sales at Spring ArborLumber & Home Center, SpringArbor, Mi.

Jim Ackroyd, c.e.o. of 10-unit VisionAce Hardware, Naples, Fl., andGina Schaefer, co-owner of sevenAce stores in Washington, D.C.,and Baltimore, Md., were reelectedto the board of Ace HardwareCorp., Oak Brook, Il., along withfinancial executive Jeffrey Girard.

Edgerton Bronson, director and for-mer president of ConsolidatedLumber Co., Stillwater, Mn., hasretired after 60 years of service tothe company his grandfather found-ed in 1903.

Wayne Andrutis has been namedbusiness development mgr. atAdvanced TrimWright, Boston,Ma.

Gary Hoffmann has been promotedto national advantage program mgr.at Do it Best Corp., Fort Wayne, In.Marty Bailey is now leading theco-op’s World Class CommerceCenter initiative.

Stephen Truhan has been namedmgr. of business development forHD Supply, Orlando, Fl.

Mark Yblood, ex-National Nail Co.,has joined Great Southern WoodPreserving, as territory mgr. in theDallas/Fort Worth, Tx., area.

Scott Vander Meulen is a new inven-tory planner at True Value Co.,Chicago, Il.

Chase Hennessey has joinedMenards, Marion, Ia., as mgr.

Steve Sieger is a new sales and man-agement trainee at Moulding &Millwork, New Lenox, Il.

Jimmy Archer Jr., ex-Daltile, is thenew Texas regional sales mgr. forLaticrete. He replaces JohnStreidnig, who is now director ofthe new Laticrete specialty prod-ucts division. Dave Anzaldo is anew contractor sales rep for theCarolinas, northern Georgia, andeastern Tennessee.

Jim Ellis is now handling inside salessupport at Snavely Forest Products,Houston, Tx.

Patrick Penza has joined BeaconRoofing Supply, Peabody, Ma., asoutside sales rep for southeasternMassachusetts.

William Wiggs Thompson is a newmarket development mgr. atLouisiana Pacific Corp., Nashville,Tn.

James “Jim” Kiser has joined thesales team at Norandex BuildingMaterials, Huntington, W.V.

Charles Wehner is now in showroomand outside sales with StockBuilding Supply, Austin, Tx.

Sam Savides has joined WojanWindow & Door, as sales rep forthe Greater Chicago area.

Bill Myrick has left ProBuild Hold-ings, Denver, Co., after one year asc.e.o. and president. Fred Marinois serving as interim c.e.o. until apermanent successor is found.

Paul Ramsay has joined Lowe’s Cos.,Mooresville, N.C., as senior v.p.-infrastructure & operations.

Larry Hortin has joined KiefferLumber Co., Mt. Carmel, Il., insales and estimating.

Todd Baxter, Columbus, Oh., hasjoined Idaho Pacific Lumber Co.,as an account executive serving theMidwest and East.

Tom Pagnini is new to sales atMarjam Supply Co., WappingersFalls, N.Y.

Tony Farach, ex-Wilsonart, is nowregional sales mgr. at Wurth WoodGroup, Norfolk, Va.

Clemens Miller has been appointedpresident of building products forNSG Group, Toledo, Oh., succeed-ing Mark Lyons, who is now c.f.o.of parent company Pilkington.

James Bland is a new kitchen cabinetsales specialist at Carter Lumber,Hopkinsville, Ky.

Chris Martin is now assistant plantmgr. of Armstrong’s ceiling facilityin Marietta, Pa.

Dick Bower has retired as plywoodcertification mgr. for TECO, SunPrairie, Wi., after seven years withthe company and 40 in the industry.

Suzanne Aikens has joined the cus-tomer sales team at ODL, Zeeland,Mi.

Peter Dachowski, president andc.e.o., CertainTeed Corp., ValleyForge, Pa., is retiring Aug. 31 after35 years with the company. He willbe succeeded by John Crowe, cur-rently president of Saint-Gobain’sglobal abrasives business.

Steven R. Jette has been apointedmarketing mgr.-composites forSaint-Gobain Performance Plastics,promoting the Green Glue division,Granville, N.Y.

Gary Landress has joined HDSupply, Atlanta, Ga., as presidentof its Crown Bolt division.

Angelo Quattrocchi, 90, co-founderof Construction Building Materials,Bristol, Pa., was guest of honor at atrade show honoring the company’s65th anniversary.

Abner Mallady is now charting lum-ber price trends for Mungus-Fungus Forest Products, Climax,Nv., according to co-owners HughMungus and Freddy Fungus.


YOU CAN’T STOP THE RAIN. YOU CAN, HOWEVER, OUT-ENGINEER IT.

YOU CAN’T STOP THE RAIN. YOU CAN, HOWEVER, OUT-ENGINEER IT.

Cost more? No. Work better? Yes. End of story.

FAMILY BusinessBy Mark Green

IN THE AGE of always-on informa-tion, the line between public and

private is becoming increasinglyblurred.

News programs and articles arefilled with unnamed sources divulgingcorporate secrets and leaking policydecisions. Armies of paparazzi followcelebrities’ every move, turning themost intimate details of their livesinto fodder for tabloid magazines.

The information on MySpace andFacebook pages spreads across theInternet, turning private informationpublic without the original author’sknowledge or consent. In short, noth-

ing is confidential.Only a generation ago, people val-

ued confidentiality and privacy,equating it with loyalty. Today, how-ever, the notion of confidentialityhardly exists. People rarely keepsecrets; individuals share their privatethoughts with total strangers in blogsand online forums. Therefore, it isreasonable to be concerned that manyin your family-owned business willtreat non-personal and confidentialbusiness information at least as non-chalantly.

Even if a strong sense of privacyhas eroded in our broader culture,

Confidentiality inthe information age

businesses still need ways to handleconfidential information. This can beparticularly challenging in a familybusiness, where the additional distinc-tion between business and family canadd complexity to notions of confi-dentiality. Based on my experience

FAMILY BusinessBy Mark Green

IN THE AGE of always-on informa-tion, the line between public and

private is becoming increasinglyblurred. News programs and articles are

filled with unnamed sources divulgingcorporate secrets and leaking policydecisions. Armies of paparazzi followcelebrities’ every move, turning themost intimate details of their livesinto fodder for tabloid magazines. The information on MySpace and

Facebook pages spreads across theInternet, turning private informationpublic without the original author’sknowledge or consent. In short, noth-ing is confidential.Only a generation ago, people val-

ued confidentiality and privacy,equating it with loyalty. Today, how-ever, the notion of confidentialityhardly exists. People rarely keepsecrets; individuals share their privatethoughts with total strangers in blogsand online forums. Therefore, it isreasonable to be concerned that manyin your family-owned business willtreat non-personal and confidentialbusiness information at least as non-chalantly.

Even if a strong sense of privacyhas eroded in our broader culture,businesses still need ways to handleconfidential information. This can beparticularly challenging in a familybusiness, where the additional distinc-tion between business and family canadd complexity to notions of confi-dentiality. Based on my experience working

with family businesses, I offer the fol-lowing tips on handling confidentialinformation in an age where confiden-

tiality and privacy are increasinglyundervalued.AAssssuummee TThhaatt TThheerree WWiillll BBee aaBBrreeaacchh ooff CCoonnffiiddeennttiiaalliittyyFirst, assume that most information

will not be kept confidential. Manypeople do not understand confiden-tiality. The younger generation, inparticular, has been raised in an envi-ronment where people rarely keepsecrets. Assume that whatever yousay, even behind closed doors or in aprivate meeting, can and will beshared with others. For those decision makers with

whom you must share confidentialinformation, be explicit in your expla-nations of what you mean by “confi-dential.” Remind them that part ofearning the full trust of leadershipmeans demonstrating an ability toreliably keep necessary confidences.

In addition, assume that all elec-tronic files will be shared.Documents, spreadsheets, and espe-cially emails tend to have a life oftheir own, reaching far beyond theirintended audience. Never use emailwhen you need to communicatesomething privately, since emails canbe forwarded with a simple click.Confidential information is most safe-ly shared through face-to-face com-munication.CClloossee tthhee DDoooorrssTrust is often one of the greatest

assets of the family business, so enter-prising families have a lot to lose ifthey don’t safeguard trust effectively.For any family business to succeed,the family must agree that what hap-pens behind closed doors stays there.

As a consultant, I often teach fami-ly business owners that conflict anddisagreements are fine, as long asthey are worked through behindclosed doors. When the stakeholdersin a family business have a closed-door conversation, no matter whattype of conflicts or heated discussionsmay occur, they need to be able topresent a united front as soon as thedoors are reopened. Doing anythingless violates trust and invites others tosecond-guess the business’ leadership. Family businesses cannot risk

appearing divided when they are infront of their employees. Adopting aformal code of conduct that toucheson these types of issues can be benefi-cial, because it sets rules and guide-lines for working through confidentialmatters while establishing clear con-sequences for violating those rules.SSeeeekk aa CCoommmmoonn DDeeffiinniittiioonn ooffCCoonnffiiddeennttiiaalliittyyIn a multigenerational workplace,

employees have very different under-standings, assumptions, and expecta-tions of confidentiality, even whenthey come from a single family.Generations X and Y (people bornbetween the mid-1960s and the early1990s) have grown up in a culture

Confidentiality inthe information age


that does not strive to maintain confi-dentiality. In general, they do notunderstand or respect privacy. This is not a criticism; it is merely

a fact. This is different from the worldin which the older generations wereraised, when privacy and confidential-ity were respected and highly valued.

Because of these differentassumptions and understanding, wemust be more careful with our lan-guage. Stock phrases like “keep thisunder your hat” and “you didn’t hearit from me” have lost their meaning.Today, we might be more likely touse these phrases to get others’ atten-tion and practically guarantee that theinformation will be spread around,rather than be held in confidence.

Family businesses have to makeconcerted efforts to establish clearerboundaries for handling private infor-mation. Some families with whom wehave worked meet this challenge byprefacing confidential information,reminding each other: “You’ll be toldthings here that you shouldn’t eventell your significant other.” While thatmay sound extreme or even inappro-priate, it does make explicit where theboundaries lie.

In addition, I recommend thatfamilies invest time and energy ineducating their younger generationabout what confidentiality means,why it is important, and how they canensure they are not inadvertently vio-lating an important confidence of thebusiness. There certainly is an argu-ment to be made for open and honestcommunication, but there is also aneed to respect privacy and preventleaks that could be hurtful to the fami-ly or the business.

As it is virtually impossible tokeep a secret in the information age,the most viable long-term strategy isfor a family business to confront thischallenge with education and caution.Don’t assume that the younger gener-ation understands confidentiality inthe same way you might. Only sharetruly sensitive information once a per-son has consistently demonstrated heor she can appropriately handle confi-dential information.

– Mark Green is an associate of theFamily Business Consulting Group,Marietta, Ga. He can be reached [email protected] or (800)551-0633.

Reprinted with permission from The FamilyBusiness Advisor, a copyrighted publication ofFamily Enterprise Publishers. No portion ofthis article may be reproduced without permis-sion of Family Enterprise Publishers.


MANAGEMENT TipsBy Danita Johnson Hughes

vated change, a good leader needs theemotional maturity to maximize andleverage the strengths of the peoplewithin the organization. Depending onthe size of the company or department,you may not have daily contact withthose you lead. Therefore, take thetime to go back and assess who youhave working for you and what skillsets they have. Chances are some willhave developed new skills andstrengths since they were originallyhired. Therefore, determine how the com-

pany can best use the people youalready have to make the change suc-

THESE DAYS, it seems that the words“business” and “change” go hand

in hand. From dealing with regulatorychanges and economic shifts toresponding to new customer demandsand emerging technologies, suddenand externally mandated changesaffect organizations of all sizes. When change is forced upon you,

making the shift is often more stress-ful and more difficult than when youthoughtfully decide to take your orga-nization in a new direction. After all,making a change that you plan for isexciting and filled with opportunity,while making a change due to outsideforces putting pressure on you is filledwith risk and unpredictability. Unfortunately, most organizations

resist these externally mandatedchanges and are slow to respond. Theyfear the risk involved, and as a resultthey miss many opportunities. Changeunder external circumstances is scarybecause you often don’t know if thechanges you’re making are going towork. Additionally, the change may mean

you have to alter your company’s val-ues or culture, and those sorts ofchanges don’t come easy. The fact is that embracing any type

of externally motivated changerequires both courage and planning.Following are some suggestions formaking the change process easier andmore successful.

• Assess your company’scurrent talent potential.When dealing with externally moti-

Lead yourcompany throughmajor change


cessful. Most people overlook the tal-ent that’s right under their nose andthink they need to look outside for theskills to best move the company for-ward.

• If you do need outside tal-ent, hire people who knowmore than you do.Many times, those charged with

hiring people don’t want to hire any-one who is strong, assertive, or moreknowledgeable than they are. Theythink these new hires will make themlook bad—or even worse, take theirjob. In reality, if you hire people whoare strong and know more than youdo, you’re going to fare better duringthe change process. Realize that when the organization

does well, everyone looks good, notjust one person. However, if the orga-nization fails, people typically look forone person to blame—usually theleader. The only way your companycan sustain its momentum during andafter the change is to have strong peo-ple on board.

• Create an environmentthat encourages continuouslearning. The knowledge you and your peo-

ple possess has long-term value for theorganization. If you stop learning, youstop having the ability to contribute tothe continued development of theorganization. Learning is vital,because things change so quickly—technology changes, the industrychanges, the marketplace changes, etc. You have to keep up and know

what’s state-of-the-art to stay relevantto customers. Therefore, encourageyour staff to attend seminars, readbooks, stay abreast of industry news,and seek internal feedback and men-toring. The more learning opportuni-ties people have, the more valuedthey’ll feel, and the more they’ll wantto contribute to the change process.

• Hold people to their com-mitments. No change will ever be complete if

people abandon their responsibilitiesmidstream. That’s why you need tohold people accountable for what theycommit to. To do so, first make surethey have the skills needed to do thejob. If they don’t, there’s no waythey’ll be successful. Then you need to monitor their

progress and evaluate how they arecontributing (or not contributing) to

the change process. Realize that moni-toring doesn’t mean micromanaging.It simply means keeping the pulse ofthe whole work flow to ensure all thepieces of the process fit together andare getting done. When you find thatsomeone isn’t contributing effectively,you must be willing to confront theperson and deal with the problem in aconstructive way that gets the workback on track.

• In messaging, be clear,consistent, and continuouswhen communicating thevision and goals. You have to be clear and consistent

about the change, about what’s occur-ring, about what needs to occur, andabout the vision and goals for thecompany. Spell out where the compa-ny is going as well as the plan to getthere. When you are not clear and/or con-

sistent, your message gets garbled andpeople don’t understand it. That’swhen problems happen and changebecomes risky. You think you’re com-municating one thing but no oneunderstands your real message, sothey pull in a different direction.That’s why you must make sureeveryone is on the same page. Also, don’t just relay the message

once: you have to consistently revisitit and make sure everyone is still onboard. Allow people to ask questionsand, if possible, to contribute to themessage. People buy into an idea moreeasily if they feel they took part inshaping it. Change that’s mandated from out-

side factors is often uncomfortable,but this doesn’t mean it’s a bad thing.In fact, when approached correctly,this sort of change can open your eyesto new possibilities, new customerbases, new revenue streams, and evennew product and service offerings. So tackle these externally influ-

enced changes proactively and you’llhave the upper hand. Not only willyou fare better than your competitorsduring the change, but you’ll alsoemerge as the marketplace leader. Andthat’s one change you definitely wantto occur.

– Danita Johnson Hughes, Ph.D. is ahealthcare industry executive, publicspeaker, and author of the forthcomingTurnaround. Contact her at [email protected] or viawww.danitajohnsonhughes.com.


The U.S. Green Building Councilhas launched LEED Pilot Credit 43,which awards a single point for non-structural products and materials—including wood used in flooring andwindows—certified under a range ofsystems.The Sustainable Forestry Initiative

applauded the new credit as a “step inthe right direction” because it recog-nizes all credible forest certificationstandards, including SFI, ATFS,PEFC, CSA—in addition to certifica-tion by the Forest StewardshipCouncil. The credit rewards greater trans-

parency and knowledge about productlife cycles. “We want LEED buildingsto have more products that we knowmore about, and fewer products thatwe don’t know very much about,” saidBrendan Owens, vice president ofLEED technical development. He col-laborates with volunteer technicalcommittees to evolve and refine theLEED Green Building Rating System. To gain the point, participants must

specify and install qualified productsand materials for a weighted value ofat least 10% of the total value of all

non-structural products and materialsused in the project. Wood purchasedfor temporary uses—such as form-work, bracing, scaffolding, guardrails,etc.—would not be included.Pilot credits are used to tests ideas

before they become an official part ofLEED, so many in the industry hopethat this new credit represents a firststep to recognizing the use of structur-al wood certified by groups other thanFSC. The fact that the next LEEDrewrite is underway also gives themhope that the new credit could beincluded for vote by USGBC mem-bers. “Since so much attention has been

focused on wood, other industrieshave been able to fly under the radar,”said Owens. “They could take a lessonfrom the wood industry, which hasdone so much to document how woodis grown, harvested, and processed.”

84 Idles Florida Yard—Again84 Lumber has once again shut its

yard in East Milton, Fl., whichreopened last September after beingclosed for two years. “Last time we closed, we never

thought we would reopen again, butwe did,” said spokesperson JeffNobers. “This time, I would expectwith 100% certainty that the propertywill be put up for sale.”

ProBuild Vet Buys SteelProducts ManufacturerPaul Hylbert, who resigned as

ProBuild’s chief excutive last summer,has partnered with Boreas AdvisorsLLC to purchase Barton Supply, aColorado supplier of structural andreinforcing steel products and acces-sories. “We are pleased to be partnering

with Barton Supply as a committed,long-term investor,” said Hylbert.“Scott Barton will continue to headour sales and marketing efforts as vicepresident of sales, and Don Bartonwill lead manufacturing and distribu-tion as vice president of operations.”Hylbert will serve as chairman,

while Steve Swinney, managing part-ner of Boreas Advisors, will serve asc.e.o. Founded in 1973, Barton Supplyhas locations in Aurora, ColoradoSprings, and Fort Collins, Co.Hylbert and Boreas Advisors part-

nered earlier this year to invest incompanies related to housing andbuilding products.

Landscaping Products Dig inFor Healthy GrowthU.S. demand for landscaping prod-

ucts is projected to increase 7.6%annually through 2015, as sales regis-ter a sharp turnaround following adepressed 2010, according to a newFreedonia Group report.Concrete products and other hard-

scapes will see the fastest growth,while decorative products—such aslighting and water features—remainthe largest segment of the $4.1 billionU.S. landscaping products market.

New LEED Pilot Credit Accepts SFI

INTERNATIONAL Forest Products,Vancouver, B.C., updated its global brandwith a new integrated logo, which willreplace existing labels in North America.


Hurd Expands Vinyl OutputHurd Windows & Doors’ glass factory in Merrill, Wi.,

will add production of vinyl windows this fall, under theSuperseal Windows & Doors banner. The move marks an effort by Medford, Wi.-based Hurd

to expand Superseal, which it acquired earlier this year,into the Midwest.

Forestar Divests More TimberlandForestar Group, Austin, Tx., agreed to sell 50,000 acres

of timberland in Georgia and Alabama to Plum CreekTimber Co., Seattle, Wa., for $75 million.Of late, Forestar has inked deals to sell about 166,000

acres of timberland in Georgia, Alabama and Texas for atotal of $270 million, allowing it to pay down debt by morethan $120 million and repurchase over 1 million shares ofstock.The sale to Plum Creek is expected to close by the end

of the third quarter.

Polystyrene Products ManufacturerAdopts New Name Styron, Berwyn, Pa., is changing its name to Trinseo

later this year.The company will maintain the arrow icon in its current

logo, its company colors, and tagline “Powering Ideas.”The Styron brand will continue to be used as a trade namefor polystyrene products.Styron’s plastic building products include roofing, glaz-

ing, door panels, trim, and lighting.

SUPPLIER BriefsCrane Composites fiberglass reinforced plastic panels

have earned GREENGUARD Children & Schools andGREENGUARD Indoor Air Quality certification.

Mythic Paint manufacturer Southern DiversifiedProducts has relocated to larger quarters in Hattiesburg,Ms.

Ace Paint, a division of Ace Hardware Corp., OakBrook, Il., unveiled Clark + Kensington, its first all-in-oneprimer/paint, which is 100% acrylic and low-VOC.

iLevel by Weyerhaeuser’s new Stellar 2011 v4.3fabrication software converts framing plans into detailedinstructions for automated saws and fabrication equipment,batches jobs, enables more efficient production runs, andmakes better use of short drops.

Guardian Building Products, Greer, S.C., nowoffers a 10-years residential labor limited warranty on itsGuarDeck Prestige line of composite decking products.

Clopay has introduced a walnut finish to its GalleryCollection Ultra-Grain lineup of residential garage doors.

Hardwood Forestry Fund, Reston, Va., received theNortheastern Loggers’ Association’s 2010Outstanding Management of Resources Award.


TEAM FLORIDA students stain cypress boards for siding and decking.

PRODUCT SpotlightSouthern Cypress

THE SOLAR DECATHLON, a biennialcompetition sponsored by the

U.S. Department of Energy, chal-lenges 20 collegiate teams to buildaffordable, energy-efficient, and envi-ronmentally friendly homes suited toeveryday living. This year, the teamsfrom Florida, Tennessee, and NewYork included southern cypress intheir designs. Team Florida—a collaboration of

the University of South Florida,Florida State University, theUniversity of South Florida, and theUniversity of Florida—used cypressin common applications such as sid-ing, decking, and paneling, as well asfor interior flooring.“We feel our house will serve as an

example of how cypress can be usedto make a building more environmen-tally friendly, energy-efficient, andsustainable,” said faculty advisorStanley Russell. “Cypress is an excel-lent, sustainable material.”The University of Tennessee’s

team is using #2 grade cypress asexterior decking, as well as interiorflooring in wet zones such as mechan-ical spaces and the bathroom, includ-ing in the shower. “Cypress is one of the few species

that has the combination of warmthand color we were looking for,” saidproject manager Amy Howard. “Itsnatural resistance to decay addresseda requirement for our project.”The entry designed by the City

College of New York Cypress reflectsthe fact that cypress decking contin-ues to gain market share in the

Cypress shines atsolardecathlon

Surrey, BC • fax 604-531-7581 • [email protected] • www.crawfordcreeklumber.com

Quality Manufactured Forest Products atCompetitive Prices, including FSC-certified

Western Red Cedar and Hemlock.


UNIVERSITY OF TENNESSEE team specified #2 grade cypress as exterior decking, as well asinterior flooring in wet zones such as mechanical spaces and the shower, because of its naturalresistance to decay.

RENDERING of Team Florida’s project.

Northeast. Designed for city rooftops,this project features cypress deckingand exterior window mullions. “In our research, we found that

most of the historic piers of NewYork’s Hudson River were construct-ed from cypress,” said faculty advisorChristian Volkmann. “That’s some ofthe best evidence for its durability.Since cypress is fast growing andbeautiful, it was an easy decision to

specify.”Southern Cypress Manufacturers

Association supplied all the cypressused in these three designs, to supportand inspire future designers. “They are a new breed in the

design industry,” said SCMA presi-dent Frank Vallot, who owns AcadianCypress & Hardwoods, Ponchatoula,La. “With their generation, environ-mentally friendly design is the stan-

dard, not a new trend.”The solar homes will be open to

the public from September 21 throughOctober 2, 2011, on the NationalMall’s West Potomac Park inWashington, D.C. For more informa-tion, visit www.cypressinfo.org.


KAHLE On SalesBy Dave Kahle

The ultimate survival skillfor the new economy

based our decisions just two or threeyears ago are likely obsolete today—and those we develop today will beobsolete in a couple of years. We cancount on this continuing obsolescenceof our best ideas and strategies to bethe constant state of affairs.One of my clients recently told his

employees, “The only thing you cancount on is that you won’t be doingthis job in three years.” His point wasthat the job will change in that periodof time to such a degree that it’ll be adifferent job. The technology usedwill likely change, as will the cus-tomers, systems, and focus of the job.The insightful person will accept

rapid change as a defining characteris-tic of our economy and will plan toeffectively deal with it on an on-goingbasis. Instead of thinking that weshould just persevere until it’s behindus, we should prepare for rapid changeto be a way of life.What’s the best way to go forward

in the light of this rapid change? Whatmindsets and skills can we adopt thatwill equip us to survive and prosper inturbulent times? There is one core skill that will

define the most successful individuals.It’s the ability and propensity toengage in self-directed learning. Theonly sustainable, effective response toa rapidly changing world is cultivating

WE’RE LIVING IN incredibly turbu-lent times. In spite of newspa-

per headlines proclaiming growingemployment and a slowly growingeconomy, many business people admitto a pervasive feeling of uncertaintyand confusion about their businesses.The well-spring of this uncertainty

lies in one of the characteristics of thenew information age. Business peopleare being buffeted by an increasinglyrapid rate of change. Consider that in1900, the total amount of knowledgeavailable to mankind was doublingabout every 500 years. In 1990, it wasdoubling every two years. Today,according to some, the rate of changeis doubling every 35 days!Imagine the implications of that

increasing rate of change. It meansnew products, new regulations, newmarket configurations, new customers,and new technology in almost everyindustry. It’s no wonder that we’reconfused and uncertain about what todo. It wasn’t so long ago that we had agrowing market to cover over many ofour flaws. Not true today.And the growth of that knowledge

continues at an expanding rate. Onefuturist predicts that today’s highschool students will have to absorbmore information in their senior yearalone than their grandparents did intheir entire lifetime. The effect of that snowballing rate

of change on our businesses and ourjobs can be cataclysmic. It’s almost asif a malevolent spirit were stalking oureconomy, rendering all the wisdom ofthe past useless and casting a spell ofconfusion over the land.The indications are that this rapid

state of change will not be a temporaryphenomenon. Rather, it will be thepermanent condition we must acceptfor the foreseeable future. Rapidchange is not a phase we’re passingthrough; it’s a process we’re entering.That means the conclusions, para-

digms and core beliefs on which we

the ability to positively transform our-selves and our organizations. That’sthe definition of self-directed learning.By “learning,” I don’t mean just the

acquisition of new information,although that is a necessary prerequi-site. Rather, I mean the kind of learn-ing that requires one to change behav-ior on the basis of an ever-changingunderstanding of the world. Learningwithout behavior change is impotent.The individuals who become disci-

plined, systematic, self-directed learn-ers will be the success stories of thenew economy. Likewise, organiza-tions that become learning organiza-tions will have the best chance of sur-viving and prospering.Read what other have said about it:Beale: “The key thing as we go for-

ward is the ability to learn. You can-not arrest the pace of development inthe marketplace, in the world, sociallyand technologically. It is coming at anincreasing rate. You’ve got to be ableto learn and adapt.” Because of the forces surging

through our economy, it’s safe to saythat tomorrow will be significantlydifferent from today. It will be morecomplex and somehow significantlychanged. That will be true of all thetomorrows in the foreseeable future.The most skilled employees, there-

fore, will be those who can continuallyaccess the changing facts and growingcomplexity of their jobs, then changeappropriately.

Arie de Geus, founding member,Society for Oranizational Learning:“We understand that the only competi-tive advantage the company of thefuture will have is its managers’ abili-ty to learn faster than their competi-tors.” In a fast-changing world, today’s

hot new product is tomorrow’sdinosaur. More important than anyone product is the ability to continual-


ly create new products. Today’sstrongest employee could very well betomorrow’s employment problem.More important than any one employ-ee is the ability to find and maintainemployees who are constantly grow-ing. Today’s closest customers couldbe out of business tomorrow. Moreimportant than any one customer is theability to attract and retain customers.All are applications of the ultimate

competitive advantage—the ability tolearn faster than your competitors.

Ray Stata, co-founder, AnalogDevices: “I would argue that the rateat which individuals and organiza-tions learn may become the only sus-tainable competitive advantage.” As the economy becomes more and

more global, competition willincrease. Few businesses will enjoy asecure market position. The quality ofcompetition will also improve as com-petitors strive to outdo one another inproviding customer service and value-added products. The survivors will bethose who know how to learn and doso faster than their competitors. Theselearning organizations fill themselveswith people who regularly engage inself-directed learning.How, then, do you instill self-

directed learning in your organization?Here are tactics to begin the process.

1. Wipe the slate clean.Imagine that you have written the

history of your company or yourcareer on a blackboard. You haveevery decision, every strategy, everysuccess, and every failure noted indetail. The sum of this experience pro-vides the rationale for why and howyou do everything that you now do.Now, take a wet towel and wipe the

board clean. Erase the past. As you doso, you eliminate the unspoken accep-tance of the way things are and replaceit with the new understanding thatthings may not be the way they shouldbe. Just because something is, doesn’tmean it should be. The reason youstarted doing something may nolonger exist. With a world turningover completely every two to threeyears, any decision that had its roots ina situation that is three or more yearsold may not be justified today.This little exercise provides a men-

tal image for a change in thinking thatneeds to take place if you’re going tobecome a learning organization. Youmust begin to think about things thatyou do, not on the basis of the past,

but rather on the basis of the presentand the future.It’s a way of eliminating one of the

biggest barriers to learning and chang-ing: the mental obstacles that we putin our own way. For example, one ofmy clients became frustrated with hiscontinuing inability to motivate hissales force. He spent much of his men-tal energy and financial resourcesattempting to get his force of largelyindependent agents to spend moretime with his product. Yet he neverthought about going to market in waysother than through his traditionalmethods. When we broke down thatbarrier of relying on the past, we dis-covered a marketing method that holdstremendous potential for his business.However, it took a change in think-ing—a thought process that wasn’ttied to his past—in order to look at thesituation on the basis of the presentand the future, rather than the past.That principle can be applied in

every area of your business, fromsomething so fundamental and impor-tant as your method of reaching yourcustomers, to something as mundaneas the way you answer the phone orfill out a receiving document.

2. Give learning a strategicemphasis.Build in the need to become a

learning organization in the most fun-damental building blocks of your busi-ness. Write it into your mission state-ment. Get the board to pass a resolu-

tion advocating it. Display your com-mitment to it predominantly in yourpersonnel manual. Talk about it atemployee meetings. Make it an agen-da item in executive meetings.Articulate it as an initiative in strategicplanning sessions. And, begin tomodel learning behavior yourself.

3. Make self-directed learning apart of everyone’s job description.Begin to create learning expecta-

tions for yourself and all your employ-ees. Talk about their need to learn andgrow. Include it as an item on everyjob description.Then encourage, develop and sup-

port learning opportunities throughoutyour organization. Some companiesrequire every employee to attend acertain number of outside seminars,Internet-based courses, or other learn-ing events per year. Others reward theeffective application of learning. Inother words, when someone finds aneffective way to change things, rewardthem. One of my clients holds amonthly meeting where the employeewho has made the biggest positivechange in the way things are done isrewarded with $150 cash bonus.Start implementing these strategies

and you’ll take the first step to becom-ing a learning organization and mas-tering the ultimate skill for the neweconomy.

– Dave Kahle is a sales consultant,trainer and author. Reach him at (616)451-9377 or via www.davekahle.com.


Universal Skirt Constructed of cellular PVC,

the universal skirt board fromAZEK provides a transitionbetween siding and trim.The two-piece board works

with a variety of siding materials,including fiber cement, vinyl,and wood shingles. Two sizes (5/4x6 and 5/4x8)

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Cantek’s CFS-100 optimizing cut-off saw removesdefects from flooring boards. Simply mark defects and load the wood. After

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MANAGEMENT TipsBy Bill Blades

teamwork, but keep it short and simple. Longer missionstatements are hard to remember. Once you have your mission statement complete, you

not only frame it and place it throughout your facility, butyou also refer to it regularly for reminders, coaching, repri-manding, and even decision-making. Realize, too, that oneperson ignoring the statement can poison the environment.The only thing worse than having turnover is having nonewhen there should be.When asked if they have someone on staff who they

knew was a bad choice by the second month of the newhire’s employment, about 75% of c.e.o.s and v.p.s say“yes.” Usually, that particular employee has not attemptedto meet or exceed the mission statement. When asked whythat person has not been discharged, most c.e.o.s and v.p.sreply, “Because I’m afraid (s)he will go with our competi-tor.” But that’s exactly where you want the person to go.Set them free!

Commit to personal improvement.In order for every employee to commit to personal

improvement, the company’s president and v.p. of salesmust lead the way by example. Why? So go these two indi-viduals, so go those they lead—and so go the company’srevenues and profits. When all levels of employees see thepresident and v.p. of sales committing to something, therest follow suit. Additionally, it’s rare to find a presidentand v.p. of sales who can’t improve by 25% in two to threemonths and by 50% in six months. Many even get 100%better. Why? They’ve been so busy mentoring others thatthey haven’t had the time to work on themselves. Realize that mentoring isn’t about motivational speech-

es. Many corporations make the mistake of bringing in amotivational speaker for an annual meeting and thenbelieving that personal development training is over. Yes,motivational speeches are great to hear, but their effect isgone as soon as the speaker leaves the room. When it comes to real personal improvement, it’s about

assigning each individual nine specific skills, habits, andtraits to improve upon. And the starting date to act is thatday or no later than the next day. See the culture changetaking place?Then, the person’s chief or an outside consultant must

follow-up to ensure implementation has begun, and to mon-itor the results. Later, another nine new skills, habits, andtraits are assigned and monitored.

EVERY EMPLOYEE AT EVERY LEVEL has the ability to actfor the betterment of the employer and its clients.

Unfortunately, most people are content with stagnation.They put in just enough effort to not get fired as they quiet-ly march along with the status quo. Much to many c.e.o.s’dismay, such a corporate culture is more prevalent than aculture that calls for greatness from all. For any company to succeed long term, having the right

corporate culture is key. Where does your organization’sculture fall in the spectrum? Does the c.e.o. expect great-ness from everyone every day or does the c.e.o. allowmediocrity to creep in and fester? Make no mistake—cul-ture is not just important; it’s crucial to an organization’strue potential.Following are some key components for strengthening

your culture to be in the “best of the best” category.

Get clear on the organization’s mission.Most employees can’t recite their company’s mission

statement. This means the leadership’s process of develop-ing the mission statement was a joke and a meaninglessexercise. When the company’s mission statement is an“out-of-site-out-of-mind” document, it’s irrelevant, no mat-ter how well written it may be. A compelling mission statement needs only two and no

more than three sentences with two primary commitments:(1) What we stand for to each other (internal clients) and(2) What we stand for to clients. You can choose to addvarious comments regarding vendors, stakeholders and

Corporate culture:The missing ingredient to success


The best sales and management education sessions arethose where the group selects the best ideas presented andholds everyone accountable (again) for implementation.You may pick six skills to assign to the group, but you pickan additional one each for both Joe and Mary based on theirindividual weaknesses. And then what? Then you monitor.

Create meaningful position descriptions andmeasurements.This is another area that is typically woefully weak.

Most companies are using outdated position descriptionsthey created a decade ago. And measurements? They don’teven exist. But how can you expect greatness from peopleif you have nothing by which to measure that greatness? For each position in your company, you need current

and realistic position descriptions, as well as measurementsyou use to determine if someone is successful in their posi-tion. You utilize these devices for informal reviews (can bedone by telephone) and for formalized quarterly reviews.Naturally, these documents are crucial for year-endreviews, but if you currently only conduct year-endreviews, it’s too late. People need feedback more than justonce per year. Preparing position descriptions and measurements care-

fully will keep everyone focused on the goal: higher salesand revenue for the company. You’ll also discover that thegoal of increasing sales and revenue is part of everyone’sjob to some degree. Ultimately, the more detailed you canbe and the more you monitor, the more you encourage peo-ple to be great.

Take time for planning.Every department needs a plan. But the question often

asked is, “What do I plan?” The answer: Everything. Here’s an example of some planning ideas using the

sales department as the focus. The following list of plan-ning objectives would be done for each salesperson onstaff: • What is the “no later than” date you want to

land/increase business with ABC Corp. and 50 others?• What are you going to do quarterly and monthly to

make the results happen?• What is the salesperson’s v.p. of sales (and regional

manager, if applicable) going to do to ensure the resultsoccur?

There are about 50 more items to planning for the year,so you would include everything that is to be done, bywhom, and by when.Planning requires a lot of thinking time without interrup-

tion. A good idea is for the people charged with planning towork off-site with a consultant to focus intently on both thebig details and the little ones. Why off-site? Yogi Berrasaid it best: “How the hell are you going to think and hit atthe same time?”

Have fun.Most organizations don’t have enough fun, which is

almost a corporate crime. But every company should have agoal of being the most fun place to work in town. A few benefits of fun include:• It prevents a succession of ordinary days.• It promotes creativity.• It elevates retention of your best employees.• It improves recruitment efforts.• It aids with teamwork.• It increases risk-taking, aggressiveness, job satisfac-

tion, and mental health.• It boosts revenue as clients want more excitement, too.Perhaps most important: The best of the best always

want to work at a fun company. So let the grumpy, nega-tive, and whiny people work for your competitors. Instillfun in your culture and you’ll have a workforce that’s byfar the cream of the crop.

Culture success starts now.Of course, there’s much more to corporate culture than

these five points. However, this foundation will get yourcompany started on the culture transformation. The bottom line is that if you want stronger revenues,

then you must develop a stronger culture. A culture ofgreatness trumps any other.

– Bill Blades, CMC, CPS, specializes in growing people andrevenue in sales and leadership areas. He can be contacted at(443) 477-0061 or [email protected].


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Northeastern Retail LumberAssociation affiliates are finishing thesummer strong.Long Island Lumber Association

and New York & Suburban LumberAssociation will co-host a dinnercruise Aug. 18 about the Lady Liberty,Port Washington, N.Y. The group’sannual meeting is Sept. 13 at VillaLombardi’s, Holbrook, N.Y.Mid-Hudson Lumber Dealers

Association’s outing to DutchessStadium, Wappingers Falls, N.Y., isAug. 19, while Northern New YorkLumber Dealers Association holds itsannual fishing derby Aug. 17 at theAntique Boat Museum, Clayton, N.Y.

Northeastern Lumber Manufac-turers Association hosts a Sept. 22-23 golf tournament and market out-look at Webhannet Golf Club,Kennebunk, Me. Golf and an awards dinner are on

the first day. On the second day, PaulJannke, principal, Forest EconomicAdvisors, will analyze NorthAmerican lumber markets.

North American WholesaleLumber Association has bookedChuck Leavall—tree farmer, author,and Rolling Stones performer—tokeynote its Oct. 19-21 Traders Marketat the Mirage, Las Vegas, Nv.Leavall has written four books on

environmental issues and co-foundeda website on environmental news. In

Southern Forest Products Asso-ciation is looking for a new president,following the resignation of DiggesMorgan, to pursue other interests.Morgan has been with SFPA for 28

years, the last six as president.

Florida Building MaterialAssociation has established a retailsales award, the Pinnacle. One of five finalists will receive the

new award during this year’s annualconvention, Sept. 21-24 at GaylordPalms Resort, Orlando. Show high-lights will include the Gulf AtlanticExpo, Southern Design Symposium,speakers, and Tom Snead golf tourna-ment at Orange Lake Country Club.

Eastern Building MaterialDealers Association is preparing forthe IDEAS lumber and building mate-rials trade show Oct. 18 at the ValleyForge Convention Center, King ofPrussia, Pa.

Ohio Construction SuppliersAssociation is sponsoring an installedsales roundtable Oct. 13-14 inYoungstown, Oh., and a roundtablefor Ohio and Kentucky executivesOct. 26-28 in Naples, Fl.

Mid-South Building MaterialDealers Association is holding a jointroundtable meeting for Louisiana andMississippi members, Aug. 23-24 inNapleonville, La.

1999, he and his wife were recognizedas National Outstanding Tree Farmersof the Year by the American TreeFarm System. This year’s Magellan Network will

feature Steve Lovett, Blue RibbonCommission for Softwood LumberCheck-Off, and Craig Larsen,Softwood Export Council.

National Hardwood LumberAssociation will offer its first bilin-gual lumber grading short course, inSpanish, Sept. 12-14 at its headquar-ters in Memphis, Tn.English-language classes include a

basic lumber drying course Aug. 29-30; a three-day lumber grading shortcourse Aug. 31-Sept. 2, and inspectortraining school Sept. 7-Dec. 9.

Southeastern Lumber Manufac-turers Association’s Real OutdoorLiving program has three new collat-eral pieces—a pocket guide, rack card,and poster—designed to educate lum-ber dealers and deck builders aboutthe benefits of pressure-treated wood.

Kentucky Forest IndustriesAssociation voted to change itsKentucky Wood Expo to a biennialschedule, following this year’s showSept. 16-17 at Laurel/London OptimistSports Complex, London, Ky.

ASSOCIATION Update

Jack J. Kahan, 89, president ofInterstate + Lakeland Lumber Corp.,Greenwich, Ct., died June 14 in Rye,N.Y. During World War II, he served

with the U.S. Navy as a gunneryinstructor in Hawaii. In 1945, he start-ed his 66-year career in the familybusiness. He also served as president of Hoo-

Hoo’s Connecticut chapter.Jeffrey E. Nesbitt, 70, cellular

PVC decking and trim pioneer, diedJune 22 in Lititz, Pa.After working with GAF and

Armstrong World Industries, he devel-oped the flax-reinforced cellular PVCtechnology used by Procell DeckingSystems, Foley, Al., which was lateracquired by Azek.In the mid-2000s, he served as v.p.

of techology for Edge BuildingProducts, Newport, Pa., creatingDurationDeck, Stabilex, and otherproducts. The firm went bankrupt in

IN Memoriam


Denmark. During World War II, heserved with the 501st ParatroopInfantry Regiment. In 1959, he became a partner at C.

Tereshko Lumber, Raritan Township,N.J., which was sold to HunterdonLumber, Annandale, in 1974. He laterworked several years for DiamondInternational Lumber, until he retired. Earl M. Wolfe, 93, longtime man-

ager of Johnson True Value Hardware,Neosho, Mo., died June 27 in Neosho.He started working at Newton

County Hardware, Neosho, in 1950,after graduating from Hastings

Business College. When the storebecame Johnson True Value, hebecame manager—a position he heldfor 27 years, until retiring in 1993.

Anthony J. “Mr. Tony” Rane, 94,longtime board member of GreatSouthern Wood Holdings, parent ofGreat Southern Wood Preserving,Abbeville, Al., died July 12.After serving in the Army Medical

Corps during World War II, he movedto Abbeville, where his son Jimmystarted a treating plant that wouldexpand into the nation’s largest woodtreater.

2005 and, a year later, he co-foundedSensibuilt Building Solutions,Bloomfield, Ct., based on hisLumenite surface technology. Twoyears ago, Sensibuilt merged withFiberon.Since 2010, he had been managing

partner of Building SolutionsIntellectual Property, LLC.Joseph Glenn Kurth, 95, co-

founder of Walker-Kurth Lumber,Houston, Tx., died June 15 inHouston.After graduating from the

University of Texas, he served withthe U.S. Army during World War II.After the war, he entered the lumberbusiness. In 1952, he and WeldonWalker started the company. He also served as president of the

Houston Lumberman’s Associationand as a director of the Retail LumberDealers Association of Houston.Edgar L. Shuman, 88, retired

manager of Brewster Lumber inMassachusetts and Connecticut, diedJuly 1 in Providence, R.I.During World War II, he served as

a staff sergeant in the U.S. Army.Beginning in 1940, he worked forProvidence Box & Lumber, Provi-dence, which became P.B.X. BuildingMaterials. In 1971, he joined Brewster

Lumber in Massachusetts, relocatingto the Mitford, Ct., yard two yearslater. He retired at the end of 1986.James Alfred Berglund, 82,

retired Minnesota lumber trader, diedJune 25 in Crosby, Mn.After serving with the U.S. Army

during the Korean War, he started his55-year lumber career. Two years ago,he retired from his position as awholesale lumber salesperson at LakesState Lumber, Aitkin, Mn.Edwin J. “Butch” Burns, 92,

retired Indiana lumberman, died ofcomplications from cancer July 18, inMonticello, In.He served in the Pacific Theater

during World War II, as crew chief ona B-25 in the Air Force. When he returned home, he joined

the LBM industry, retiring from DyeLumber, Monticello, in 1987.Jack J. Gehrs, 88, retired New

Jersey lumberman, died July 3 inWinter Haven, Fl.When he was five years old, he and

his family emigrated to the U.S. from

4444 � Building Products Digest � August 2011

WE BUY AND SELL PANEL STRIPSPlywood, OSB, particleboard and MDF by thetruckloads. Lumber Source, Phone (800) 874-1953, Fax 888-576-8723, [email protected].

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Rates: $1.20 per word (25 word min.). Phonenumber counts as 1 word, address as 6. Centeredcopy or headline, $9 per line. Border, $9. Privatebox, $15. Column inch rate: $55 if art furnished“camera-ready” (advertiser sets the type), $65 if weset type. Send ad to Fax 949-852-0231 or [email protected]. For more info, call (949) 852-1990. Make checks payable to Cutler Publishing.Deadline: 18th of previous month.

CLASSIFIEDMarketplace

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DATE BookListings are often submitted months in advance. Always verify

dates and locations with sponsor before making plans to attend.

Southern Forest Products Assn. – Aug. 9-10, annual meeting,Westin Peachtree Plaza, Atlanta, Ga.; Aug. 11-12, equipmentexpo, Georgia World Congress Center, Atlanta; (504) 443-4464;www.sfpa.org.

New Jersey Building Materials Dealers Association – Aug. 15,annual golf outing, Battleground Country Club, Manalapan, N.J.;(800) 269-9603; njbmda.org.

Northern New York Lumber Dealers Association – Aug. 17,annual fishing derby, Antique Boat Museum, Clayton, N.Y.; (518)286-1010; www.nrla.org.

Allied Building Stores – Aug. 17-19, show, Arlington ConventionCenter, Arlington, Tx.; (318) 699-9225; www.absweb.biz.

Northeastern Retail Lumber Assn. – Aug. 18, dinner cruise, LadyLiberty, Port Washington, N.Y.; (518) 286-1010; www.nrla.org.

Orgill Inc. – Aug. 18-20, dealer market, Boston, Ma.; (800) 347-2860; www.orgill.com.

Southern Lumber Exporters Association – Aug. 18, annual meet-ing, Mobile, Al.; www.slea.org.

Central New York Retail Lumber Dealers Association – Aug. 19,clambake, Pompey Country Club, Pompey, N.Y.; (518) 286-1010; www.nrla.org.

Mid-Hudson Lumber Dealers Association – Aug. 19, sports out-ing, Dutchess Stadium, Wappingers Falls, N.Y.; (518) 286-1010;www.nrla.org.

Mid-South Building Material Dealers Association – Aug. 23-24,Louisiana/Mississippi joint roundtable meeting, Napleonville, La.;(601) 824-2884; www.mbmda.com.

Northwestern Lumber Association – Aug. 24, regional golf outing,Fennimore, Wi.; (888) 544-6822; www.nlassn.org.

Vermont Retail Lumber Dealers Assn. – Aug. 24, annual meeting/golf, Green Mountain, Killington, Vt.; (518) 286-1010; nrla.org.

New Jersey Building Materials Dealers Association – Aug. 26,fishing trip, Atlantic Highlands, N.J.; (800) 269-9603; njbmda.org.

Peak Auctioneering – Aug. 27-29, LBM auction, Howard CountyFairgrounds, Baltimore, Md.; (800) 245-9690; peakauction.com.

National Hardwood Lumber Association – Aug. 29-30, hardwooddrying short course; Aug. 31-Sept. 2, grading short course,NHLA Hq., Memphis, Tn.; (901) 399-7555; www.nhla.com.

National Association of Women in Construction – Aug. 31-Sept.3, annual convention, St. Louis, Mo.; (800) 552-3506; nawic.org.

GlassBuild America – Sept. 7-9, Georgia World Congress Center,Atlanta, Ga.; (703) 442-4890; www.glassbuildamerica.com.

National Hardwood Lumber Assn. – Sept. 7-Dec. 9, inspectortraining school, Memphis, Tn.; (901) 399-7555; www.nhla.com.

Western Red Cedar Lumber Association – Sept. 8, open cedarsession, Whistler, B.C.; (604) 891-1262; www.wrcla.org.

BC Wood – Sept. 8-10, global buyers mission, Whistler ConferenceCenter, Whistler, B.C.; (877) 422-9663; www.bcwood.com.

Retail Lumber Dealers Association of Maine – Sept. 9-11, annualmeeting, Portland, Me.; (518) 286-1010; nrla.org.

Hoo-Hoo International – Sept. 9-13, annual convention, HarbourTowers Hotel, Victoria, B.C.; (800) 979-9950; www.hoo-hoo.org.

Peak Auctioneering – Sept. 10, LBM auction, Gibraltar TradeCenter South, Detroit, Mi.; (800) 245-9690; peakauction.com.

Dallas Home & Garden Market – Sept. 10-11, Dallas Market Hall,Dallas, Tx.; (800) 654-1480; www.texashomeandgarden.com.

HDW Inc. – Sept. 11-12, dealer market, Shreveport ConventionCenter, Shreveport, La.; (800) 256-8527; www.hdwinc.com.

American Wood Protection Association – Sept. 11-15, fall com-mittee meetings, Anchorage, Ak.; (205) 733-4077; awpa.com.

National Hardwood Lumber Assn. – Sept. 12-14, bilingual lumbergrading course, Memphis, Tn.; (901) 399-7555; www.nhla.com.

Long Island Lumber Association – Sept. 13, annual meeting, VillaLombardi’s, Holbrook, N.Y.; (518) 286-1010; www.nrla.org.

Construction Suppliers Association – Sept. 15-16, annual meet-ing, Tyrone, Ga.; (678) 674-1860; www.gocsa.com

Blish-Mize Co. – Sept. 16-17, fall market, Convention Center,Overland Park, Ks.; (800) 995-0525; www.blishmize.com.

Kentucky Forest Industries Assn. – Sept. 16-17, expo, OptimistsSports Complex, London, Ky.; (800) 203-9217; www.kfia.org.

Peak Auctioneering – Sept. 17, LBM auction, MCC Exhibit Hall,Kansas City, Mo.; (800) 245-9690; www.peakauction.com.

Houston Home & Garden Market – Sept. 17-18, Reliant Center,Houston, Tx.; (800) 654-1480; www.texashomeandgarden.com.

Northwestern Lumber Association – Sept. 19, regional golf outing,Wrightstown, Wi.; (888) 544-6822; www.nlassn.org.

World Forest Institute – Sept. 19-21, “Who Will Own the Forest?”conference; Sept. 22, forest products forum, World ForestryCenter, Portland, Or.; wwotf.worldforestry.org.

Building Component Manufacturers Conference – Sept. 21-23,Indiana Convention Center, Indianapolis, In.; (608) 310-6722;www.bcmcshow.com.

Florida Building Material Association – Sept. 21, golf tournament,Orange Lake Country Club, Orlando, Fl.; Sept. 21-24, annualconvention & expo, Gaylord Palms Hotel, Kissimmee, Fl.; (352)383-0366; www.fbma.org.

National Hardwood Lumber Assn. – Sept. 21-24, annual conven-tion, Gaylord Opryland, Nashville, Tn.; (800) 933-0318; nhla.org.

Northeastern Lumber Manufacturers Association – Sept. 22-23,economic forecast & golf outing, Nonantum Resort,Kennebunkport, Me.; (207) 829-6901; www.nelma.org.

True Value Co. – Sept. 23-25, fall market, Pennsylvania ConventionCenter, Philadelphia, Pa.; (773) 695-5000; www.truevaluecom-pany.com.

Peak Auctioneering – Sept. 24, LBM auction, Cuyahoga CountyFairgrounds, Berea, Oh.; (800) 245-9690; www.peakauction.com.

American Architectural Manufacturers Assn. – Sept. 25-28, fallconference, Palm Springs, Ca.; (847) 303-5664; aamanet.org.

Northwestern Lumber Association – Sept. 27, regional golf outing,Panora, Ia.; Sept. 29, sporting clay, Brainard, Ne.; (888) 544-6822; www.nlassn.org.

Missouri Forest Products Assn. – Sept. 30-Oct. 1, expo, Show MeCenter, Cape Girardeau, Mo.; (573) 634-3252; moforest.org.

Peak Auctioneering – Oct 1, LBM auctions, Indianapolis, In.; Oct.8, St. Charles, Il.; (800) 245-9690; www.peakauction.com.

U.S. Green Building Council – Oct. 4-7, Greenbuild conference,Toronto, Canada; (800) 795-1747; www.usgbc.com.

Do It Best Corp. – Oct. 8-10, fall market, Indiana ConventionCenter, Indianapolis, In.; (260) 748-5300; www.doitbestcorp.com.

DeckExpo – Oct. 12-14, McCormick Place, Chicago, Il.; (866) 475-6495; www.deckexpo.com.

Ace Hardware Corp. – Oct. 15-17, fall market, Colorado ConventionCenter, Denver, Co.; (630) 990-7662; www.acehardware.com.

Mid-Atlantic IDEAS LBM Trade Show – Oct. 18, Valley ForgeConvention Center, King of Prussia, Pa.; www.lbmideas.org.

ENAP Inc. – Oct. 18-19, forest products conference, Marriott InnerHarbor, Baltimore, Md.; (800) 456-4300; www.enap.com.

North American Wholesale Lumber Association – Oct. 19-21,Traders Market, Mirage Resort & Casino, Las Vegas, Nv.; (800)527-8258; www.lumber.org.


IDEA FileHome Improvement, Self Improvement

ADVERTISERS IndexFor more information on advertisers, call them

directly or visit their websites [in brackets].

Advantage Trim & Lumber [advantagelumber.com] ........30

AERT [www.aertinc.com]...........................................Cover II

Ainsworth [www.ainsworthengineered.com] ..............24-25

Anthony Forest Products [www.anthonyforest.com] ........3

Arch Wood Protection [wolmanizedwood.com].......Cover I

Cedar Creek Wholesale [www.cedarcreek.com] ..........4, 41

Crawford Creek Lumber [crawfordcreeklumber.com] .....32

Crumpler Plastic Pipe [www.cpp-pipe.com] .....................39

Custom Lumber Mfg. [www.plantationcypress.com].......37

Distribution Management Systems Inc. [dmsi.com] ........22

EcoVantage [www.ecovantage.com] ...................................5

Landry Lumber ....................................................................42

Lee Roy Jordan Lumber [www.jordanredwood.com] ......23

NAWLA Traders Market [nawlatradersmarket.com].........19

North American Wholesale Lumber Assn. [nawla.org]....19

Pacific MDF Products [www.pactrim.com] .......................31

Peak Auctioneering [www.peakauction.com]...................43

Pennsylvania Lumbermens Mutual [plmins.com] ............15

Point Six Flooring [www.pointsixflooring.com] ..........24-25

RoyOMartin [www.royomartin.com] ........................Cover III

Simpson Strong-Tie [www.strongtie.com]..........................7

Siskiyou Forest Products [siskiyouforestproducts.com]..27

Smith Millwork [www.smithmillwork.com]........................33

Southern Shutter Co. [www.southernshutter.com]..........44

Sunbelt [www.sunbeltracks.com] ......................................35

TLC Mouldings [www.tlcmouldings.com] ..............Cover IV

Western Red Cedar Lumber Assn. [realcedar.org] .....28-29

Business experts advise small businessowners that writing a regular online column can be agreat way to build rapport with your customers. But aninnovative blog penned by Hipp Modern BuildersSupply, Mountain View, Ar., goes way beyond theusual how-to advice on home improvement projects.Named “Hipp’s Help” (www.hippshelp.com), the

two-year-old site is the brainchild of owner Terry Hippand his son, Gentry Hipp, who manages both the storeand its Internet offerings.The site features a prominent link to Hipp’s online

Do it Best store, including a discount code. But it ini-tially attracts customer with less commercial motives.“We know that people are always trying to better

themselves and improve the way of life they live,”writes Gentry. “If we can help one person improve theway they live, then we feel like that we have accom-plished our goals for our site.”Although readers can read about the standard home

improvement projects—how to build a wooden arbor,how to pave a driveway, how to build an outdoor show-er—they can also learn how to create a website, how tomake money online, and how to write a resume. “Our main purpose is to just throw our micro bursts

of thoughts out to you,” reads the blog, “along withsharing some of our content and specials from our par-ent site.”The site’s motto is “How to Do Just About

Anything.” Recent posts offer everything from how tocreate a video game, tips on baking cookies, a discus-sion of foster care and international adoption, lots ofparenting advice, how to make money on penny stocks,how to naturally get rid of eczema, and a practical,seven-step guide on how to stop vomiting. After offering the observation that “in most cases

other than food poisoning, vomiting may be unneces-sary,” the blog offers helpful advice on how to controlthe unpleasant side-effects of an irritated stomach.Believing that “we are all put on this earth to help

each other and to see that we all live a full life,” Gentrywrites that he hopes the blog “will help everyone thatreads it. My wish to everyone out there is that you live afull and happy life!”

BPDBuilding Products Digest

4500 Campus Dr. No. 480Newport Beach, Ca. 92660-1872 Change Service RequestedBPD

Building Products Digest

4500 Campus Dr. No. 480Newport Beach, Ca. 92660-1872

Change Service Requested

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