Merchant Magazine - September 2006

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But how does your chosen builder achieve this goal?

From Production to Constructior, Our Peoltle Deliver'.

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High-terh trends in 0SB

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Oh, happy days. It's budget time,

Yes, it's that time of year again, when all companies go into their annual funk as they tackle the annual budget. Yes, the time when even the most positive of us cannot defend the sheer nonsense and hypocrisy that goes on, that more and more extends over a quarter and often into the New Year. Most of us in the end capitulate to self-flagellation of "do I" or "don't I" as we commit to numbers that often make no sense or have any bearing on reality or possibility.

We all agree that regardless of what we do in a company, there has to be a road map and financial planning is absolutely necessary. But while many of us have come to view as pointless the budget process as it is handled in most companies, I would counter that it is actually counterproductive-and takes up far too much time and resources than need be.

Budgeting has become more about self-defense and completely ignoring business opportunities, because no one wants to stick their neck out. A few years back, I submitted a very aggressive budget for a division I was managing in a large corporation-but it needed new resources and investment. In the budget interview rvith corporate heads. I tried in vain to convince them that rve had a one

year rvindorv to outfox a competitor, who was No. I in one category but rvould clearly expand the brand into others. I argued the market rvas ripe and that our rvhile our company had missed the boat two years earlier, rve rvould have a small amount of time to get the No. I position in this new category. I spent another meeting defending my budget. only to have my numbers kicked out and cut by 75Vc. A year later, I had to defend rvhy rve trailed a competitor who had come out with almost exactly what I had pleaded for a year earlier. We never caught up.

So what's rvrong? In most companies. the sales force generally starts the process by coming up rvith numbers they absolutely can make. This already gets the process off to a bad start. When you are rervarded to hit target. you come up rvith numbers that guarantee you will get your bonus. So sales submits the lowest numbers that they think they can get away with or negotiate from as the process develops. Let's say they project a 8% increase. Norv it seems to me, it does not maner that the competition grew their businesses 2OVc last year or that the industry grew l5Vc. On the other hand. the financial team is sweating buckets and burning the midnight oil plastering rvalls rvith printouts that could cover Manhattan in a tickertape parade, and they have the opposite view point and. unfortunately often no sense of reality. Finance comes up with a justification that the business can grow 22Vc.

Then comes that magical time when the spotlights are turned up and you meet in a room. look uneasily at each other, ruffle reports that you can barely see over, wrestle for some form of advantage or capitulation, until bleary eyed, the numbers-in a spirit of compromise-are split down the middle (l17c). After the handshakes and attaboys, each team leaves the room congratulating themselves that this rvas the best result possible under the circumstances and horv they had outfoxed the other. B.S., I say!

The problem rvith all of this is that you end up with exactly what the system demands: no risk, no imagination. no big dreams. and everyone being paid on an internallycalculated number versus rvhat really it should be based on. How did the business perform this year versus last year? How did it do in the real rvorld. both in terms of its nearest competitors and the industry as a whole? What changes in products or technology will impact the industry next year and offer a rvhole new set of operating and sales metrics?

Instead. get the sales and the financial teams rvorking in harmony and discussing "what if' scenarios rvith the inherent risks that not all will pan out. If undentood by all, that means market realities can be discussed in a non-defensive way. Then the budget process really begins to have meaning and purpose. Agreed strategies and investment plans. if backed by meaningful market intelligence and a structured financial framervork, can lead to exciting things. Yes, there have to be built in upside and worst case scenarios. but it is no longer an "us" versus "them." Any plan should include flexibility for change if market conditions deem it necessary. But there has to be trust by people in the field that they rvill not be punished for missing stretch targets, but that they rvill be rervarded if they do reach them.

The trouble rvith corporate America today is that companies seem to value and compensate bad habits. Far too many companies are risk averse. Delivering the budget should not be a test of wills betrveen finance and sales. It should be based on riskirervard strategies and tactics that market conditions allorv. Good luck!

No Top, No Bottom, No Comber,No Problem.

Rosboro's l.8E IJC is ideal for use in I-joist floor systems and other conventional framing applications. This 3t12 inch,24F beam is engineered and manufactured to match standard I-joist depths with a balanced lay-up and zero camber, making it faster and easier to install a flat, consistently finished floor. 1.88 IJC can also be used in other framing applications such as headers. (Need something stronger? Take a look at Rosboro BigBeam.)

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Rosboro's family of glulam products offers a complete line of beams for almost any project. Whether you need an exposed beam, an I-joist compatible beam, or a deck beam, we have a glulam to meet your needs. Increasingly high design values, ease of use and convenient installation are just a few reasons why our glulams are commonly used in structural applications, such as EWP floor systems, framing, ridges and rafters, and garage door headers.

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customers' glulam needs. Once a product is ordered, we offer same-day or next-day delivery, depending on when the order is received.

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By expanding our facilities and using the latest manufacturing technology, we are more equipped than ever to meet our Growing Today. B uilding Tomorrow.'

Trends in OSB

Expanding technology prouides nerru oppoitu n ities f-oi' a | |

f HAVE been involved in the wood lproducts industry-and new product development in particular-since 1981. If you had asked me 25 years ago how oriented strand board would be used in the future, I never could have imagined the incredible possibilities that we're looking at today.

In looking at the trends now, it's helpful to first understand the historical significance of the product line to the North American building industry. The use of OSB is relatively new. Up until the early 1980s, OSB was essentially unknown to the trade. Builders were framing homes with dimension lumber, and were sheathing walls, roofs and floors with plywood. Some of you with long histories in the industry might remember when many tradesmen were still using lumber for roof, floor and wall sheathing.

By 2004, OSB had displaced much of the plywood market, representing nearly 60Vo of structural panels consumed in North America. In 2004. OSB represented 85Vo of walls sheathed with structural panels, and l5Va of roofs. Likewise, 65Vo of residential floors utilizing structural panels were constructed with OSB.

One of the key drivers for this product line expansion is the inherent lower manufacturing cost of OSB. This has afforded OSB manufacturers the ability to respond to market conditions with lower selling prices than plywood manufacturers ever could. While market share gains have consistently taken place since the arrival of OSB into the market place, I find it interesting that the significant jumps in market share were during the cyclical lows of structural panel prices.

Besides price, there are other rea-

turn to next page)

Trends in OSB

(Continued from previous page)

sons why OSB has expanded its market share. The most important of these is the engineered aspect of the product. Significant technological advances have enabled manufac-

lleadquarters Nashville, Tn. Founded tgzg

0SB Facilities (15) Hanceville, Al.; Athens, Ga.; Houlton, Me.; Sagola, Mi.; Roxboro, N.C.; Carthage, Jasper, Silsbee, Tx.; Hayward, Wi.; Dawson Creek, Fort St. John (507o JV with Canfor), B.C.; Chambord, Maniwaki, St. Michel, P.Q.; Swan Valley, Mb.

2005 Production 5.603 billion sq. ft. 1:ra" uris)

Eapacity 6.065 billion sq. ft.

200t1Production 5.548 billion sq. ft.

Ehange'04J01 +1.07o

What's lllew L-P's plant in Silsbee, which produced both OSB and SmartSide OSB siding until late 2005, now produces only OSB. Peace Valley OSB, the mill in

turers to come up with "intelligent" recipes to target specific applications. A good example of this is the enhanced flooring market, where dimensional stability is a key performance expectation. Panels are engineered to suit builder needs and pocketbooks. rvith levels of "good, better and best." Wood l-joists are another example where the superior shear properties of OSB have enabled the product to very quickly capture total market share.

There is no question that builden today recognize and have come to rely on these technological advances to provide products with significant engineering content and performance reliability. And this is the real driving force behind OSB trends today. People are demanding products that are trouble free. This is true at all levels of the supply chain, from distributors and dealers through to builders and homeowners. We're seeing consumers become more discerning, educating themselves through online resources and asking for higher quality products.

BUILDING PRODUCTS

Fort St. John that L-P jointly owns with Canfor, produced its first board late last year and should achieve full production of 820 million sq. ft. this year.

Last month. L-P announced that it would shutter its OSB plant and sawmill in St. Michel indefinitely due to high operating costs.

What's lllext In 2005, L-P spent $24.3 million to update its flagship plant in Hayward and converted one line of production to SmartSide. Now the company is converting Hayward's second line to SmartSide, to be completed by first quarter 2007.

The company also will spend more than $100 million to convert its plant in Houlton to OSL in200'1.

Ground has been cleared and a rail line is being constructed for a 7O0-million sq. ft. plant in Clarke County, Al., for alate2OOT completion.

Nonaono lNousrnlrs

Headquafters Toronto, Ont.

Jounded tgzZ

0$B Facilities (9) Huguley, Al.; Cordele, Ga.; Bemidji, Mn.; Guntown, Ms.; Joanna, S.C.; Jefferson, Nacogdoches, Tx.; La Sarre, Val d'Or, P.Q.

2005 Production 4.172 billion sq. ft. (3/8" basis)

Saprcity 4.390 billion sq. ft.

2004 Production 3.821 billion sq. ft. Change'lll-'05 +9.2vo

What's ilew During 2005, Norbord lowered its energy costs by building biomass generators at several of its plants worldwide. At the Jefferson mill, this strategy has reduced natural gas consumption by about 857o.

What's Jlext A $135 million second line at Cordele should be completed later this year, boosting output by 157o. Next, $7 million will be spent to convert a gasfired dryer at Nacogdoches to biomass, completing plans to upgrade all Norbord OSB heat-energy systems to wood fuel.

Environmental concerns are a key part of this demand. as homebuyers ask for products that perform to higher standards or are derived from sustainable sources. They want products that save energy, and make efficient use of the resource. Engineered wood is a natural answer to this growing demand, converting more of the log and capitalizing on underutilized timber species.

The beauty of engineered wood products is that they're better engineered, providing builders with products that are trouble free and quicker to install. Dealers are able to provide builders with better products that reduce or eliminate callbacks and provide cost-effective performance. And that's what makes the new trends in OSB so exciting for dealers and distributors.

So, just what are the trends in OSB today that will impact us all? Three significant trends can be identified. The first is for continuing penetration of traditional markets as manufacturing capacity continues to grow. The second major trend is for continuing marketshare gains in non-traditional and growth markets for structural panels. And perhaps most exciting for the marketplace, the third trend is for major breakthroughs in manufacturing technology. Eventually this will allorv an expansion of the product line as a substitute for dimension lumber.

[.et's take a look at the first trend of capacity growth. Curiously, history has a way of repeating itself. In 1994-

1995, favorable market conditions and healthy selling prices for manufacturers stimulated a period of growth in OSB manufacturing. Between 1994 and 1999, over 9 bilIion sq. ft. (3/8" basis) of new capacity was brought to market. The inevitable and somewhat predictable result of this was a temporary deflation of prices, until such time when less cost-competitive plywood manufacturing facilities would shut down and market demand would eventually rise again to absorb the new capacity.

Now we find ourselves at a similar point. The high residential construction activity over the past three years has led to record-setting prices for structural panels. Once again this is expected to lead to OSB capacity additions in the near future. Recent announcements by OSB manufacturers are suggesting the addition of 9.6 billion sq. ft. (3/8" basis) of new capacity between 2006 and 2010. These capacity additions will likely fuel additional marketshare gains in the traditional residential construction segments.

The second noteworthy trend is for OSB market expansion in applications beyond conventional sheathing. Perhaps most significant is the continuing marketshare gains made by engineered wood products such as wood Ijoists.

The share of engineered floor systems in North American single family home construction has grown to about 45Vo and is forecast to grow to a whopping 55Vo by 2010. Their growing popularity means more OSB is being used as webstock material and as rim board elements, which tie the wood I-joists together.

There are also external factors contributing to the product line expansion. Consumers' increasing awareness of the need for energy conservation and the corresponding emerging trends for green building design have resulted in innovations that benefit everyone. Radiant barrier sheathing is an excellent example of this, offering homeowners significant energy savings on cooling costs with a short payback period. The radiant barrier technology has actually been available to the market for many years, but energy conservation awareness is bringing new focus to the prod-

(Please turn to next page)

WeYenxneuseR Go,

lleadquarters Federal way, wa. founded tgoo 038 lacilities (9) Arcadia, La.; Grayling, Mi.; Elkin, S.C.; Sutton, W.V.; Drayton Valley, Edson, Alb.; Wawa, Ont.; Miramichi, Hudson Bay, Sask.

200[ Production 4.078 billion sq. ft. (3/8" basis)

Gaprcis 4.3 billion sq. ft.

2001t Production 4.081 billion sq. ft.

Change'M-'05 -o.iEo

What'g lllew In April, Weyerhaeuser consolidated five separate operating units into a single unified business solution for residential builders and dealers. Named ilevel, the new division is comprised of established products and services-including Structurwood OSB.

A mid-July fire at the Drayton Valley mill caused no structural damage, but operations were suspended for a week so damaged equipment in the blending area of the plant could be replaced.

Weyerhaeuser

What's lllext Weyerhaeuser recently became the first OSB manufacturer to be certified through the NAHB Research Center, which is providing third-party quality assurance for Weyerhaeuser's OSB mills in Sutton, Grayling, Elkin, and Arcadia.

Arruswonnt LumgrR Go. Lm,

llerdqurrtcre Vancouver, B.C. lounded tqsz 0$B ]rcilitieg (7) Bemidji, Cook, Grand Rapids, Mn.; Grand Prairie, High Level, Alb. (5OVo JV with Grant); 100 Mile House, B.C.; Barwick, Ont.

2005 }roduclion 3.229 billion sq. ft. (3/s" basis) Gaprcitf 3.355 billion sq. ft. 20lH hoduction 2.037 billion sq. ft. Ghrnge'll4J0[ +58.5vo

What's llew Last year marked Ainsworth's first full year of operation at the four OSB plants acquired in 2004. Few upgrades were required at the Barwick mill purchased from Boise, but a number of capital investments were made at the three Minnesota mills bought from Potlatch-including upgraded wood rooms where

Atnsuorth'

logs undergo entry processing and an upgraded press at Grand Rapids.

Just after New Year's, a fire at the Grand Rapids mill damaged the wood storage area and shut down operations for two weeks. Two days after reopening, production was curtailed for more than a month so press equipment could be repaired. Further problems with the newly installed hydraulic components curtailed production for several more weeks.

What's l[ert Construction costs for a second production line at Grande Prairie have risen from $160 million to $260 million, as the project was expanded to include a continuous press that will allow flexible production of OSB, OSL and LSL. Once completed in spring 2007, the new line will add 600 million sq. ft. of capacity.

Trends in OSB

(Continued Irom previous page)

uct. Since its introduction, the technology has improved significantly, so that previous problems with delamination and breathability are now entirely avoidable.

Headquarters Atlanta, Ga. Founded tgzz

0$B Facilities (7) Fordyce, Ar.; Hosford, Fl.; Grenada, Ms.;Dudley, N.C.; Brookneal, Skippers, Va.; Mt. Hope, W.V.

2005 Production 2.3 billion sq. ft. (estimared)

Gapacity 2.7 billion sq. ft. (estimated)

2004 Production 2.010 billion sq. ft. thange'04-'01 +l4.4Vo(estimated)

What's Jllew In May 2005, G-P opened its seventh OSB facility, a 360,000-sq. ft. mill in Hosford that cost more than $150 million. Within months, the plant was hitting 90Vo capacity, producing I I MMBF per week.

At the end of the year, G-P was acquired for $21 billion by privately held Koch Industries. G-P retained its name and continues to operate from its Atlanta headquarters as part of Koch Forest Products.

Headquarters Earlton, Ont. lounded l98l

B$B tacilities (3) Englehart, Timmons, Ont.; High Level, Alb. (50Vo IY with Ainsworth)

2005 Production 1.850 billion sq. ft. (estimated)

Gapacity 1.850 billion sq. ft. lestimateo;

2004 Production 1.850 billion se. ft. lestimatedy

What's lllew A new plant in Allendale Grant's first in the U.S.-is scheduled to start production this month.

What's Nert Work on Grant's second U.S. plant is expected to start early next year in Clarendon County, S.C.

County, S.C. -

Gi grant

lleadquartens Charlotte, N.C. lounded tgg:

0$B Frcilities (5) Commerce, Ga.; Easton, Me.; Broken Bow, Ok.; Spring City, Tn.; Crystal Hill, Va.

2005 Gapacig 2 billion sq. ft. 1:ra" uasis;

What's lllew Both Crystal Hill and Commerce achieved certification in OSHA's voluntary protection program, through their EruCIruSeneO commitment to superior WOODS safety and health practices in the workplace.

What's lllert The company has chosen Emanuel County, Ga., as the site for a new 700-million sq. ft. OSB mill. Expected to cost more than $200 million, the plant will have annual capacity of 650 million sq. ft. when fully operational in 2008.

Another good example of expansion through emerging markets is the rising star known as structural insulated panels (SIPs). As well as being highly engineered for the purpose of energy conservation, SIPs offer the marketplace an additional benefit to combat the growing problem of insufficient skilled labor. The prefabricated components are easy and quick to install on the jobsite. I suspect that as we witnessed with l-joists when they were introduced. once builders become familiar with SIPs, they will be unlikely to go back to their former methods.

There are many other applications that offer growth opportunities for OSB. For example, stair treads can now be manufactured from OSB, resulting in stair systems that offer greater spanning capability and more dimensional stability.

The third primary trend is perhaps the most exciting for me personally from the manufacturer's perspective. I'm talking of course about the introduction of oriented strand lumber (OSL) as a dimension lumber replacement. While the product line is in its early stages of development, OSB manufacturers are looking ahead to the future and working to perfect the breakthrough technology.The real challenge lies in producing a product in dimensions and with structural properties that are fit for the job. Overcoming the limitations of current OSB technology is the focus of the technology development effort.

By pushing the envelope of manufacturing parameten, we could soon be looking at thicker products with bener physical and mechanical properties than comparative dimension lumber components. The successes that OSB achieved in displacing plywood may be a preview for what is next. OSL or other lumber-type substitute products may have a similar impact on dimension lumber in the years to come.

But how do all of these trends impact dealers? Well. there's no doubt that the trends show promise for the marketplace, and an increased role for dealers to play. The most successful dealers will be those who embrace the newer engineered products in a bid to supply their builder customers with quality products. Closer relationships

Touo lruousrses

llerfirerta: Vernon, B.C. frrrdd tg0t

0SB hcilitier (3) High Praide, Slave l:ke, Alb.; Meadow l-ake. Sask.

2085 Prollctio! 1.3 billion sq. ft. rm-u.,i,y Grpeci[ 1.490 billion sq. ft.

20ll[ Prodrctien t.lg6 billion sq. ft.

Ghaqe'|d{.r0i|5 -6.9%

What's ilew High Prairie received a new Liebherr log loader last year. As of February of this year, this mill had achieved four consecutive years without a losttime accident. Proposed improvements were put on hold at the Slave Lake mill purchased from Weyerhaeuser in 2004. Instead, management is focusing on additional opportunities for specialty producs, to better compete with larger-capacity mills.

tetoattTutJt lro.

STAIR stringers make use of code-evaluated OSB and work as a system with OS-B stair treads to offer greater spanning capability and m6re dimensional stability.

between distributors, dealers and the manufacturers will play a part. As we talk about enhanced product capabilities, the manufacturers must become more sophisticated. More importantly, we must pass on that technical knowledge to dealers to share with their customers through technical guidance, product information and support.

Twenty years ago, when plywood and dimension lumber were the products of choice, a high level of technical support wasn't needed. But as wood products continue to become more sophisticated with better attributes and more tangible benefits, it is essential for us all to work together to provide builders with product and system solutions that are problem-free and give them guidance in their use.

- Robert Fouquet is vice president of marketing and sales for Ainsworth Engineered. He can be reached at (604) 661-3200 or via email at robert.fouquet@ ainsworth.ca.

Gnrupon

Headquarters Vancouver, B.C. Founded tg:g

0SB tacilities (2) Fort Nelson, Fort St. John (507o JV with L-P), B.C.

2005 Production 4'79 million sq. ft. (3/8" basis)

Capacity 650 million sq. ft.

?004 Production 385 million ft. Ghange'04-'05 +24.4vo

What's lllew Canfor's mill in Fort Nelson, purchased in April 2004

from Slocan, suffered a number of setbacks. During the first quarter, lack of dry flake, power outages, and maintenance and reliability issues caused downtime. The mill was also shut down for installation of two new dryer drums and completion of other planned improvements. A June fire caused another two week closure. In the fourth quarter, a major equipment failure in the heat generation unit caused an I l-day shutdown.

Whrt's lllext The Fort St. John mill that Canfor coowns with L-P is expected to reach full production capacity of 820 million sq. ft. this year.

Headquarters Alexandria, La.

0$B Facilities (1) Le Moyen, La.

2005 Production 385 miition sq. ft. (3/8" basis)

Eapacig 385 million sq. ft.

2004 Production 360 million sq. ft.

Dhange'04-'0i +6.9vo

What's New Martco's focus last ,f^ year was on increasing efficiency

ffi?.:"il'&tJapacitv at its main plant

What's Next The company's sec-

ond OSB plant. in Oakdale. La.. should start production in October. The mill will consume more than 1.5 million tons of pine pulpwood from the company's 598,000 acres of timberland in Louisiana, to produce 900 million sq. ft. of 8', 9' and 10'panels.

Lnruceonno lNc.

lleadquafiert Quitman, Ga.

0$8 facilities (l) Quitman, Ga.

1005 Productlsn 27 5 million sq. ft. (3/8" basit

Gapacity 450 million sq. ft.

2004 Production 240 million sq. ft.

Ghange'04-'05 +l4.6vo

What's l\lew A three-phase, $70 million expansion completed this spring added 50,800 sq. ft. and nearly

ffiuiiiffi

new 25-ft. press makes 4'x9' sheets.

Electricity to power both the plant and about 5,000 homes is produced by a new cogeneration facility that recirculates all dryer and press exhaust.

What's lllext New OSB specialty products are still in the planning stages.

Tervrsec

lleadquafiers Temiscaming, P.Q. Founded tgz: 0SB tacilities (l) St. Georges de Champlain, P.Q.

2005 Production 245 million sq. ft. (3i8- basis)

Capacity 285 million sq. ft.

2004 Productisn 241million sq. ft. thange'04-'05 +7.7vo

What's New In January, Tembec announced it would sell its OSB mill to Jolina Capital Inc. for $86 million U.S., in order to focus on core forest products and improve liquidity.

Jolina is controlled by Lino Saputo, who is a major Tembec shareholder (owning l9Vo of common shares),

as well as co-founder and chairman of Quebec cheese maker Saputo Inc.

SHEAR walls and diaphragms are

L)the key elements of a wood-framed building ihat enable it to withstand high-wind and seismic forces. Such construction systems rely completely on the correct and adequate design and installation of all components of that system: framing, structural panel sheathing, and inter-element fastening details. The improper use of any one of these components can negatively impact the performance of the entire structure.

OSB and plywood can only perform as designed if the proper fasteners are specified and installed accordingly. Two issues to be aware of are nail nomenclature and overdriven fasteners. Surprisingly, there is no uniformity when it comes to nail nomenclature. For example, an 8d common nail does not equal an 8d gun nail. So, to insure the proper fastener is provided. specify the 8d common along with the shank length and shank diameter, (e.g., 8d common [0.133" x 2-112"]) This holds true for all nail sizes.

What if a customer wants to use staples or another fastener type?

Although APA recommends nails, you can always reference NER-272 by the International Staple, Nail and Tool Association (ISANTA) for an equivalent (www.isanta.org; 708-482-8 I 38).

Overdriven fasteners are another important concern because they can lower the capacity of the diaphragm or shear wall. The following suggested

critical in nditions

the actual sheathing is l9l32" with all fasteners overdriven l/8". the net result is a 15132" panel that meets the design shear requirements.

guidelines help determine the affect of overdriven fasteners.

(l) If all nails are overdriven into panels by up to l/l6" during constnrction under dry conditions (moisture content less than 16%o), no reduction in shear capacity is necessary.

(2) If no more than 20Vc of the fasteners around the panel perimeter are overdriven by l/16" to l/8". no reduction in shear capacity is necessary.

(3) If all fasteners around the panel perimeter appear to be overdriven by the same amount, and it appears that panels have been rvetted during construction, no reduction in shear capacity is necessary. (It can be assumed that the fastener embedment is due to panel thickness swelling. This can be verified by measuring the thickness of panels where fasteners appear to be overdriven, and comparing to measurements where panels have been protected from the weather or to the original nominal panel thickness. which is part of the APA trademark.)

(4) If actual panels used in construction are thicker than the required minimum nominal panel thickness upon which the design shear capacity is based, and the overdriving is less than or equal to the difference between the two panel thicknesses. then no reduction in shear capacity is necessary.

For example, if design shear for the construction requires a l5/32" minimum nominal panel thickness and

(5) If more than 20Vc of the fastenen around the perimeter of panels are overdriven by more than l/16" or if any are overdriven by more than l/8". additional fasteners shall be driven to maintain the required shear capacity. For every two fasteners overdriven. one additional fastener shall be driven. If nails were used in the original installation. and are spaced too close to allow the placement of additional nails. then approved staples must b€ used for the additional fasteners required.

Porver-driven fasteners are an acceptable substitute for hand-driven fasteners provided they are of equivalent size and quality. Several things should be considered rvhen using porver-driven fasteners. including:

Contact - Lightweight, pneumatic nail or staple tools do not provide sufficient force against the panel to ensure that the panel is tight against the framing. This can cause problems rvith fastener "pop" or squeaks rvhen fastening floor sheathing or underlayment. Norrnally the force required to eliminate gaps beneath underlayment or floor sheathing can be provided by the operator if he stands on the panel. or applies hand pressure adjacent to rvhere the fastener is being driven.

Thin Galvanizing - Power-driven fasteners must be smooth and uniform in diameter to avoid jamming the feed mechanism of the nail or staple tool. The usual electrogalvanizing, which provides the required smoothness. is too thin to provide long-term corrosion resistance. Where a high degree of corrosion resistance is required. it rvill usually be necessary to use fastenen of materials that do not conode. such as aluminum or stainless steel.

Overdriving - Typical nail or staple tools commonly used for building construction often countersink the fastener, which is an undesirable condition when installing wood structural panels for roof, wall or floor applications. Adjusting the air pressure is an unpredictable way of controlling the depth to which the fastener is driven. Since material densities vary, it is impossible to find an air pressure setting that will consistently drive the fasteners flush with the panel surface.

The solution to overdriving fasteners is to use nail or staple tools that have a depth control adjustment feature, which permits driving fasteners so that their head or crown is flush with the panel surface. Alternatively, some tool manufacturers offer shorter driver blades that can be installed as a modification in their tools by the manufacturer's service representative to accomplish this objective.

Homebuilders in high wind and seismic areas are increasingly frustrated by the large number of metal holddown devices required between floors on exterior walls. In addition to the material and labor cost, framers experience nailing interference problems with OSB sheathing and/or siding.

One solution is to use the wood structural panels to resist both shear and uplift. Overlapping the bottom and top plates of intermediate floors with wood structural panels will in most cases satisfy the shear and uplift requirements.

APA has summarized the general details and limitations of this method in Using Wood Structural Panels for Combined Shear & Uplift Resistance,

Form E510. Other publications offer additional information on OSB, designing for lateral loads, wall bracing, and fastener considerations. They are available in the publications library at www. apawood.org:

. Screw Withdrawal from APATrademarked OSB (Form TT-051)

. Corrosion Resistant Fasteners for Construction (Form D485)

. Building in High Wind & Seismic Zones (Formw650)

. Introduction to Wall Bracing (Form F430)

A Portal Frame with Hold Downs for Wall Bracing or Engineered Applications (Form TT 100)

- Kevin Hayes is advertising and publicity manager at APA-The Engineered

FRAME . FINISH

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A match made in heaven (a.k.fl. Maine)

ffOW'S this for a Match.com

Ilmicro-bio? "Hate present highprofile, high-stress job, love to golf, ski, play tennis. Willing to relocate."

Tom Cooke didn't put it into so many words, but his sister in Maine figured out the situation. She'd also gotten the message from her friend Debbie. So both were invited to spend New Year's with her at a nearby ski resort.

That was in 2003. By January 2004, the pair had bought a lumberyard together in Lovell, Me. In January 2005, they were married. In their spare time, they tripled sales at their business that first year, doubled that the following season, and are looking to double yet again when 2006 is all said and done. The only thing that didn't come to pass was all that talk about golf, ski and tennis.

Time for the backstory, as they say when you've tuned in midway through a mini-series. Explains Tom: "I came from 2l years in publishing-Wa// Street Journal. Newsweek-and the business just wasn't fun anymore. Twenty years later, the built-in integrity [of journalism] just wasn't there.

Says Debbie: "l rvas c.f.o. for a publicly held technology corporation and. following Enron. it was just too stressful. What we had in common was. we were both talking about looking for other jobs. I always wanted a small business"-a yoga studio or natural-food store. Tom favored a golf course or wine bar. Throwing glamour out the window. they bought a hardware store listed on the Internet as up for sale.

You'd think they'd knorv better.

Tom: "I was ahvays a handyman. rebuilt my New York home."

Debbie: "l loved hardware stores as a kid with my dad."

So here they are, in the middle of Lovell, Me. (i.e.. the middle of norvhere). And with zip experience.

Also, as they soon found out, zip inventorv. "Mv first customer." Tom

recalls. "was a big excavator. the 'father' of the torvn. He needed electrical tape and we didn't have any."

So. until True Value membership and credit applications were cleared. Tom drove dorvn to Portland every night to pick up needed items at-gulpHome Depot. He also made a deal with a Vermont yard that rvas closing to take its inventory-"so it would look like more stuff on the shelves."

Early on. the Cookes added lumber to the mix. "lt had once been a lumberyard, so the infrastructure was there. People advised us, 'Don't! Don't take on commodities in Maine!' but not to carry 2x4s when people rvere asking for them seemed cnuy."

"Another thing." adds Debbie. "eight or l0 people came in asking for cleaner for hardwood floors. We got some and it sold like hotcakes."

Back to Tom: "In town here, they were excavating for a septic tank system and needed supplies. Their time is money. I stocked it so they didn't have to drive 30 minutes to Home Depot.

"Our builders basically tell us what they want and we get it. It's all been very gradual-a unit of this, a unit of that, buying by the tractor-trailer load. At first, they thought of us as 'the convenience store' and drove right by. Nothing was visible. So we starting putting stuff out in front-a pallet of mulch, or whatever. We also advertised in the paper, and of course, we grew by word of mouth." Today 70Vo of the Cookes' business comes from contractors, another l07o from the town's d-i-yers, and the rest from resort homes on the nearby lake.

There were no trucks two years ago. These days, there are four. Free same-day delivery is a point of honor-so much so that Tom is prone to jump into the driver's seat himself if it's a Saturday and a builder is stuck. "Our delivery policy is as good as anybody's," he declares.

The Cookes also purchased a POS computer system, to the delight of their big builders. "After we changed over," Debbie says, "they felt more conf ident that the records were straight-no longer manual. And we could easily find the products they were after."

Staffing also jumped, from the former total of two to seven full-timers and five part-time employees. "It's not brain surgery," Tom professes. "Many people in this small town came in. looking for jobs. You hire as needed and train 'em with NRLA (Northeastern Retail Lumber Association) and NRHA (North American Retail Hardware Association) classes and with vendors. We offer good pay, benefits, vacation. We treat 'em like family-which is pretty cool. We get along, we help each other out."

Especially Mark Moulton, the town's fire chief, who's the new general manager and brings 20 years in maintenance as well as serving as "the nicest guy you'll ever meet," testifies his boss.

Contractors are part of the family, too. This spring Lovell launched its first golf outing as a thank-you gesture. The company also includes these pros in training programs and takes them along to shows.

The Cookes credit (well, "bless" might be the better word) NRLA, along with vendors, for their own on-

the-job training. "The members are happy to talk to you, help you figure something out," reports Tom, who's already an area officer.

Margins and pricing, for instance, are "one of the most difficult challenges," Tom allows. "We're constantly trying to figure out the markup for different products. But if we tweak [a sensitive item], the customers will let us know!"

Buying also can be an ongoing mystery. "We added a housewrap, and it was doing pretty well," says Tom. "Then someone suggested we try X, 'something better,' and sales were up. Pretty soon we were told 'something better' yet again and sales continued to rise."

However, "It's hard to predict for the cabins." Debbie adds. "I ordered the maximum number of gallons of stain ahead of the season, but it rained constantly" and few moved out the door. ("But it's selling better now that the rain has stopped," she adds.)

Fortunately, the couple could draw on capital of their own to get started, along with help from the bank and vendors. "We'd heard that small-business owners had a hard time at the bank," says Debbie, "but we had a good business background and went in with a good business plan," so a line of credit was forthcoming. "And vendors know each other; they spread the word that there was a good new operation in Maine."

In addressing pricing, good fortune

again was on their side. To their surprise (and clear delight), they'd lucked into a second-home community unaffected by the economy. Second (and third and fourth) homes were owned by the likes of B.B. King, a media mogul of the Washington Post, Jonathan Denny and Rudy Vallee, Tom reports. (The secret, he says, is to focus on the contractors rather than the summer crowd.)

In turn. Tom believes in paying back. He's on committees to aid the town's library, church and performing ans center.

"How many new lumberyards are opening?" Tom wonders aloud. He's right. He's a member of a pretty small fraternity. The answer to success, he says, is "buying right and giving quality and service. I don't see any big push from the Home Depots of the world. Good contractors understand services and quality. I buy better. I'll stock the 2x4s that give them no complaints, and they appreciate that."

"Service is still key. If we don't have it, we'll special-order it," Debbie adds. "Get it: That's our motto"-anything short of wheat sprouts and Chardonnay. Natural foods and wine bar aside, the Cookes, in pretty darn short order, have realized their dream.

- A former award-winning LBM trade maga:ine editor, Carla Waldemar writes frequently on the lumber and building material industry. Contact her at cwaldemar@mn.rr.com.

Rrrrrr:rs

Parr Lumber, Hillsboro, Or., has started construction on a 17,000-sq. ft. retail/warehouse building with 9,600-sq. ft. storageioffice building on 7 acres in Clark County, Wa., to open later this year, and suffered $4,500 in damage at its Prineville, Or., lumF.y*d.in an Aug. 7 fire of suspiclous ongm

P ontbriand's Hardware, Auburn, Wa., has closed after 79 years of family ownership, due to big box competition, but retains ownership of the building...

Lumbermen t has applied for zoning approval to expand operations and construct a new building at its facility in Klamath Falls, Or., doubling roof truss production

Rainier Hardware, Seaftle, Wa., has lost its lease and will be evicted Sept. 30 from its prime location next to the original Starbucks

Almquist Lumber Co. held a grand opening Aug. 12 for its new location in Arcata, Ca.. (see April, p.36) ...

Wally's Hardware, Porterville, Ca.. has closed

Stock Building Supply sold the former Anderson Lumber facility in St. George, Ut., to HM Investment Corp. for redevelopment into a retail center

Ace Hardware, Danville, Ca., has closed ...

Pro-Build Holdings finalized its purchase of 54-unit Hope Lumber & Supply, Tulsa, Ok. (see July, p. 38)...

Home Depot opened new stores July 27 in W. Inglewood, Ca., and July 13 in N. Fontana, Ca.

Home Depot Supply acquired privately owned Edson Electric

Supply, Phoenix, Az., and is being offered big tax incentives to move its Hq. to Orlando, Fl. ... Costa Mesa, Ca.-based subsidiary Wftire Cap Construction Supply has acquired Texas Contractors Supply, with DCs in Allen, Austin, San Antonio, Irving and Fort Worth, Tx. ...

Home Depot won approval to build a 129,000-sq. ft. store on ll acres in Auburn, Ca., as well as a $21.5-million store in east Long Beach, Ca., and is ready to start construction on a 102,000-sq. ft. store with 24,000-sq. ft. garden center and two-level parking garage in S. San Francisco, Ca.

Home Depot anticipates a January opening in Apple Valley, Ca., and a spring 2007 opening in Warrenton, Or.; began construction of a 140,000-sq. ft. store in Corvallis, Or.; submitted plans for a 141,000-sq. ft. store in Dixon, Ca.; will build on l3 acres in Moorpark, Ca., and won approval for a revised proposal to build its second Huntington Beach, Ca., store on the site of a shuttered Kmart...

Lowet Cos. opened a new 102,000-sq. ft. store Aug. 25 in Santa Fe, N.M. (Walt Cordova, store mgr.) ... the chain anticipates opening roughly 116,000-sq. ft. stores with 31,000-sq. ft. garden centers this fall in Redding, Ca.; in the fourth quarter in Tacoma, Wa., and early next year in Las Vegas, Nv....

Send us your news!

Have a notice of your recent expansion, promotions or other company changes published in the next issue of The Merchant Magazine.

Just Fax your news to 94$852-0231 or email to kdebats@building-products.com.

Lowe's wants to build a 138,000-sq. ft. store on 14 acres in Port Orchard, Wa.; will build in San Jose, Ca., without demolishing a historic /BM building; applied to construct a 170,000-sq. ft. store on 29 acres in Dublin, Ca; is awaiting environmental review for a proposed store in Manteca, Ca., and sustained a $l million fire started by a welding accident at the construction site of a new store in Bullhead City, Az.

Meek's Lumber & Hardware, Redding, Ca., is sponsoring a contest to name its new mascot dog, for use in futurc advertising ...

Truckee Meadows Habitat for Humanity opened a discount building supply and hardware store last month in Sparks, Nv. (Tammy Martin, store mgr.) ...

Uror:ln:rsllrrurcrrrrs

Western Woods, /2c., Chico, Ca, is now distributing KLC Klear Choice reated millwork products USNR, Woodland, Wa., which designs and produces equipment for the lumber industry, acquired computerized sawmill equipment manufacturet Inovec, Eugene, Or., ftom General Electric ...

Boise Cascade, Boise, Id., has named CanWel Building Materials as exclusive Canadian distributor of its engineered wood products ...

Contact Lumber, Portland, Or., had its quality management and controls ISO 9001:2000 certified ...

Weyerhaeuser pledged $l million in cash and forestland intercss to the Nature Conservancy and agreed to sell its composite panels operations in lreland to CoillteTeoranta

Vandermeer Forest Products is the new name of Marulnn Forest Products, Vancouver, B.C.; business address and phone number remain the same

Anniversaries: Contact Lumber, Portland, Or.,6oth ...

Housing starts in luly fell2.3% to a seasonally adjusted annual rate (Please urn to page 75)

CITTFORNTA PLUSREowoOo DTCKING

California Plus redwood delivers the rich natural beauty and long-lasting performance your customers want. And it costs less than you think.

You'll love its light weight and workability, too. lt's wane-free and skip-free, and is generally superior to Construction Common grade redwood. And because its air-seasoned, California Plus redwood is less likely to twist, warp or cup than other woods. lt goes down straight and stays flat after installation.

Available in dimensions S4S EE:

2x4 - 2x12 and 4x4 pulled to lengths of 8'-20'

Call 1-8OO- 6i37 -7 O77 for distributor details and product specifications.

EEoo,

Listings are ofien subnritted months in advance. A/l'a.r: r.err.yA' dates and locations rt'iilr sponsor before making plans to attend.

Srmrur

Neq,l Fii;1""' FASTENERS

Star Drive #25 driYes hs&nerc with approximately 450 lbs. toque energy.

Patented washer-type head wih a reinforced shoulder

Exceptionally strong, patented, lowprofile, washer Upe head, provifu superi,r hold-down pressure to pnel.

Gase Hardened Sbd

Climatek@ coated, ACQ Apprcved

No pre-drilling is rcquircd, as does a common lag screw. Easy, fast installation in one operalion. Z|0 lbs. of shear stengllr.

3" x114" threads

Very sharp deep rolled hreads provide fast and easy one-step inskllatim for extreme puiling and wihdnwalWwer Complete and easy removalwiilturt damage to material.

Patented "11Y-gu{O"

Cutting a groove for he nextthrnd, reducing tension and preffi//re on fastener, providing ease of inshlktim.

. "zip-Tip@"

For quick and easy shfting.

CONTAGT:

Rod Sienkiewicz

GRK FASTENERS, Direcbr ot Salos Log Home &Timber Fname Indsfry

1't4 Bryant Road

P.0. Box 2fi)

Freedom, ME 04941

Phone: 207-382-6359

Mobile: 207-323-1267

Fax 207-382-601 1

Door & Hardware Institute - Sept. ll-15, annual conference & expo. San Diego Convention Center. San Diego. Ca.: (703) 222-2010.

American Architectural Manufacturers Association - Sept. 12.13, rvestern region fall meeting. Hilton Seattle Airport Hotel. Seattle. Wa.: (847) 303-5664.

True Value Co. - Sept. l2-15, fall market. Las Vegas Convention Center. Las Vegas. Nv.l (773) 695-5529.

Mountain States Lumber & Building Material Dealers Association - Sept. 15, Western Slope golf tournament. Rifle Creek Golf Course. Rifle. Co.: (800t 365{919.

Home Remodeling & Decorating Show - Sept. 15-17, Basin Recreation Center. Park City. Ur.: ( 80l ) 57 I -90 I 2

Jensen Distribution Services - Sept. 15-17, fall market. Spokane Convention Center. Spokane. Wa.: (509) 624-1321.

Los Angeles Hardwood Lumberman's Club - SepL 16. Day at Disneyland. Anaheim. Ca.: (323) 723-9856.

Material Handling lndustry of America - SepL 1G20, annual meeting. Scottsdale. Az.: (704\ 676- l 190.

GlassBuild America - SepL 19-21, Las Vegas. Nv.l (703) ,1424890.

Willamette Hoo-Hoo Club - SepL 20, trap shoot. Conage GroveEugene Sponsmen Club. Cresrvell. Or.: (541) 688-6675.

The Forest Foundation - Sept. 22.6th annual golf classic. Ridge Golf Course. Auburn. Ca.: (866) 241-8733.

Lumber Association of California & Nevada - Sept. 22-A.2nd Grorvth summer conference. Harrah's Rincon Casino & Resort. San Diego. Ca.: (916) 369-7501.

Hoo-Hoo International - SepL 23-26, annual convention. Hot Springs. Ar.: (800) 979-9950.

National Hardwood Lumber Association - SepL 27-30, annual convention. San Antonio. Tx.: (800) 933{3l8.

West Coast Green - SepL 27-30. Bill Graham Civic Auditorium. San Francisco. Ca.: (800) 419-1282.

Cedar Shake & Shingle Bureau - SepL 2&30, annual meering. Hyatt at Penn's Landing. Philadelphia. Pa.: (6O4) 820-77m.

Ocmrn

Hardwood Plywood & Veneer Association - oct. l-3, fall conference. Omni. San Diego. Ca.: (703) 435-2900.

Building Component Manufacturers Conference - Oct. 4-6, Fort Worth. Tx.: (608) 310-6722.

Architectural Woodwork Institute - OcL 5-7, annual meeting & convention. Doubletree Hotel. Nerv Orleans. La.: (703) 7330600.

Inland Empire Home Remodeling & Design Show - OcL 6t, Ontario Convention Center. Ontario. Ca.: (866) 883-9665.

International Lawn, Garden & Power F4uipment Expo - OcL 6-8, Louisville. Ky.: (800) 558-8767.

Ace Hardware Corp. - Oct. 69, fall market. Philadelphia. Pa.: 630\9%-7662.

Composite Panel Association- Oct. &10, fall meering. Rimrock Resort Hotel. Banff. Alb.: (301) 670{604.

Home Improvement Research Institute - OcL ll. annual conference. Chicago. Il.: (813) 62'7-6750.

Home Improvement, Remodeling & Decorating Show - Oct 13-15. South Torvne Exposition Center. Salt Lake City. Ut.: (800) 485-7399.

Do It Best Corp. - Oct. 1417, market. Indianapolis. In.: (260) 748-5300.

Association of Millwork Distributors - OcL l5-19. annual convention. Grapevine. Tx.: (727\ 3'12-3ffi5.

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Mountain States Lumber & Building Material Dealers Association has scheduled two workshops by Mike Butts, LBM Solutions-on estimating Dec. 5-6 and on margin management Dec. 7, both in Denver, Co.

Dec. 7 is also the date for a yearend celebration planned by the

Colorado WOOD Council, to be held at the Mile High Stadium at Invesco Field, Denver, Co.

Western Building Material Association will hold its l03rd annual convention Nov. 8-11 at the Red Lion Hotel. Seanle. Wa.

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Lumber Association of California & Nevada has slated its annual convention for Nov. 9-l I at the Hyatt Grand Champions Resort. Indian Wells, Ca.

Keynote speaker Dusty Baker. manager of the Chicago Cubs, will share tips on team building. Dr. Joseph Lstiburek, a building scientist and principal of Building Science Corp., Westford, Ma., will speak on energy-efficient construction techniques. Building Green's Brian Gitt will discuss how to gain the competitive edge with green building.

LACN's political action comminee is seeking donations for a silent auction to be held during the convention.

Western Wood Preservers Institute is searching for a new executive director due to the comine retirement of Dennis Hayward.

lns Angeles Hardwood Lumberman's Club holds its annual golf tournament Nov. 2 at the Costa Mesa Country Club. Costa Mesa, Ca.

National Lumber & Building Material Dealers Association stages its annual Industry Summit Ocl26-28 at the Westin Kierland Resort & Spa. Sconsdale. Az.

Presenters include Jason Jennings, author of lt's Not the Big that Eat the Small-lt's the Fast that Eat the Slou'. and consultant Jim Harris, exploring the importance of developing future leaders within your company.

Association of Millwork Distributors is readying its 42nd annual convention for Oct. 14-19 at the Gaylord Texan Resort & Convention Center, Grapevine. Tx.

Keynote speaker Oliver North will address "America in the New Millennium" at the opening general session. while Afterburners. an energetic team of former fighter pilots. rvill present "Business is Combat" at the awards breakfast.

The exhibit hall will be open for three days, rvith dealers. builders, contractors and architects admitted on the final dav.

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NORTH Pacific. one of the I \ nation's larsest buildins material distributors, has-been ."puiding t*o of their three regional facilities in California to meet the demands of the growing pro dealer market.

Both the Northern and Southern California distribution centers have recently moved to accommodate more inventory and product lines. They expect to expand even further in the future, providing a full line of building materials used for framing through to finishing of a construction project.

For over eight years, the Northern California distribution center of North Pacific was located on Mare Island, a landmark in the San Francisco Bay Area. Formerly a naval shipyard and base, Mare Island was converted into a commercial and residential zone and has recently expanded residential area use. Serious railroad issues, tight yard conditions, and limited expansion ability pushed Steve Fischer, general manager of Northern California distribution, and his team to search elsewhere. The search proved to be challenging, but they found 15 acres of pavement

with 55,000 sq. ft. of enclosed warehouse space and three long rail spurs, just 20 minutes away from their current location and in the heart of the Napa Valley region.

"We've had to double our yard size to handle all the various product lines we carry for our customers," said Fischer. "The additional space allows us to handle numerous trucks simultaneously."

Since the move to Napa a month ago. will call orders have grown significantly, primarily due to the ability to get trucks in and out quickly.

But keeping the team together was the real reason Fischer chose to remain in the area. "Our sales staff has an average of 2O-plus years experience in the building materials industry and our yard team is a group of professionals, able to deliver what our cusromers want, including custom EWP job-lot packages. The whole team is critical to our operation, and we weren't going to move unless we kept that team together," added Fischer.

In the last five years, the center has grown from l0 daily truck deliveries

to between 30 and 4O trucks per day. Additionally, three 26-ft. North Pacific-owned trucks were added to handle local deliveries throughout the heavy urban traffic areas within the Bay Area. Business has also grown dramatically in the central valley and coastal regions, resulting in the opening of a S-acre satellite yard in Madera, just north of Fresno.

North Pacific's Northern California operations carry a full line of engineered wood producs, including their own branded NPi-Joist and LVL as well as Rosboro's glulam and Big Beam product lines. They also offer specialty brand lines like James Hardie, GP Dens Gold, Miratec, Arauco, and Huber AdvanTech, along with structural panel products from Canfor, Grant. Hardel and Panel Products. New pncducts continue to be added, such as Rosboro's l.8E IJC glulam.

Portland, Or.-based North Pacific has continuously been developing strong relationships with suppliers. "North Pacific has been a very nice partnership for our company. They

continue to raise their service position to allow James Hardie product lines to be more accessible in Northern California," said Brian Short, Southwest regional sales manager for James Hardie. "They have also restructured their facility to take on our ColorPlus product line in this market. This product line will be a key initiative for us within the market."

The expansion allows for more service options. "Service is the real reason our customers choose to do business with us," said Fischer. "Our services include mixed trucks, job site deliveries, take-offs, product selection assistance, layouts and project submittals, delivery sequencing, and more."

In North Pacific's Southern California DC, general manager Curtis Noteboom and his team recently faced the moving challenge, as well, while also refocusing their current industrial business to include servicing the LBM pro dealers. Their previous facility in Rancho Cucamonga did not support the space requirements for the additional product lines (lumber, OSB, plywood and EWP), so it was time to relocate. Just nine miles away in Mira Loma, a 135,000-sq. ft. warehouse with a 7-acre yard on two rail spurs

became available-perfect for their current and future inventory requirements and for the existing operational requirements of their laminating operations.

"This operation was established as an industrial distributor and laminate manufacturer, through our Tri-State Laminating Company. Adding build(Please turn to next page)

Distributor Buitds Up

(Continued from previous page)

ing materials compliments our existing product line," said Noteboom. Since the yard opened, 15 to 20 trucks have been going out daily to meet the demand in the Southern California region, which stretches north to Bakersfield and east to Las Vegas.

"We're excited and ready to deliver panel products and other building materials to the Southern California pro-dealer market," he added.

Current commodity offerings in Southern California include OSB, plywood, radiant barrier panels, MDO, dimension lumber, green and KD studs, boards, SPF fascia, roofing and Hoover fire-retardant treated panels. Industrial products such as MDF, particleboard, hardboard, and domestic and imported hardwood plywood as well as custom laminate products round out the mix. "We are working with a number of top-rate suppliers to bring in a wide range of building materials." commented Noteboom. "EWP products will be brought in by

Q4 this year, which will complere our pro-dealer package offering."

Miguel Hernandez, a 3l-year commodity sales veteran in Southern California, heads the commodity sales team. "We have a strong team with many years of experience to service our customers, especially with Miguel

in charge." says Noteboom. "We already offer next-day delivery rvithin our service area as well as mixed trucks. and rve're ready to take on other customized programs to help service our dealers."

North Pacific also operates a Central California distribution center in Madera. All three locations are more functional and large enough to accommodate the company's longterm needs. Gregg Wilkinson. senior v.p. of building materials-West. is pleased with the progress. "These moves provide the leverage needed to put a strong California strategy in place." he says. "We are continuously expanding our product offerings and services to meet the demands of the pro-dealer market in California. With the leadership of our Northern Califomian engineering staff, all three locations will offer EWP products and services by the end of the year. Our goal is to provide pro dealers with full service distribution packages throughout the state of california."

The day is long, but on the iobsite your customers can't afford to waste any of it. SilvaStaro primed fascia and trim costs less than higher-priced cedar and composites. But the way it saves time is even more compe[[ing. Sitvastar atready comes factory coated with premium Olympico latex primer* - face, back, edges and ends. Ptus, our highest grade KD SPF fibre is rooo/o usable with virtuatly no defects. Finalty, SilvaStar is tightweight, easily cut, nailed and installed; another definite time saver. So your customers can use their day more constructivety, and they witt thank you for that.

Depot To Revive Yardbirds

After extensive remodels. Home Depot rvill reopen five smaller Yardbirds stores early next year under the same name.

Upgraded units in Concord. San Rafael, Alamo, Petaluma and San Pablo rvill feature a nerv format offering "merchandise that brings exclusive and innovative home improvement selections to the community. including enhancements to the instore environment."

Changes include expansion of the floorcovering departments, new

Bluelinx Acquires Distributor

Determined to grow its hardrvood business in the Southwest. Bluelinx Holdings Inc., Atlanta. Ga.. has acquired privately held distributor Austin Hardrvoods, Austin. Tx.. for an undisclosed amount.

Bluelinx expects to retain Austin Hardwoods' name. management and employees. With the addition of Austin Hardrvoods' facilities in Austin. Dallas. El Paso and NE San Antonio. Bluelinx norv has l0 locations in Texas. The deal did not include any of Austin Hardrvoods' franchise locations.

shorvrooms for major appliances. and interior project design and installation services for kitchens. countertops and bathroom remodels.

Depot acquired the Northern California chain late last )ear and previously announced it rrould convert Yardbirds supercenters in Santa Rosa and Martinez into Hclme Depots br November. turn the Rohnert Park store into a Contractor's Warehouse in 2007. and permanentll shutter stores in Vallejo and Vacaville. Ca.. along rvith Yardbirds' headquarters and rvarehouse in Petaluma.

Founded in 1912. Austin Hardrvoods distributes harduood boards. veneers and plyrvood to industrial accounts. In 2005. sales surpassed S22 million.

The acquisition. accordin-s to c.e.o. Stephen Macadam. "underscores our commitment to gro\\' the Bluelinr specialty products business. in part b1 acquirin-e service-oriented companies in high-opportunitv areas."

Bluelinx president and chief operating officer Geor-ge Judd noted the purchase "deepens our line of qualitt building products. s'hile offerin-c Austin Hardrvoods the opportunit\ to

expand offerings to current customers. The experienced team at Austin Hard*oods currentlv distribules to customers rr ho require a customized. solutions-based approach. and rre are comnritted to proriding Austin Hardrvoods s ith the resources necessar\ to gro\\' its platform and gain market share in the region."

VacDry Company Founded

PCS VacDrl USA. LLC. Jerser Shore. Pa.. has been formed as the parent entit\ fbr VacDrl Kilns. $hich manufactures. sells and installs rrqrd dry in-e kilns internationallr.

The original VacDrr vacuum dr1in,s technolos\ \\as patented in Ne*' Zealand last September.

John J. Stephens. fbrmer c.e.o. of Roseburg Forest Products and group executi\e $ith International Paper. has joined PCS VacDry USA as c.e.o.

R. Lr nn Forsber,s. ex-Marubeni America-FFGC. is no* manaser of operations. handling international sales and overseeing equipment tabrication from his office in Rid-eefield. Wa.

John Cornebl . ex-Whitesr ille Wood Products. is eastern area sales englneer.

Partners or adversaries?

f RECENTLY attended a workshop lin which the facilitators shared how alliances could help builders, suppliers and installers improve productivity and lower costs, while at the same time improving profits.

During the workshop, I witnessed an exercise that definitely illustrated the need for change. Many builders were asked to briefly describe trades people and vice versa. I watched in amazement as the descriptions were written on easels for all to view. I don't think there was a complementary word in either set of descriptions. In fact, most were offensive, insulting and derogatory. Some of the descriptions can't even be printed in this fine magazine.

Based on this exercise. it appears builders and installers are in an adversarial relationship. And they certainly don't trust each other. What's especially interesting about these relationships is neither the builder nor the installer can survive without the other.

Webster's Collegiate Dictionary uses several terms to define partners and partnerships, including "share,"

"associate," 'Joint principles in a business," and "close cooperation." Conversely, terms such as "antagonistic parties," "opposing interests," "resists," and even "enemy" are used to describe adversary.

With builder-installer relationships frequently acting adversarial, it is no wonder builders are constantly shopping for good installers. This relationship tends to create tension through the entire construction process.

The builder needs to complete the project on time and on budget. There are dozens of reasons why a schedule might be delayed. There are even more reasons why problems might develop between installers and builders. Pricing, supply issues, personnel problems. communication problems, change orders, and weather, just to name a few.

For whatever reason, when a component of the house is installed late, it puts pressure on the builder to make up time. The builder tries to play catch-up, frequently at the expense of the next sub in line. If the next component is being installed by a sub that is

worth his salt, he can't arbitrarily make last minute schedule changes to accommodate the builder's nerv schedule. He is usually already scheduled to be somewhere else. The sub is thinking the builder lacks scheduling skills and the builder doesn't understand why he can't be accommodated. After all, the builder feels he is a good customer. Can't you just feel the tension building?

Frequently, the builder and the tradesperson are not really partners. nor are they really looking out for each other. Typically each is anempting to generate as much income as possible, frequently at the expense of the other. Real trust is not present, but since both entities need each other, the relationship. however tenuous remains intact for the time being. There has to be a solution.

There is an obvious need to improve the builder-installer relationship. Building materials dealers have an opportunity to offer solutions by becoming the installer as well as their supplier. Think about it. Who has a better, trusting relationship with the builder? Is it the subcontractor or you, the supplier? Let's ask the question a couple of other ways. Which entity has the best reputation for service quality? Which entity has a more trusting relationship with the builder? I bet _yor were the answer to each question.

Most building material dealers have been servicing their customers for years. You also see the big picture, and in all probability you supply materials for many home components for the builder. from start to finish. Once again, you are in a better position to partner with the builder when you can help with both supply and install functions, frequently with one phone call and one trip, saving time and money. When a builder can rely on one credible source for multiple deliveries and installations, the savings can be substantial, not to mention eliminating some of the builder's mental anguish.

Builders desperately need partners who can help with the construction process. They need reliable partners that they can trust. Real partnerships between builders and suppliers that install are gaining momentum across the country because they are truly win-win.

A counter offer they cantt refuse

doors the customers use. Stop. Look around. What's your first impression? Full rvarehouse or do you need to post "Going out of Business" signs on those empty shelves? Slorvly walk by the displays. Even if you don't have enough material to fill your shelves and rvalls you can borrow a technique from the grocery industry called "fronting the shelves." Move the products you do have to the front of the shelf or wall hook. making the display look fuller. This sounds absurdly simple. but most dealers don't do it.

THE building supply industry is I changing with lightning speed. Good, old-fashioned customer service just isn't enough to win you a Supplier of Choice Award anymore. Why? Because today's savvy and informed customer e.Ypects great service.

A new means for providing a higher level of service is emerging that could put a company years ahead of its competition. It's called Customer Experience Architecture, and it's a process for evaluating all of a merchant's points of contact with a buyer and then improving key indicators to provide enhanced performance.

In Customer Experience Architecture, everything matters, from the way you answer your phone to the striping on your parking lot to the toilet paper in your restrooms. The place to begin is at your sales counter or showroom.

Now some may be thinking, "Oh, not our customers. These are working folks, and they don't expect anything special from us." Maybe not, but just know that the contractor picking up hardware or lumber from your store

today will buy from retailers who do provide something "special." He'll take his son for ice cream where the server turns a double-dip cone into performance art. He'll take his truck for an oil change and be served cookies and coffee while he's waiting. He'll stop for donuts at a bakery that offers free WiFi. These vendors and others like them have raised the standards of service-for everyone.

It's a matter of perception. When a customer walks up to a well-lit sales counter filled with a rvide assortment of merchandise. he assumes the warehouse, too, must be full. On the other hand. when he enters a showroom with dusty shelves and empty rvall hooks. he rvonders if this business has the inventory to fill his needs.

When I was an outside salesman. I would invite customers to "drop by and see the store." Invariably, rvhen they rvould visit, they wouldn't want to linger at my cluttered desk or walk through the warehouse. They wanted to see the sales counter. so they could touch and hold the tools of their trade. They rvanted to feel the weight of a new hammer drill and explore the features on the latest hand-held test instruments. They rvanted to sip strong coffee and swap stories with other contractors. In other words. it rvas through the sales counter that the customer "experienced" our branch and it could be a positive or a negative influence on his perception of our entire operation.

In fact, one of the fastest ways for a business to improve its image and separate itself from the competition is to focus on designing a better customer experience. The initial steps may seem simple and basic, but as the process evolves. it will become more complex -and increasingly difficult for competitors to imitate.

1. See through their eyes. Enter the store throush the same

Rather than randomly display products just to fill up shelf and wall space. build a consistency to your merchandising. Design your own plan-o-grams for every display in your store. This creates uniformity in your merchandising and simplifies reordering inventory. Think customer-centered rather than product-focused. Examine displays each day. preferably before you open. Good merchandising provides a competitive edge.

2. Merchandising begins at your door.

Manufacturers spend millions of dollars developing attractive packaging designed to sell the product inside. The world inside your door serves as the packaging for your place of business. Floors with cracks. ceiling tiles with water stains, burned out lights. stopped-up plumbing in dirty bathrooms. all contribute to the message you're sending your customers.

The days when these things didn't seem to matter are gone and they're not coming back. Replacing fluorescent lights and throwing on a fresh coat of paint can transform a dungeon into a shorvroom over a rveekend. Washing rvindorvs and removing excess vendor decals from the door makes it seem less cluttered inside. A clean parking lot and a legible sign make a storefront more inviting.

3. Set yours"lfapart

If your store interior looks like every other store in town. it will be "invisible" to your customers. Learn from a mistake I made rvhen I doubleordered a quantity of expensive flashlights. Displaying them side-by-side in neat little rows on three shelves of a prominent display sold two in four weeks. No one noticed them. So. I took the flashlights off the shelves. piled them into a wheelbarrorv intending to pay the restocking charge for their return. Before I could roll them

off the sales floor, three customers each bought one. I left the wheelbarrow where it was. We sold out in three weeks.

The simple lesson: be different. When appropriate, use non-traditional displays. Find a couple of old hardware store "pickle barrels" to hold bulk material. Or, use open stepladders to display hard hats or extension cords. Experiment. Anything new, surprising or out of the ordinary will

gain customers' attention and keep your counter from being invisible.

Customer Experience Architecture provides a blueprint for the performance of your entire operation. Constructing an effective customer experience is an ongoing process, but it can give you a competitive edge that is difficult for others to replicate. Most of your competitors will be slow to adopt this level of service, and will spend the next three years trying to

catch up with you. Others won't attempt at all because it's new and unconventional. Some may laugh and call you crazy. Meanwhile, the people that matter, your customers, will be casting their votes for you as the Supplier of Choice.

- Mike Dandridge is founder of High Voltage Performance and author ofThe One Year Business Turnaround. He can be reached at (254) 624-6299 or via www.h i g hv o I ta g ep e rfo r manc e. c om.

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BMHC Buys Installation Companies

Building Mate-rials Holciitr-u Cor1t.. San Francisco. Ca.. has acrluirccl trio busincsses throush il\ colltfactor \erviccs subsidiarr. Sc-lr-ctBLr iltl C'onstruction. 1'ornrcllr knorvrr as B\lC' Construction.

Thc first. Daris Blothcrs Fnrnting. pltrr itle: tul nke _\ l'r'lrrrrirru \rr\ iee \ l(r hi-uh-r,olun.rc production hontcbui ldcrs in Southcrn C'ulifornia's InlrLnd Empirc lesion ancl hacl l(X)5 saler of Sl l0 nrillion.

"Davis Brothcrs is a strollg adclition to SelectBuilcl und. being a highlrregurtled lrirrlirrs errnrplrrrr in thc Inlancl Empire arca. * ill f'urthc-r ettItltt,. c ()r..1I c\istirtc eortrlruLli()ll opcrations in S0r,rthcrn California."

Suitors Eyeing BMHC?

BMC West parent compan)'

Building Materials Holdin-v Corp. may be a possible takeover target.

BMHC's stock price and options actir,itity have been on the rise since talk of a possible acquisition surfaced in late Au-rust.

sititl Robcrt \lcllor. B\1HC' e huirnlrn. l)fr-sidcltt urrd c.c-.o. "Our businc:r \tratcg\ rs tirctrscd ()lt r.\pandiltg b()llt ()Llf filltgC ot C()lt:truetit)lt \CI\ i!e\ i.rn(l ottr qcogralthic rcaeh thltrugh uctlui'i tions lrnd organic grtlri th.

Thc scconcl crrntpln). -f trplrnc \\'intlorr r & Doors. :upplics arrtl irtstulls u irtdorr s lurcl :lidins tlttor: lor' hi!llt-rolurttc Prorluction hotlc buildcrs in thc sr.'uter Phoc-nir..\2.. rnirrkct. Thc contpan\ !L-ncnrtcd rc\ cnuc of Sl9 ntillion ftrr tlrc- ll-rlonth pcriocl enrlc'cl June 10. l(XXr

"Thcrc is currcntlr \tr()ng dL-nttutd rttll()ltS Scle.tBtr iltl '\ eu\l(rtllL'r'\ in .\riztlrta to inclurle rr intlorr supplr irncl irtstallation serr icc: rr ith our ll'trrlitrc

Possible suitors include a prirate equitl firm. European constructiolt equipment distributor. and Home Depot Supplr. nhich has been accelerating its nurnber of acquisitions of late.

BMHC refused ttr contnlent on "rnarket rumors.'

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Lumber Products On The Move

l.unrbcr Plorluqt..'fLralutirr. ()r llt. nt()\ cd lhc Slrunrrlcr)lo. ('i1 r)Ir!-r'ltitrlt. il Irur'.hli.cJ lrorn (-ttntincnttr] Hrirtl*r,rrrl C'o. ll'rrnt u tirrrncr .l-5.(XX) stl lt. locuti()rl t() it I00.000 sc1. f't. intltr.trill huiltlilg.

"-f hr. lc;.r'c' $ ur rrtlrning out antl thc buildirtc \\ r.r\lr [ )urSc crrrrur:h 1rr1 111.' ltlll()Llltt tll t-rtt:ittcrs rrc'rl ltkc t0 tirr tltrri tt thcrc." 'ltitl [)ctcr Ha]1. e ,,rnl.lrn) l)rc:lrlr.rlt liltd thc thirrl g!'ncruti()n ()l' thc Hull llrrttilr thut hit. ()\\ nc(l tllc e()llll)llll\ .itluc it. I !).lS li)unrlin. it) ['ortlund. Or. (-ttIrerttl-r. tl)t' rrrnlll.rn\,r!LllJri\'\ --i(r oi thc buildinc unrl lcu:e: the rc\t. but c\Pllt\i()lt plan. errtrltl ehurr-gc thltl ralio. Tl'tc Srterulttcrtt() l()!itti()rl tr ill di.tribLrtc nl()\tl-\ h'rrll\\ qr1r1l fr1r11111. plr * ood. und purtie le bour.l 1,, e Lr.t()nl!-r\ thr()uSh()ut \orl ltern ('u] i ti rnt ilr itlltl \t.r lttllr. httt c\l)culr lo utlri tloot'. Ittltl tttillrr,rrk l'rrorltiet. ltarttllcd ut IhL' e ()rllpln) '' lJ othcI rcntcr\ in thc \\cstCl'lr L.S.

Irnporter defends European glularns

\lorway spruce has been used by I \ builders in the United States since the late 1700s, when it was imported along with other European wood products. It was used in the construction of buildings, houses, barns and furniture, adding a unique aesthetic quality, along rvith its lightweight durability. For over 40 years, this wood has been successfully laminated to create strong and beautiful glulam beams for the European markets. Now, a diverse product mix is being introduced to the U.S. due to an exclusive agreement between Cascade Structural Laminators, Eugene, Or., and Kaufmann

GmbH of Austria.

Along with change comes controversy. Some competitors claim that the products are being misrepresented (see July, p. 20-21 ). They contend that Norway spruce glulams are not a "passive" replacement for existing U.S. glulams, and raise the concern that there may be misapplication, leading to problems for builders and customers.

Cascade Structural responds that it uses a professional engineer to assist and educate distributors. and the company relies on the inspection bureau. professional builders, and the code officials to perform their duties.

The two species have different characteristics in regards to load bearing capacity and shear. Kaufmann and CSL say they have never represented the products as a "passive" substitute for Douglas fir. In communicating with suppliers about the introduction of Norway spruce glulam, they maintain that the products are clearly described as having unique characteristics for specific applications.

"Our goal is to supply competitive glulam product options, rvhich are available worldwide," says CSL general manager Jim Weber. "We strive

to identify opportunities that fit the needs, and put the products into applications that work for the customer."

"Spruce is a different species from Doug fir, and it is not to be compared one to one," agrees Markus Tiling. glulam sales manager for Kaufmann.

"That some people are trying to misuse product data is a fear tactic. We're not trying to 'invade' the marketplace. Quite the contrary. we can help the glulam market grow overall. and we see this as being very positive."

He speculates that, as a "green" alternative to metals, Norway spruce should cause the entire glulam market to expand. Norway spruce is lighter and. for specific applications such as interiors or unique exterior designs. its beauty is inherent.

"We just got our first load of Kaufmann European spruce beams in. and they look real good." Fred Hargrove. president of Southeastern EWP. Waynesboro. Ga.. says. "We also buy and sell European spruce lumber. We see the glulam business as really grorving in the Southeast. as it is a cost-effective replacement for LVL and TimberStrand lumber in rvindorv and door header applications."

In December. Southeastern EWP

was contacted by MFP of Oregon about distributing the beams in the Southeast. "Through MFP, we started discussions rvith Kaufmann about the need fbr technical support herc in the United States," Hargrove says. "This led to Cascade Structural Laminators providing the marketing and technical support here in the U.S. for their distributors. It's a good fit."

Steve Killgore, c.c.o. of CSL, insists that his company supports any and all effbrts to educate the marketplace regarding the structural values and appropriate engineering application of all glulam products. He says, "The marketplace is receiving a great deal of misinfbrmation regarding this product. Unfortunatell. it appears as though lhe intent is to ine ite concerns regarding the capability and credibility of the product, and our company. The glulams we are importing fiom Kaufmann have undergonc rigorous testing and qualification. It is important to realize Kauf-mann started making glulams in 1952, and has supplied projects in over 50 countries."

West Coast Lumber Inspection Bureau performed tests with Kaufmann to make sure that the Norrvegian spruce glulam bcams met all of the certification rcquirernents of U.S. con-

sensus standards.

According to WCLIB technical director Don DeVisser, "For any engineer to design rvith any product. glulam or otherlvise. they need to verify that the property values of the prttduct are appropriatc for the design applications. Not only are the design values for southern pine and Douglas fir beams not the same. but the dressed beam sizes firr the two species are diff-erent as r.vell. This just points out that designers have had to cope rvith diff-erences in glulam beam properties fbr some time nolv, and the properties of the Norrvay spruce beams should not pose too much of a challenge for a competent designer."

The first products being imported are garage door headers, framing members. and r,vindttw headers. Nerv applications will evolve as distributors and builders become familiar with the qualities of these products.

The relationship between CSL and Kaufmann dates back to Killgore's days at Bohemia. Markus Tiling came to him as an intern fiom Oregon State University in 19t19. and the two have stayed in touch over the years.

"Of course, we have strategic goals. but these are due to the gror'vth of glulam both in Europe and the

KAUFMANN glulam beams provide beauty and structural integrity throughout Europe.

U.S.." Tiling says. "Thc European market is eight times larger than the U.S. market on an annual basis."

He attributes the differential to the competitiveness of glulam to steel, and rvood being a rencrvable resource that uscs less encrgy to produce.

"We have invested heavily in R&D to help customel's gain productivity and cost-effectiveness for each application." Tiling adds. "We need to pay as much attention to the product aes thetics as the functionality. With our value-added products, rve could see the market share of glularn products in the U.S. become much bigger. bY lvorking togethcr."

Rough & Ready Plans Biomass

Rough & Ready Lumber Co., a third-generation lumber manufacturing operation located in Cave Junction, Or.. hopes to have its nerv biomass system operable by fall 2007.

"We are going to be generating clean renewable power, preserving healthy forests, and bolstering our local economy," said Link Phillippi, president and general manager.

"This project is a win across the board. It generates power from sawmill waste that would be burned anyway, plus material that raises the risk of forest fires." said Adam Serchuk, biopower program manager at Energy Trust, a nonprofit that encourages energy conservation and contributed $1.7 million to get the $5 million project going. "It provides the steam needed for the sawmill's operation and the byproduct is clean, renewable electricity that goes right out to other Pacific Power customers."

The new project includes a high-pressure boiler, a backpressure turbine generator, boiler mechanical and electrical controls, fuel handling and storage equipment, and air quality control features. About half of the 30,000 tons of fuel needed will come from sawmill residuals. with the remainder from thinning operations on nearby public and private forests.

The company currently operates a wood-fired, lowpressure steam boiler that produces no electrical energy. Phillippi hopes that the new system will help make the business more competitive. "Until now, the cost of capital for a project of this type was just too high for a small business like ours," he said. "We would have had a hard time getting this project off the ground without the incentive."

Conservation Group To Log

The Conservation Fund, a 2l-year-old Arlington, Va.based organization that strives to balance natural resource protection with economic goals, hopes that timber sales from its lands in Mendocino Counry, Ca., will provide jobs and help pay for forest and watershed restoration.

According to Chris Kelly. who manages the group's California operations, people are surprised to learn about a conservation group that logs. He sounds somewhat surprised himself. "This is all new to me," he said. "I am leaming as I go."

The group claims to be the first nonprofit to own and run a major timber operation in Califomia. Its 24,000 acres in Mendocino County were purchased for $18 million in 2004. Another 16,000 acres in two nearby watersheds will be purchased for $48.5 million-mostly with srate financing. The group hopes to buy an additional 165,000 acres, making it one of the biggest timber concerns on the North Coast.

Industry experts warn that managing a working forest and logging enough to pay for annual operating costs and restoration won't be easy. "lt is wait-and-see whether they understand what they are getting into," said Steve Brink, vice president of the California Forestry Association. "It is an arduous journey: sustained yield plans, timber harvest plans, water boards, Fish & Game, threatened and endangered species, cultural resources, global markets."

"I think this is the future of conservation," said the Fund's Kelly. "l am enthralled with the idea of prorecting enthe watersheds, but I don't think it is practical to do it by turning them into parks."

knowledgeable buyers have relied on [L&EL for competitive prices, unmatched service and innovative nrndr rrf cnlr rtinnq c:ll ,^ !^.. ^- ..i^ir ,- LUUdy Ul Vl>lt u) cal:ne fo a refreshing expenence. lmagine endless possibilities.

Gapital Expands In Phoenix

Capital Lumber Co., which started in Phoenix almost 60 years ago. is moving part of its local distribution operation to an adjacent building with 26,000 sq. ft., 8,000 of which will be offices.

"This move will accommodate a little more space for our personal growth," said Michael Darby, director of sales and marketing. The old building "was never meant to accommodate the number of people we have there today," he said. "This will be a nice upgrade."

Remodeling is expected to be complete by October. The old offices, which date to 1974. will then be razed to make way for "further property enhancements."

Capital Lumber has l3 DCs throughout the western United States and sells mainly wood products to lumberyards and home centers, such as Home Depot and Lowe's.

Tucson Gets Vintage Ace

In downtown Tucson, Az., brothers Harry and Joe Findysz renovated an old brick building to recreate a 10,000-sq. ft. Ace Hardware store from the 1950s-right down to vintage lighted signage.

"This is a neighborhood store," said

Harry Findysz. "We tried to do a product mix that fit this area. A lot of the homes are being renovated."

The brothers themselves restored the 1958 brick building, which first housed an auto parts store and had a variety of uses after that, most recently to store furniture and appliances.

"lt's cool that a chain has decided to locate in an urban neighborhood rather than behind an asphalt sea of parking somewhere," said Donovan Durband, executive director of the Tucson Downtown Alliance. He said that a hardware store adds quality of life for the dorvntown area, because residents won't have to drive miles to another hardware store.

The brothers' four-store chain got started in Tucson in 1962. when their father Joseph opened the first Ace store west of the Mississippi. Earlier. their grandfather had opened Ace Hardware store No. I I in Illinois.

Oregon Timber Harvests Fall

Last year's timber harvests in eastern Oregon declined l47o from the previous year, according to an annual report released by the Oregon Department of Forestry.

"A beleaguered forest industry on the east side of the state managed to keep the few remaining mills op€rat-

ing, but the possibility of industry decline is worrisome, as mortgage rates continue to climb, lumber prices fall, and the outlook for housing demand sours." said Oregon State forest economist Gary Lettman.

A 37% drop in logging on nationalforest lands drove the decline. Overall. the eastern timber harvest was about 569 million bd. ft.. dorvn from 658 million bd. ft. in 2004. In conrrast. 2005 timber harvests in western Oregon rvere 3.79 billion M. ft.-the same as 2004.

Oregon's forest industry accounted for the largest portion of the statewide timber harvest. 687c. with 2. 97 billion bd. ft., a slight decrease from the 2fiX harvest volume of 3.032 billion M. ft. Non-industrial private forest landowner's harvests remained robust with a harvest of 525 million M. ft.

The U.S. Forest Service harvested 275 million bd. ft. last year. down from 337 million M. ft. in 2004. The increased harvest in rvestern Oregon offset a harvest decline in eastern forests. State of Oregon agencies boosted timber harvest on state-owned lands llVc, cutting 341 million M. ft. last year compared to 291 million bd. ft. in 2004. Federal Bureau of Land Management harvests also rose during the same period, from 96 million M. ft. to l2f million ft.-a267a increase.

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Weyerhaeuser Shakes Up Mill Operations

In an effort to make its lumber operations more efficient and competitive, Weyerhaeuser Co., Federal Way, Wa., will permanently close its sawmill in Lebanon, Or., and build a new one nearby. on the same site as its existing Bauman lumber mill, also in Lebanon.

The new mill is expected to

Weyco Spins Off Paper

Instead of selling its paper division as planned, Weyerhaeuser has inked a $3.3 billion deal with Domtar Inc. to form North America's largest fine paper maker.

Weyerhaeuser shareholders will receive a 55Vo stake in the new venture. Weyco will also receive $1.35 billion in cash and nominate seven of the board's l3 members.

The new Domtar will maintain a head office in Montreal, with operational headquarters based in Fort Mill, S.C. Its 14,000 employees will be led by Raymond Royer, Domtar president and c.e.o. Chairman will be Harold MacKay, an

employ 125 people and produce lumber for local and West Coast markets. Construction is expected to begin in the fourth quarter of 2006, rvith startup scheduled for the first quarter of 2008.

"lt has good rail and transportation links, good proximity to customers. will be relatively easy to construct

adviser to Weyco's board. Marvin Cooper will be c.o.o., and Daniel Buron, c.f.o.

Weyco will add to Domtar eight paper mills and associated pulp mills, 14 converting centers, a market pulp mill in 8.C., a coated groundwood mill in Mississippi, and two softwood lumber mills.

The spin-off is expected to generate annual savings of up to $200 million for Weyerhaeuser, which has been downsizing following a firstnuarter loss of $580 million.

"The new Domtar is in a better position to compete than either company could on its own," said Weyco c.e.o. Steven R. Rogel,.

and rvill provide room for future grorvth," said Rob Taylor. v.p.-lumber technologies.

While constructing the new mill. Weyerhaeuser will evaluate the timing for consolidating the operations at its existing Bauman and Coburg sarvmills. The company currently operates lumber mills in eight states in the U.S. and four provinces in Canada.

"These sites produce products valued by our customers. and rve will ensure our customer needs are met during this period." Taylor said.

The old Lebanon mill shut down the majority of its operations August 25. Approximately 60 workers were laid off.

Weyco Delists From Exchange

Weyerhaeuser Co., Federal Way. Wa.. plans to rvithdrarv its common stock from listing on the Pacific Stock Exchange. Inc.. norv known as NYSE Arca. Inc.

The company's common stock will continue to trade on the Nerv York Stock Exchange. the principal listing exchange. and on the Chicago Stock Exchange.

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Chuck Wert has been promoted to executive v.p. of Swanson Group Inc., Glendale, Or. Effective Oct. I, Rick Bernheisel, c.f.o. for Swanson's Superior Helicopter division, will succeed him as chief financial officer for Swanson Group.

Ronda Harris, ex-Stimson Lumber Co., is new to the glulam sales team at Cascade Structural Laminators, Eugene, Or.

Pete Reyneke is the new sales mgr. for D.R. Johnson Lumber Co., Riddle, Or.

Todd Bybee was promoted to general mgr. of Bison Building Materials, Las Vegas, Nv. Don Cook was promoted to facilities mgr. and purchasing assistant, and Dale Besemer has relocated from Rosenburg, Tx., to Las Vegas as production mgr. and inventory control supervisor.

James Archibald is the new controller at Weber Plywood & Lumber Co., Tustin, Ca.

Tom Koenig, ex-Empire Wood Products, now manages outside sales at Coos Head Forest Products, Coos Bay, Or.

Peter Radford has been named general mgr. of Trimco Millwork, Aurora, Co.

Christine Tobin is new to customer service at Norman Lumber Co.. Medford, Or.

Joshua Tyler has been named c.e.o. of Dorris Lumber & Moulding Co.. Sacramento, Ca. Larry White is now v.p.

David W. Lambert has been named senior v.p. and chief financial officer of Plum Creek Timber Co.. Seattle. Wa. He succeeds William R. Brown, who resigned to become president of Green Diamond Resource Co.. Seattle.

Frank Shaw Bacik has been named v.p. and general counsel for The Pacific Lumber Co.. Scotia. Ca.

Larry Warhol is nerv to sales at U.S. Timber Co., Eagle. Id. Susie Ptace has joined the sales staff at the company's Willamette Forest Products group in Portland, Or.

Jodi Dufrane has joined Supress Products, LLC, San Rafael, Ca.. as director of sales. Also new are Kim Niquefte, director of finance. and Gery Steinberg, director of manufacturing.

Terrill Rust has been promoted to v.p.-applications services at Building Materials Holding Corp.. San Francisco. Ca.

Gordon Bevans and Todd Wright are new to sales at Tacoma Sales. Tacoma. Wa.

Parrish M. Stapleton has joined racking and storage company Sunbelt as marketing mgr.

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Victor Caroway will market imported and domestic wood products in the Southwest from his office in Winnie. Tx.. for Ochoco International, Portland, Or.

Jeff Wagner has been promoted to executive v.p.-OSB at LouisianaPacific Corp. Brian Luoma is now v.p. and general mgr.-engineered wood products; Jim Lake, v.p.OSB manufacturing; Neil Sherman, v.p.-procurement, logistics & supply management, and Craig Schumacher, regional sales mgr.northern division.

Marguerite Gervais-Hoffman has been named Commerce, Ca.-based operations director for the AWFS Fair.

Jonathon Rogers is the new general mgr. of sales & marketing-engineered wood products at Tolko Marketing and Sales, Vernon, B.C.

Lawrence "Larry" J. Zigerelli has been appointed to the board of directors at True Value.

Robert 6'Rob" Scobie joined Hyde Tools as v.p.-sales & marketing.

Patrick '6Patch" Bonkemeyer, exLouisiana-Pacilic, is now senior v.p.-operations at Canfor, Vancouver. B.C.

Michael B. Glenn, president and c.e.o., Universal Forest Products, Inc., has been appointed to the company's board of directors.

Karen Roberson has been named marketing mgr. of Rapid Rack Industries, Inc., City of Industry, Ca. Joey Tam is now China mgr. of global procurement.

James Hannan was named president, c.o.o., and a director of GeorgiaPacific Corp. Michael Burandt was also elected to the board.

Shawn King has joined Bonsal American as director of marketing & product development. Ferdinand Muniz is now international sales mgr.

Randy Iles, ex-Kimball International, has joined Silver Line Building Products Corp.. as executive v.p. Rachel Rachfal is the new marketing coordinator for Fletcher Wood Solutions.

Mark Hanus is now v.p.-inventory and b io metri c s serv ice s for FonSight, Charleston, N.C., and will work out of his office in Vancouver, Wa.

Denny Milsten, Westmark Products, Tacoma, Wa., was elected development council delegate to the Architectural Woodwork Institute board.

Russ Carlson. Russ' True Value Hardware, Queen Creek, Az., has been named a director of the North American Retail Hardware Association.

Jess Ruf, owner of Neiman Reed Lumber Co., Panorama City, Ca., and the California Do it Center chain, is one of 14 nominees for the annual Fernando Award, honoring a top businessperson in the San Fernando and Las Virgenes valleys.

Jim Shorts has been named fitness coordinator for Mungus-Fungus Forest Products, Climax, Nv., report owners Hugh Mungus and Freddy Fungus.

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Pressure-Treated Southern Pine, a l6-page guide to the most current information on treating standards, preservative types, exposure categories, and product commodities, is free from the Southern Forest Products Association, (5O4\ 4434464; www.sfpa.org.

Installing Steep Roofs

A DVD test workbook, providing a general overview of installing steep slope roofing. from the underlayment and flashing to asphalt shingle application, is free in either English or Spanish from Elk Building Products, (877\ 355-7767.

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Selling Your ldeo?,

If IHETHER w'e realize it or not. Y Y rve are all in the salcs business. Regardless of n'hat rie clo lirr a lir inc. in one rval or iinother \\e are aluars selling oursclves and our ideastc'r other people. When it comc-s to problem solvin-u. inrprovinc the- norkplace. and crtharrcing cLlstonrL-r scrvice. this abilitl bcconrcs crucial.

While emplo\ecs at all lercls harc good ideas tirr hon to clrirc thc business to greater success. rnanagcnrcnt often seems to be hard ol' hcaring. Wh1'lr Because most cr.t.tplorccs don't knori hou to: ( I ) articulate thc problem well enough to idcntif,r its causc. and (2) get the resources and support thet need to resolve it.

Essentialll most emplolees don't

kno\ ho$ to sell th!-ir iclL'as t() thc dccision-makcrs sho harr- thr-' porisr to bur. Thc good neu s is that lr'arninS hou to sell rour idcas can b!'an !'\citing sir-stcp proces\ that can hoort \()tlr eitrecr lrl.l heneiit )()ur ()rSi.rnilltion.

1 t,a1.the Foundation. \\'hcn rou scnd an L'nrail. ans\\er a call. or att!'n(l a nrL'L'ting. \ ()u arc sL-llin!t roursclf. E.rcn intc-raction makL'\

lrn irrtltrc:.itln. Il r ou ri ant pc'oplr' ttr he lrttfiretcrl [() \()tlf idcir\. \{)tl'\c !')l to bc pc'rccirccl as positir!'. ()pL'nnindcd. antl trustnorthr. \\.hr-'n dartrr-da) prohlcllt\ uris!'. ttffc'r to hr-lP \ ht-rc- t ()u cirn. It r rtu shrtri iniliatirc. irt.tcu.l dl r'rrtttIl;rittint r)r .riticizing. rou'll carn lhc rcputation ot bcing sorticonc rrhtl can lnakc'a diil'c-fCllCr--.

2. Define the Opportunitl'/Problem.

\-tru can'l :t'll r our idca until r ou hure ilclrlr rJcntiticd lltc o1r|o11111111 at hand or thc' prtrblc-trt and it. undcrlr ing cau:c. Dc-tt'rntinc' $ hlrt lrdr anIl.lSc's tlic' ()pp()rtUnlt\ Call SCnCralc ()r n hat it rr ill ctrrt ii ntr action i: takc'n. Thcrc lrrc 0nlr thrc'c- r!-a\olt\ a hu:ilrr'\\ \\ ill takc ae tiolt: because it's ta:tcr. bctt.'r or chcap.'r. -\sk othr'rs rr hat thc'r think about rour idc-a. L're thir trcc:.r:ion trr build rt'lution:hip: rr ith thorc s hrr undcr.llrnd and :upp()rl \()r.l antl clr|r hclp rou Sr't t() th!' dcc i: trn - nrakcrr.

3. Prepare lour Proposal. Onc.- r()Ll'\c d()lrc )ottr ltotncriork.

t Itl(tt\( l1r2 11,7r,1,g1 j\,

At Swanson Group, we plant more than a million seedlings a year. By nurtunng and renewing our forests, we make sure our customers have a ready supply of framing lumber, studs and plyrvood.

We also take pride in exceeding the requirements of the Oregon Forest Practices Act, which is the most stringent state forestry code in the country.

We're growing nature's building material. And, we will be for generations to come.

Ask your supplier about Srvanson products.

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Selling Your ldeas

( C ont i nued from page 56 ) outline the project's scope. Describe the parameters of your plan, horv long it's going to take, and who will be involved with its implementation. People are more inclined to favor a plan that is easy to understand, offers a realistic timeline, and outlines the resources and investment required.

Put some skin in. Decision-makers are more willing to give you a chance when you are willing to "put some skin in the game." Are you going to coordinate the project and follow up

to make sure people are doing rvhat they are supposed to do? Are you part of the team that rvill be doing the rvork? Remember ideas are a dime a dozenl execution separates the ferv from the many.

Be savvy about the organization. The more complex the business. the more effort it takes to understand the goals of the organization and its structure. Learn how the business operates and rvho makes the decisions. The people in your network can help you get this information.

Review the audience. Everyone from the c.e.o. to the line rvorker has

an agenda. Knorv rvho the "players" are and rvhat they need. You must take their rvorld into consideration or you won't be successful.

Rehearse the presentation. If you are going to present your idea to a group of managers. or in a one-on-one session rvith your boss. practice your delivery. If you are presenting rvith a team. decide rvho rvill present rvhat and practice together so that each participant makes their best contribution. For example. if someone is nervous. let him make the introductions and sit dorvn. Other aspects of the presentation include presenting the problem/opportunity. the relevant background information. an overvierv of your innovation or solution. and the cost-benefi t analysis.

If your proposal is to be submitted in rvrinen form, be prepared to clarify and defend your ideas should you be called upon to answer questions.

4. Sett your ldera.

Meet and greet. If you are making a formal presentation, arrive early so you can meet and greet everyone rvho is going to hear you speak. Shake hands and smile. Human touch is important when you want to connect rvith your audience. especially if you anticipate resistance. It brings your essence into the room. giving you an inside edge.

Present rvith passion. Your presentation must be objective-there is no room for "l' in your proposal. You are stating rvhat the business has to do. At the same time. if you don't have confidence in yourself and passion for your idea. your audience rvon't either. Confidence is convincing even if there is doubt. Passion persuades because people want to believe. They rvill vote yes because they want to see you do it.

Validate your position. Validating rvhat you are saying is extremely important. You must validate yourself as the presenter and why you have the right to be there. Tell them about your job experience and how you can help the business. If you are going to reduce the amount of rvork. rvhile increasing productivity and job satisfaction. validate those points. Emphasize to your audience that you are there to make things better for them and for the organization.

Provide evidence. Evidence demonstrates horv your envisioned

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Selling Your ldeas

( Conrinued from page 58 ) outcomes can actually occur. Build your business case by citing examples and case studies. Use body language, gestures, and voice inflection to help your listeners get the picture. Walk people through the process you are proposing. Physically or virtually show what they are currently doing versus what you want them to do to highlight the difference.

Overcome objections. Anticipate as many objections as possible before your presentation, but don't be afraid of them. Most objections are an attempt to get more information. Objections help you answer questions that your audience may be wondering about, such as, "Why should I care?" and, "What's in it for me?"

Turn objections to your advantage by responding with answers that help your audience see things differently. Use questions to provoke thought and to have your audience convince themselves that your idea is solid and rvill work. If someone says, "We tried that l0 years ago and it didn't work," ask in return, "Has management, or the market, changed in the past l0 years?

Why is now not the right time?" Then be quiet and listen carefully. The answers rvill reveal the concerns you need to resolve before you can finish your presentation.

5. Close the Deal.

It's up to you to make sure that a decision is made, so ask for it. If they say, "We'll get back to you," ask, "ls there any part of my proposal that you don't agree with?" Then address any remaining issues.

business. Everything you do and say makes an impression. You can make changes happen with enough time, courage, and commitment. The process will not only enhance your self-esteem. it will reap positive rervards for you and the organization.

- Jim Dawson, managing partner of ADI Performance, trains professionals in the successful strategies of leadership, communications, and management. He can be reached at (770) 640-0840 or j

If your audience needs time to think, or if you submitted your proposal in writing instead of making a 1 presentation. ask when the decision \ rvill be made and let them know that you will follow up. Find out whom you should get in touch with 3ndwhen.

If during the decis.ion making / process they try to negotiate with you, remember that wants can be negotiated arvay, needs cannot. If you insist on rvhat you believe is needed and give in on the other. you can win the negotiation.

6. Reap the Rewards.

The key to selling your ideas is to remember that vou are in the sales

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Qtal ing ()n thc cuttrnq .'dsc hlt. LJallorvet.l Bcrrr'. Srtrrrrrill. Cazadero. Ca.. to thrlrc fbr 6.5 1ears. becoming the last familr-ori ncd mill in Sonoma Countl

"If rve had just remained a sari nrill. rve rvould have been out of business a long tinre ago." said Brucc Berrr. ri ho runs the operation ri ith his u ifc'. Maureen. brother Jirn. and his parents. Loren and Bea. "We had to changc our marketin-q strateg)." he explainecl. a practice that is still tirllori cd toclar

"Six or seven )eeirs a-eo. half of our business rvas rvholesalc. but nou. rve"u'e turned our attention to thc- re-tail market." said Bruce. r'"ho is gcncral manager. "Since \\'e carr\ a lot o1'different building products. including hardrvare and plurnbing supplies. people like the idea of doin-e business out here rvithout having to drivc to Santa Rosa."

A major key to the mill's success is its proximitl to a readl suppll of privately orvned redu'oods. Most of thc l-2 million bd. ft. of lunrber (-509i rcdrvood, 50% Douglas fir) that passcs

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Unique redwood products have also fueled the mill's success. Redwood slabs-4" thick and 20" to 30" wideare sold for use as tabletops, countertops, or bars. Custom redwood beams-32 ft. or shorter, which are used in homes, restaurants and bridges-are another specialty of the sawmill.

Due to equipment downsizing and the lack of old-growth trees, most mills can't produce these larger beams. At Berry's, old milling equipment has been refurbished and then computerizedfor maximum efficiency. "There is absolutely no waste," said Maureen, an attorney who runs the office and maintains a law practice at the mill. "The bark and sawdust is used for landscaping and other uses."

Thirty employees work for the company, in family-owned timberlands or the sawmill, yard, or office. Since the sawmill only operates three days per week, the l0 millworkers were cross-trained so they can work elsewhere when the mill is closed. The yard and retail store are open Monday through Friday and Saturday morning.

Because of housing prices in the area, Bruce said it is difficult to find skilled workers who can afford to live nearby. "I've found skilled people up north who would love to come to work here, but they just can't handle the housing prices," he said. "But, we made a choice to work here, and we love it."

The only other commercial sawmill in the county is located in Cloverdale and owned by Pacific States Industries Inc. More than two dozen mills operated here after World War II, supply-

ing lumber for homes and businesses in the Bay Area and Northern California.

Berry's Sawmill got its start in 1941 rvhen Loren Berry, then a 20year-old logger and now president of the company, decided to build a mill to process the trees that were felled to make way for pasture. When he returned after the war, Loren promoted sustained-yield cutting and replanting.

Until 1979, Berry's was located on three acres in downtown Cazadero, across the street from the general store and post office. When the mill outgrew the site, the machinery was dismantled and moved six miles down the road to its present location on 33

acres. Ten years later, an intense fire destroyed the mill, which was rebuilt within six months with the help of employees, friends, neighbors, and customers.

Both of Loren's sons began working at the mill by age 6. sweeping up sawdust. Within a few years, they were working beside the older men, pulling lumber off the greenchain. Today, Bruce is general manager, focusing on lumber production and sales. and Jim works with his father on forest management, preparing harvest plans, and selecting logs for the mill.

"I've been doing this since I was 15," said Loren Berry, who is now 84. "The fact that we are still in business is really something."

Top myt 0 urban of sales ,l hs

A S THE economy rolls on. sales la.myths still permeate product and professional service sales forces trying to hit their forecasted goals or sales quotas.

Like urban myths, many of these business beliefs continue to proliferate without identified authorship or business validity. Often salespeople just use the same methods of selling that they always have used. This "autoselling" approach makes them feel good because they stay inside of their comfort zone. In reality, it reduces their selling performance because they never change or adapt their selling process to the need of their selling environment.

Here are the top l0 sales myths that are currently in vogue:

Mv*r #'l

Spending a disproportionate amount of your available sales cycle selling time with a decision influencer will increase your sales success.

THr Rrnurv:

Hitting sales targets is a time management issue. How many prospects do I have? Which are qualified? How many can I talk with or see in person in one day? How quickly can I move them through the required sales steps and how fast can I get them to take an action step to buy from me? These variables all are relevant in selling.

Decision influencers are communication liaisons for your business value. When you present and sell them, you are asking to have a non-professional salesperson communicate your business value for you to the decision makers. When focusing on influencers, you are saying (a) you do not have the sales skills to get to the decision makers or (b) you are hoping they will be able to discuss your business

value as well as you can. Can you sell decision influencers? Yes. but it is a slorv. non-preferred process.

Mvrr-r #2

Dropping prices rvill increase sales in the long-term.

THr Rrnlrrv:

Time and time again. every business segment that follows a commodity-based pricing scheme fails. Selling dorvn and by price is a short-term sales model that cannot sustain financial integrity. Repeat customers buy value; single sale customers buy price.

Mvn-r #3

Business netrvorking is better than cold calling for lead generation.

THr Rrnltrv:

This is another myth propitiated by those rvho do not want to cold call. Sales reps who rvill not cold call are half-cycle salespeople. Yes. netrvorking can create leads. but just because you knorv someone does not mean they are a buyer today. Netrvorking is a long-term. minimum-volume lead generation technique. Cold calling is the sales pipeline of success.

MvrH #4

Sales training is a cost center.

Tnr Rrnlrrv:

Most c.e.o.'s do not spend enough on sales training. They believe that it is more important to invest in development, engineering or operations staff training than sales training. In fact. sales training is more important than technical education and is a true business profit center investment. Without sales. you don't need development or operations. C.e.o.'s can ahvays subcontract development. engineering or service delivery work-but try sub-

contracting your sales successl

MvrH t5

Clients buy products or business services.

THr Rrnrrrv:

Clients never buy your products or business services. Account managers rvho sell business services or products usually sell less. Clients buy pain management and the results your products or services produce.

MYIH 16

Because you were successful last year. you should be successful this year.

THr Rrnurv:

Salespeople often default to a comfort zone of auto selling-doing the same things year after year. This repetition implies that all prospects and customers are the same-that they are not individuals and that they don't change. To sell more each new year. become a full-time sales student.

Mwa #7

Marketing department responsibilities should be focused on brochures. Web site communication. and trade shorv management.

Tnr Rmrrrv:

P.R. is not revenue. Marketing is not revenue. Advertising is not revenue. Revenue is revenue. The marketing department's primary business responsibility should be creating qualified sales leads for the sales team.

MvrH sB

It is sales management's responsibility to close sales deals for you.

Tnr Rnurv:

Sales management's responsibility is to help you sell as a salesperson.

That means increasing qualified lead traffic, supervising operational issues that affect your deals, updating your sales training skills, and acting as an intermediary with corporate management. That does not mean going to every sales presentation or meeting every prospect in person.

Many times, this becomes the norm instead of the exception because sales management usually carries the department's quota as a whole and revenue is revenue. Why pursue sales management if you have to close every deal? If you're a professional salesperson, most times you should not need your manager to close deals.

Mvrn #9

Question-based sales probing increase sales.

Tnr Rrnlrrv:

Asking prospects detailed questions too early in the sales process actually ends most sales cycles. You cannot cold call or engage an executive of a company the first time. start pinging them with probing business questions. and expect them to answer honestly. To sell to management, you must first earn their respect as a business peer, not a vendor. You must validate your knowledge about industry pains. so you can earn the right to ask investigative questions about their business needs when it is appropriate.

MyrH #1 0

Relationship the first sale. starts before

Tnr RrRr-rrv:

This is the biggest myth of the group-and is totally wrong. Just because prospects take your phone calls, talk to you at trade shows, or let you buy them dinner does not mean you have a relationship with them. Prospects have to buy something to have a relationship with you.

After prospects buy from you the first time, they then evaluate what you said their purchase would deliver to them as far as a benefit and then they decide if what you said in your presales cycle matches what they received in their post-sales cycle. If it does, then the customer buys from you a second time... and that's when the relationship starts.

- Paul DiModica is author of Sales Management Power Strategies and president of management consultant DigitalHatch. He can be reached via www.oauldimodic a.c om.

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Mills Take Breather From Low Prices

Anemic lumber prices during the summer have contributed to a rash oftemporary closures and shift reductions at westem mills, accordingto Random Lengths.

The pricing guide reported that:

. Prairie Wood Products, Prairie City, Or., and Wallowa Forest Products, Wallowa, Or., curtailed production for at least two weeks, effective August 21.

. Hampton Lumber cut production by l0-157o at its large- and small-log operations in Willamina, Or., and reduced operating hours by 207o to 40 per shift at its Cowlitz Stud Division in Randle, Wa., starting August 4.

. Riley Creek halved production at its stud mill in Moyie Springs, Id., for at least two months, beginning July 24.

. Lewis County Forest Products, Winlock, Wa., scaled back production to a single shift as of August 2l and, after exhausting its log supply, planned to shut down for at least 30 days. The producer cited market conditions, but will use the downtime to upgrade machinery.

. Seneca Sawmill Co., Eugene, Or., idled its stud mill, dimension mill, and planers for a week at the end of August to perform maintenance work and install new equipment.

Summer cutbacks seemed even more previlent in the South, with Random Lengths reporting reductions in August and late July by Hood Industries in Coushatta,La., and Metcalfe, Ga.; Shuqualak Lumber, Shuqualak, Ms.; Griffin Lumber Co., Cordele, Ga.; Varn Wood Products, Hoboken, Ga.; Boise, Jackson, Al.; Chesterfield Lumber Co., Darlington, S.C.; Curt Bean Lumber, Glenwood, Ar.; Potlatch, Prescott and Warren, Ar.; Hankins Lumber Co., Grenada. Ms.: PBS Lumber. Camden. Ar.. and Chester Wood Products, Chester, S.C.

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T'S 5:30 a.m. The alarm clock rings. You wake up with a smile on your face. You can't wait to get out of bed. Your job gives you challenge, a sense of pride, and your workplace is one of collaboration, teamwork, and respect. In short, you feel a sense of family at your organization.

Does this sound like you? If so, you are very fortunate. For most Americans, the alarm clock brings a sense of anxiety and dread. The morning commute is fraught with stress and the day is filled with to-do lists, meetings and foreboding questions like: "How long will this job last?" "Who can I trust?" "What impossible-toachieve quota will I be asked to accomplish THIS month?" and "How

soon before my retirement?"

Going to work has never been easy. These days the socioeconomic climate has posed tremendous stresses upon organizations, with expectations to produce twice as much with half of the resources.

However, it is the organizational culture that poses the greatest stress for today's employees. Organizational culture is simply the sum total of customs. actions. attitudes and ideas that perneate a given workplace. It consists of the rules, environment and daily life surrounding those who work and visit within. whether as internal or external customers. In short, it is the "pulse" of daily life at work.

When positive in nature, company culture results in high output with dedicated team members confidently steering the organization towards its goals. Turnover is reduced and profits are achieved. Unfortunately, the vast majority of today's organizations are filled with negative culture character-

istics. rvhich can have a clramatrc cffbct on rvork outpr-rt and n,ork lif'e. Bclon, arc some strategics to hcip nurturc a positive culturc and retain key cnrployecs:

lta l. Encourage and reward workers who are willing to "go the extra mile."

As a manager ol director. pitch in r'vhcn necessary firr the qrcatcr -uood of thc or-ganization. Going irbovc iind bcyond thc call of dutv u'ill not bc considered an irnposition u'hen eniployees are trcated as family rather than a number on an ID bad-ee.

2. Maintain open lines of communication at all levels. Opcn-doclr policies and f'ccdback should be frec florvin-s and not gov crned by organizationiil hicrarchl,. Authority should be respectcd but input shoulcl be ri,clcomecl from all levels of personnel sincc thc person closcst to thc problcrn usually knoivs exactly rvhiit it takcs to solvc it.

3. Reduce or eliminate micromanagement.

Unless the situation warrants iln irnrrrediale elisi: r'c:Donrc. rnicrttrnlrrr-

agement is an impcdirncnt to productivity. Hovering over e niployccs ancl interf-ering rvith their ability to makc choiccs are colnnron lcadership blundcrs uscd in an iittcnlpt to irnprovc perforrnance.'fhis strategy usually backfircs sincc nricronranagclncnt uot only slor'vs dorvn organizational process. but conveys a subtlc message of distlust ancl lack of confidence irr one's team rlcrnbers.

Pcople should bc cncourirged tcr grorv and e volve rvith the unclcrstancling that some mistakes arc il piirt of thc lcarning proccss. This stratcgy alonc can rapidly transform a ngid. ptroll_1 pct'l'ortnin! cr()up int() ()ne chalacterizcd b1, high pertirrmancc.

4. Maintain competitive salaries and benefits.

This. in addition to anrple opportunitics fbr advanccmcnl and salary step raises. hclp lcclLrce turncllcr. Pavchccks should never be delayed, if' possiblc. Placc associates in thcir "dream .job" position rvhenevcr possible ancl rervarcl superior perfirrrnancc, generous|1' ancl oflen.

5. Encourage ethical decision-making at all levels.

This applies to internal and external clicrrtele. Ethics and lroncsty should be part of c1ail1' organizational culture. not .just il pretty phrasc on a framed Iobby mission statcrnent. Leadels must bc keenll' au,'are ol'the transparcncy of clccisions iind clocumentation. often available on the Internet firr thc entire ivorld to see.

6.Leadership must be mission-driven rather than ego-driven.

Collaboration. teanrrvork and rvinrvin relationships are cncoura-ued at all ler,els. It is never "my peoplc" or "my progranr.' but rathcr "our team" or "our contribution." Managcrs should be "n'c"-oricntecl. rnission-drivcn coaclres. riithcr than "rne"-orientecl. A porvcrf'ul leaclership strategy: pronrote yollr team u'ith the sarnc level of enthusiasrn that yor.r rvould prornote yourself. Cover youl ofTicc lvall rvith a cclcbration clf vour team members' successes rather than your own and 1'ou rvill alrvays earn their rcspect.

7. Downsizewith dignity and professionalism. (ltlausc trrrrt to 1xr,qc t\-l )

New height$ lon lonklift UoducBF

A S daill business becomes la.increasingll hectic and congested. lumberyards are searchin-s for material handling solutions that allo* them to move and store more product. often in longer lengths. in ti_shter quarters. in less time. rr'hile doing it all more safely.

This search has fueled the success of Combilift. launched in 1998 by Martin McVicar and Robert Moffett. creator of the famed Moffett Mounty truck-mounted forklifi. In just eight years. Combilift has gone from introducing the first en_eine-po* ered multi-directional tbrklifi to becoming a leader in the lon-e-load handlin,e market.

Their vehicles' unique configurations allorv them to roll alon-sside *'ide materials. pick them up rr'ith their forks. loner them tow'ard their rvide deck. and then continue for*ard. And their s,heels can srr'ivel. so the forklift can turn corners u'ithout srvin,eing its lon_e load.

The lifts are designed to save time and labor. and improve space utilization. since aisles can be tighter and racks higher. Most irnportantly'. thel

imprclve saf-et1 Forkliti drivers back up less and can concentrate on the loads in tiont of them. instead of the long ends sticking out a dozen feet or more to each side. The advantages are magnitred s'ith products like engineered rrood. rrherc lengths can erceed 60 teet.

Weverhaeuser and Boise are currentll adding Combilifi forklifts to all of their distribution vards nations ide-and considering additional units as conventional tbrklifts come up fbr replacement.

Combilift has been concentrating on the U.S. tor the last three rears. Each forklifi is individuallv constmcted in lreland. custom-desi,ened to the buler's exact requirements. The companl then exports 91% of all its forklifts to over .15 countries around the uorld. The U.S. stands as its largest market tlOC/r of overall business b1' rolunre) and fastest grorring (increasing -3ifi e\ er\' \ ear). So in 200-3.

Combilift USA opened in Greensboro. N.C.. and no* supplies a netsork of more than 50 dealers that operate 100 locations across the countn.

"We started in the Northeast. where real estate prices are very high, as in Europe, and this immediately worked to our advantage," said Combilift USA president Tommy Cadden. "The much better utilization of storage space was an atlractive proposition. We then realized that real estate cost is an issue nationally, and the Combilift was seen as the ideal solution as we moved into these markets."

One challenge is convincing dealers and wholesalers to invest in machinery that may cost three times that of a standard forklift.

"The lumber and building materials business is our largest target market." Cadden said, "but we have also successfully penetrated the aluminum extrusion industry, metal roofing industry, vinyl siding manufacturing and distribution, and the steel service sector industry, to name a few main key markets."

The company estimates that, in the entire universe of material handling, about 90Vo of all materials handled are on pallets. Combilift is targeting the remainin g 70Vo -markets specializing in long or awkward loads. Globally, roughly 300 manufacturers

produce about 500,000 forklifts a year. Combilift's goal is to capture lOVo of the market, or 50,000 units annually.

To supporl the initiative, Combilift just unveiled a 46-acre global headquarters in Monaghan, Ireland, that includes new corporate offices, stateof-the-art manufacturing plant, and research and development facility.

"We now have a facility capable of producing one unit per hour to cope with expected increase in demand," said managing director McVicar.

Along with the new campus, Combilift unveiled three new forklifts. The company has its greatest aspirations for a new lumberyardfocused model, the Semi-Rough Terrain. The unit features larger solid pneumatic tires and added suspension, making it well suited for unpaved yards. It also has a larger cabin and an integrated lumber box.

McVicar predicts that within l2 months the Semi-Rough Terrain will become Combilift's most popular model, representing as much as 20Vo of their production.

Also introduced were the GT Hydrostatic Electric Sideloader, featurins a stand-on rather than ride-in

cab to allow working in even nanower aisles, and the TeleCombi, which is fitted with a one-stage boom mounted on a moving carriage to reach across the full width of a trailer at all lift heights, so drivers can offload from one side only.

-FAMILY AWNED AND OPERATED SINCE 1976'

PRODUCI

Lumber Mill Saved From Fire

An Aug. 28 fire caused an estimated $20,000 of damage to the planer room at Pacific Fir Lumber Mill. Sheridan, Or., and damaged a nearby building owned by Breeden Logging.

According to Sheridan Fire Chief Larry Eckhardt, the fire started at a railroad trestle about 400 yards west of the mill. By the time the first firefighters arrived, the flames were racing toward the plant. In all, 60 firefighters and 15 employees worked to end the blaze.

The whole mill could have burned down," said owner Jim Myers. "We have a million feet of lumber that could have gone up in flames. The workers did a hell of a job."

Myers bought the mill in l99l and estimates its current value at S3.5-S4 million. He said all 26 workers were back on the job the next morning.

Family Store To Close

M&L Ace Hardware, a familyowned store that has operated since 1980 in Oakley, Ca., will close due to a months-long road widening project.

"I had no control over it," said owner Hayden Mullins, who has worked at the store since ase 14 and

had planned to retire there.

"l think rvhat has taken place is a misunderstanding of rvhat needed to be done and horv it rvould impact the property there." said city manager Bryan Montgomery. "The fact rhat the roadrvay needed to be widened had been long contemplated. What wasn't understood rvas horv it rvould affect the property he orvns."

Mullins said that the decline began rvhen a pedestrian bridge rvas built next to the store by developers. blocking the entrance to the store. Then the city acquired a portion of his property through eminent domain. so the street could be widened from trvo to four lanes. Included in the takeover rvere 400 sq. ft. of prime display space near the front entrance.

To make matters worse. Mullins said. customers thought the store rvas closed even though "open during construction" signs were prominently displayed. Because of all the problems. he claimed. store revenues dropped more than $1,0m a day for months.

Councilman Bruce Connelley sympathized. because the city only compensated Mullins $39.330 for the property seized and nothing for the loss of business. He said that addition-

al signs and speeding up construction rvould have helped. "More consideration has to be taken rvhen rve shut dorvn a longtime business that has contributed a lot to the city." Connelley said. "We have got to do more for our local businesses than we have."

After orvners of other local Ace Hardrvare stores sell off existing merchandise. Mullins hopes to lease the property to another business. "lt is just sad because my mother-in-larv. son and rvife rvork here." he said. "This was a true. true family business."

OSH Ponies Up EPA Fine

Orchard Supply Hardrvare. San Jose. Ca.. has agreed to pay a $21.960 penalty to the EPA for allegedly selling a pesticide that has not been re_sistered with the federal government.

Under federal larv. products that claim to control bacteria. viruses or fun-ei must be registered as pesticides under federal larv. Goo Gone All Purpose Cleaner. rvhose label at the time claimed it "rvashes away gerrns and bacteria." was found at OSH's Turlock. Ca.. store in January 2m4 by an inspector from the California Department of Pesticide Regulation.

"Pesticide producers and retailers

Westertt Wod bcseruing Company @s itsolf in ccttying tbc rigbt inocntory ;ltr ofptwt trcotcd ondfre retarfunt trcated lambcr and plyuodfor tat$ ltt& in thren ,terti

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r Adrance Guard borae pressure ueated lumber can be used for ioiss, $rds, roof truss€s, rafr€rs, beams, and other interior haming and sill plate applications.

Advance Guard borarc reated phnvood can be used for uall sheattring and srMoon.

. Advance Guardproduas hare been Lsued ICGES Legaff Report \TR648 andare hrildingcodeconpliant

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have a responsibility to ensure that the pesticides they sell are registered with the EPA," said Enrique Manzanilla, EPA's director of community and ecosystems for the Pacific Southwest region. "Companies selling or distributing pesticides must ensure that those products are legal or face penalties for federal violations."

The sale or distribution of an unregistered pesticide is a violation of the Federal Insecticide, Fungicide & Rodenticide Act, which requires registration of pesticide products, as well as proper pesticide labeling.

Salvage Plan For Natl. Forest

The U.S. Forest Service took just 90 days to approve a salvage plan for trees that were damaged by a rare tornado that hit Idaho's Payette National Forest in June.

"This is really warp speed for the Forest Service," said Governor Jim Risch. "They made a nice piece of the area available for commercial harvest." Along with national forest officials worried about fire danger, the governor had pressured officials for a speedy solution.

According to the plan, the tornado downed about 26.8 million bd. ft. of

ponderosa pine, Douglas fir, and white pine trees, which could generate 18 million bd. ft. of timber worth about $1.5 million. If the plan clears a 30day public comment period without objection, the Forest Service will open bidding in late September. Over 1,500 acres will be auctioned off in five separate logging sales.

llews Briels

(Continued from page 24) of 1.795 million single-family starts dropped 2.3Vo to a 1.452million yearly pace permits fell 6.5Vo ... regionally, starts in the West slipped 2.9Vo

Do it Best Corp. in fiscal year 2006 surpassed $3 billion in sales for first time; sales grew by 3.44Vo over 2005.

Kelly's Home Center, Salem, Or., opens a 7,000-sq. ft. lighting showroom next month ...

WhiteBoxTools, an online hardware dealership, was acquired by Simi Valley, Ca.- based Jeffrey and Marina Muchnik and relaunched Aug. 16 as RedBoxTools.com...

Windsor Ace Hardware. Windsor, Co., is now offering instore UPS package processing and shipping services

Grainger, Inc. relocated its Honolulu, Hi., branch to a larger 40,000-sq. ft. facility, doubled the size of its Anchorage, Ak., showroom to 2,400 sq. ft., and will open a new full-service branch early this fall in Fairbanks, Ak. ...

PPG Industries has acquired Spectra-Tone Paint Corp., San Bernardino. Ca.. an architectural paint and coatings manufacturer distributing products mainly through 22 company-owned service centers in the West Postsaver USA released the next generation of its application machinery, providing greater efficiencies, longer lengths and greater sections sizes ...

Dixieline Lumber, San Diego, Ca., donated $850,000 to the Parkinson's Disease Association, which will devote most of the funds to building a resource center named after founder William S. Cowley II.

Fred C. Holmes Lumber Co.

products

Dashing Deck Flashing

YorkShield 106 PT reportedly provides the benefits of copper flashing with a non-asphalt adhesive and polypropylene backing for pressuretreated deck construction.

Lightweight and waterproof, the product is designed to isolate galvanized joist hangers and fasteners from ACQ-treated lumber.

Simulated Cedar Siding

Certainteed's Northwoods vinyl shingles replicate the look of milled cedar shingles.

The siding is available in two profiles. 7" straight edge rough split and 10" random hand split. in 17 colors. Both can be installed with no nailable substrate and are compatible rvith steel stud construction.

- Vi s t www.ce rtainteed.cont

York's Everlam technology ensures that the flashing is durable and puncture and temperature resistant.

- Please contact (800) 551-2828 or visit www.vorkmfg.c om

Take lt For Granite

Milano laminate from Wilsonart reportedly replicates the look and feel of natural granite in countertops, but is easier to clean and maintain.

Each of the five colors-amber. brown, quartz, glen, and mahoganywill not stain and do not require periodic sealing.

- Please go online at wwvt. w i I s onqrt lami nat e.c om

Nails That Hold

StormGuard galvanized ring shank roofing nails from Maze Nails norv exceed the high-wind ratings required for Miami-Dade County approval and comply rvith the Florida Building Code.

Glen Oak Lumber & Milline. Available in white, rn-aple and cherry finishes. the shelves and vertical panels come in 12" and 16" depths. Pre-drilled for easy installation, the system offers planning and design flexibility.

Accessories such as baskets. chrome steel hanging rods. drawer dividers. and tie racks are available.

- Please contact (800) 242-8272 o r v i s i t'tt'ttrt'.g l e noakl umbe r.com

Doors Ol Lasting Beauty

Dorado is the newest addition to Simpson's line of Mastermark wood doors.

The nerv design features silver caming punctuated by small stained glass ovals. highlighted by a stainedglass ribbon.

Consumers can choose betrveen one or trvo rvood panels. in Douglas fir. rvestern hemlock. or American red oak-although other rvood species are available upon request.

- Please contact (800) 952-4057 or v i s i t rnlx'.sirnpson door.c om

The nails have a thick coatine of zinc for maximum corrosion-re"sistance, particularly in coastal areas.

The ring shanks provide superior holding power and high-wind uplift reslstance.

- Please contact (800) 435-5949 or v i si t wrlv,.nta:enai Is.com

Organize Those Closets

The Closet Builder storage system is constructed of melamine and complements hardwood products from

Sumo Strong Gluing

Loctite Sumo Glue reportedly sets three times faster than traditional polyurethane glue, offers superior bonding strength, and is less foaming.

The slue sets in 30 minutes on porous sirfaces or 90 minutes on nonporous surfaces, making it ideal for a wide variety of interior and exterior applications.

- Please visit www.sumog,lue.com

Breathable Waterproofer

Seal-Krete's new commercial grade waterproofer has a high-solid, acrylic blend that reportedly protects and strengthens bare, porous concrete, and masonry.

Its tough, breathable film will not yellow and meets ASTM requirements for water repellency and mildew resistance.

Replacement Windows

Silver Line Series 8700 replacement sliding windows now have Weather Stopper impact-resistant protection.

Steel-reinforced sashes, laminated glass, and a sill anchor plate help protect homes from severe weather, including hurricanes.

- Please contact (732) 937-5800 or visit www.silve r linew indow s.c om

Gutter Love lt

Raintube gutters from GLI Systems Inc. are almost invisible when in

place and won't clog no matter how much debris accumulates.

The gutters reportedly won't interfere with a home's current roof system and don't add holes or fasteners in the roof or fascia.

- Visit www.gutterloveit.com

Guarded Glass

Guardian's Showerguard tempered glass is factory-sealed to maintain its original appearance.

Designed for residential and com-

The product can also be used as a paint additive to improve water resistance and spread rate.

- Please visit www.seal-krete.com

Responsible Fiberboard

Arreis medium-density fiberboard panels from SierraPine Composite Solutions contains no added formaldehyde.

The new product contains 1007o recycled wood fiber from sustainable forestry operations.

Manufactured with proprietary binders that reportedly surpasses the most stringent international standards, the. panels have extremely low VOC emlssrons.

- Please contact (800) 676-3339 or visit www.sierrapine.com

mercial use in shower and bath enclosures, the product resists corrosion and discoloration caused by hard water, soaps, and harsh cleaners. Such contaminants leave standard glass rough and pitted, leading to the buildup ofclouding, stains, and scale.

Unlike spray-on or wipe-off treatments, Showerguard never needs to be reapplied and is guaranteed for 10 years.

- Please visit www.suardian.com

Tile On Display

An expandable tile display from Emes Marketing Inc. organizes a variety of tile sizes in easy-to-see columns.

Up to 10 tiles can be displayed in each column, which can either stand alone or be joined to form a wider display.

- Please contact (905) 886-1066 or v is it www.emidisp lay s.com

New, Stronger Beams

Weyerhaeuser's TimberStrand LSL beams can now accommodate multiple holes up to 4-518" with no loss in structural capacity.

Instead of being routed around beams. plumbing, wire and conduits can take a direct route. saving materials and labor. Widths of l-3l4" or 3l/2", with depths of 9-112". I l-7l8". and 14" are available.

The product is one part of ilevel. an integrated package of framing materials, design software. and technical support.

- Please yisit nrnr'.i/evel.corn

Keeping Attics Cooler

Installed like conventional roof sheathing, SolarPly reportedly reduces

up to 97% of the radiant heat transfer from the roof to the attic.

Manufactured by Coastal Plywood, the radiant barrier sheathing is said to to reduce ceiling heat flow up to 637c, rvorkload by 2OVo.

reduce duct conduction loss and reduce air-conditionine

- Please contact (80O) 735-2727 or lisit x'rr'x'.coa sta Ip lw'ood.com

Redwood Timben, all species

Westem Red Cedar Standards pattems

Clear K/D Douglas Fir In-House Milling

Redwood Fingerjoint I -' /: Acre Enclosed

.Westem Red Cedar Warehouse

Fingerjoint

Douglas Fir

Fingerjoint

.6-Acre Facility

DeliveryArrailable .RailSeMce

WHOLESALE ONLY

}TILL DIRECT & LCL

Fontana, CAOffice and Mill 1304 I Union Avenue, Fontana, C,{ 923}7

fol kgura I Carol O'C-onrmr (951) 68l-4707. Fax (951) 681-3566

E-mail: sales@anfinson.com

Redlands, CAOffice: Nehon Semtuch (ffi) Bl5-7789

San Diego, CAOffice:hb tuxter (619) 460-5017

Vintage Asphalt Shingles

T,qur-b's Heritage Vintage asphalt shingles are designed to give the look of real wood shakes. The roofing is available in five colors-weathered wood, charcoal, redwood, fbssil gray, and chestnut-to complement a variety of architectural styles.

- Please visit www.tamko.com

Green Coats

DriTac has developed two products for green building projects: 9200 FasTac Polymeric Resin adhesive and 7500 Eco-Urethane coating. Both are solvent free. low odor, and contain no VOC's, making them ideal for use with a wide variety of flooring.

- Contact (800) 394-93 10 or visit www.dritac.com

Brush Up With Foam

Foam paint brushes from JEN Manufacturing are designed to absorb, hold, and evenly spread both water- and oil-based paints, stains, urethanes and varnish.

One Tough Handsaw

A folding handsaw from Ideal Industries reportedly provides safe and effortless cutting of dryrvall. lumber, pipe or other tough building materials.

A trvo-position locking blade switch allows the tool to transform from ll" to 7"-compact enough to fit in a pocket or small tool bag. Its non-slip rubber handle rvicks away sweat while reducing stress on hand joints.

- Please contact (800) 435-0705 or go online at v'u'v'.idealindustries. com

Poly-Brush uses absorbent foam with a tapered and beveled edge that is secured to a smooth rvooden handle. Available sizes include 1". 2". 3" and 4".

- Please contact (800) 225-7276 or visit v'v'w, jenntfg.com

Tiling Helper

Bonsal B-6000 polymer-based coating is applied on surfaces to be tiled.

Pre-mixed and ready to use in land 3.5-gallon sizes. th6 coating dries in four hours and reportedly eliminates the grorvth of mold and mildew. The product can be applied over almost any surface and exceeds ANSI standards for crack isolation and rvaterproofing.

- PIease contact (800) 738-1621 o r v i s i t r+'tt'x'.bo nsa l.com

Forceful Flusher

The Maelstrom toilet from Briggs Industries reportedly is both quiet and powerful.

Designed for first-flush performance, the toilet has a 1.6-gallon

need to remove existing fixtures and makes installation easier.

The units are easier to maneuver in tight spaces, and can be installed from the front instead of going through the wall behind.

Durable acrylic construction, wider shelves. and choice of seats are included.

- Please visit www.maax.com

See & Breathe

A venting picture window from Marvin provides unobstructed views and cross ventilation.

tank, flapperless 3" valve, and extrawide waterways.

Available colors are white. biscuit and bone.

- V isit www.brig gsindustrie s.com

Showers ln Tight Places

A new line of multi-piece acrylic showers from MAAX eliminates the

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The window's sash projects outwards 2" to reveal a screened-in opening that vents stagnant air, reduces condensation, and keeps out insects.

Ergonomically engineered operating handles and patented hinge arms reportedly offer smooth operation for years.

- Please contact (888) 537-8266 or visit www.marvin.

A core of environmentallv friendly. CFC-free foam reportedly provides six times more insulation than wood.

- Please contact (800) 248-3600 or v i s i t t+,ww.tat' lordoor.com

Cut With Diamonds

Hilti's high-speed diamond blades for gas saws reportedly offer faster

Fiberglass Doors

Taylor Building Product's eightpanel fiberglass doors are now available with both standard and customized 8"x48" round-top glasslite designs.

The doors have a high-impact compression skin that imparts the look of a handcrafted wood entry door. but reportedly will not waqp or splinter like wood.

Quolity Weslern Cedor Products

lx4 B0ARDS in 4, 5 ond 6'lengths

2x4 Ml6 in 8-.|0'both rough ond surfoced

Cedor 4x4 P0S[S in 4,5,6,7 ,g,g ond l0'lengths

cutting speeds and up to 507c longer life than heavy duty blades.

Three versions-general purpose segmented. general purpose turbo. and asphalt segmented-are ideal for cutting concrete, masonry, stone, marble and clay brick.

Although designed for dry use, the blades can also be used wet to reduce dust and noise.

- Pleose contact (800) 879-8000 or vi sit n'v'n'.us.hi lti.com

Crafty Doors

Therma Doors' American Stvle fiberglass doors combine Arti & Crafts style with the look and feel of real wood.

Decorative lite options :ue assembled directly into the door panel during manufacturing, making the door and glass one solid piece.

Optional upgrades include an adjustable security strike plate that can reportedly withstand 450 lbs. of force. and a multipoint locking system that secures the door to the frame in three places.

- Please contact (800) 537-8827

o r v i s i t tt'rt'rt'.t he rmat ru.c om

Don't Drive Away Your Best Workers

(Continued from Page 71 )

Losing one's job can be a catastrophic event, particularly for a long-time valued member of an organization. If downsizing and reorganization are necessary, associates should be given ample notice and assistance to acquire alternative positiops or referrals to reduce stress and financial impact on their families.

8. Make low turnover rates the goal.

Workers should be encouraged and motivated to stay on the job for the "long term." Leaders should ask associates and team members what would keep them at this job for the next 20 years, and when possible, should do their best to implement their requests.

9. Show them the money-and freedom.

Reward people who continuously and consistently contribute to the effectiveness and profit of the organization. Interestingly, this might be as simple as a more parentfriendly schedule to buffer the stresses of childcare. Many organizations realize the value of flextime and telecommuting as a more important benefit than a raise in salary.

1O. nuna and maintain a superior reputation for excellence.

Your reputation within the community and within the industry at large should be held to the highest standards. Customer relationships are never "closed deals" but instead are "clients for life." Your advertising and marketing should reflect this commitment, starting with each newly hired associate. Think about why customers do business with a particular organization. It is most likely because of the individual associate who gave them VIP treatment.

11. Value people as equally as process.

The number one reason why people leave organizations is because they do not feel valued. Although process initiatives are critically important in streamlining and improving the flow of work across an organization and its stakeholders, task-driven leaders often neglect the motivational best practices or lack the essential interpersonal skill sets that make people want to perform and produce at high levels'

12. Never stop learning.

Organizations that embrace training initiatives and reward education for each of its members will go a long way towards buffering the challenges and dynamics of our global environment. When people feel empowered and supported in reaching their goals and objectives, they are far more likely to stick around when the going gets tough.

Companies that truly wish to improve their organizational culture need to take care of their people and support the critical 'bottom rungs' of the ladder. This is in sharp contrast to many corporations where the line staff eams $9 per hour and the executives earn millions per year. Change must start at the top. When buy-in occurs at the top of the organizational chart, this win-win mindset will have a strong likelihood of becoming part of the organization's daily life. This in turn will have a myriad of benefits for clients, customers and the community.

- A professor for the University of Phoenix, Dr. Andrew Edelman has over 20 years of experience in conflict management, crisis prevention, and criminal iustice. For more information on his speaking and consulting,, visit www.drandyedelman.com.

THE SINGLE most common comI ment we hear from next-generation family leaders while their parent retains managerial control is this: "The boss won't listen to me: won't let me implement my ideas; won't invest in the things we need to be successful in the future." These heirs apparent often perceive this behavior very personally, often as a lack of respect, confidence, trust or even love.

We got a clue as to what was really going on when we saw a father and son arguing about an investment advocated by the son and resisted by the father. "Dad, you understood risk when you were my agel You made this kind of investment! The business wouldn't be what it is today without your willingness to make these kinds of decisions ! "

"Right!" his father said. "I took risks when I was your age. But I did it with my money. And now you want to do it with my money!"

Especially with business founders who both identify strongly with the businesses they created and have the majority of their wealth tied up in the business, generational progress can be stopped in its tracks by issues related to personal financial freedom and security. Worse, the ensuing friction can be interpreted in ways that magnify the destructiveness of the conflicts.

Moreover, lack of personal financial freedom often leads to personal decisions-like refusing to transfer managerial control or stock ownership

to the next generation even when it is clearly best to do so-that compromise the business and the family.

One of our favorite cartoons has a middle-aged man pointing ro factories through the window and saying to his adult son, "Someday this will all be yours-but right now I'm still waiting for my father to give it to me!"

We hear a similar message in different ways in other family business circumstances. "Don't you dare risk my inheritance," says an outside family stockholder to his cousin, a rhirdgeneration c.e.o. "l sure wish rve'd bought back my cousin's stock sooner so rve wouldn't be forced to go public." laments another.

Still another successor ponders: "lf I felt more financially secure, I wouldn't worry about whether or not I'm selling my soul."

All these expressions make the same point: If key orvners don't feel they have personal financial freedom. family friction and business compromise are inevitable.

We find that rvhen a family member feels dependent on the family business for his or her financial security, resolving that perception becomes a critical priority. Similarly, the more free and independent owners feel, the more likely they rvill be committed to family business continuity. Shareholders with similar feelings are more likely to be supportive and content.

The first time financial freedom becomes a priority for a family busi-

ness is when the founding generation approaches retirement age. It's hard enough for founders to "let go" of the business they birthed. but it's even harder if they feel their exit makes them dependent on their kids for their security and standard of living. We find only rare instances in rvhich parents will fully turn over control of the business to a successor unless they feel penonally financially secure.

To satisfy this need. most think first of life insurance. Unfortunately, the real concern is financial support during the rest of what rvill hopefully be a long life. Therefore. a key step in successful succession planning is to fund the parents' financial security. There are several possible approaches: Fund an annuity over a long period of time.

. Actually purchase some of the parents' stock even if they are willing to leave it in their rvills.

. Bonus the parents aggressively until their "nest egg" is financed.

In each case, it's essential for the parents to specify the level of liquid assets and income that would allow them to comfortably and willingly depart from the business. While these approaches may seem troublesome, redundant, or expensive, they greatly lessen the normal pains of succession transition.

Just as it is unhealthy for the senior generation to "live off'the business. successors rvho could not leave the business rvithout destroying their lifestyles also create an unhealthy situation. Successors in this situation often feel they are "selling their souls" and have little dignity. On the other hand, we find that if successors have some personal financial independence, they are more forceful and effective leaders of the business.

While young successors can't maintain their sense of independence through rvealth, they can achieve it by accumulating some savings, adopting

a standard of living more modest than their income, and, most imPortant, bY honing their personal competence to the highest degree. We find that family members who are too dependent on the family's income to fund their lifestyles are not the best employees. Ironically, those who can say, "I can do just as well on my own," have the greatest sense of adding value and taking responsibility. They make the best family business leaders.

At least one-fourth of all family businesses reach the stage when many family members own stock even though they don't work for the company itself. Outside family stockholders often look to dividends or perks from the business to finance their personal needs. They often come to think that they have a right to help run the business as well.

Nothing is more embarrassing and disruptive to a family business than a family member who feels no power in day-to-day business operations and who feels "stuck" in their stock ownership position. Before this situation develops, we urge family businesses to develop a plan and a formula for stock redemption. When the formula is established early in the business'

life, it can be biased to preserving the business. Since most stock passed on is a "gift" from previous generations. it is a good idea to establish a stock redemption formula while the stock is still viewed as a gift, the price of which should not be argued over.

One approach we like is to set aside an annual pool of funds (as a percentage ofprofits) to use to repurchase any shares of stock offered. We find that family shareholders are more likely to remain as satisfied owners if they believe they have an "out" or at least a "partial out."

When family business founders, successors, or inactive owners feel dependent or trapped, the greatest potential for difficulties occurs. Financial freedom is really just a perception, but the sooner it's addressed, the less expensive it is to respond to. And the good news is that the more financially secure and free family members feel. the more committed the family and the more successful the business are likely to be.

-John L. Ward and Craig E. Aronoff are co-founders and principals with The Family Business Consulting Group, Inc., Marietta, Ga.; (800) 551-0633. Dr. Ward can be contacted at ward@efamilybusi-

The Winning

*Green Building - Get the Competitive Edge"

Brian Gitt, Executive Director of Build it Green Get updated on tlte green buitding marrt.et trendr and opporrunities in Calfonia and beyond.

'Wood ie GoodDr. Joseph Lstibureh Building Science Corp., Hear/rom oir building scientist rtho inaesrigates byilding failures and is intentationally recognized as an authoiE on " moisture relared building pioblena and indoor air gualig. Tabletop Exhibit Show

Monster Home Depot In The Works

Pending approval by the Palo Alto, Ca., planning commission, Home Depot will merge two of its stores in the Gateway l0l shopping center into a 200,000-sq. ft. megastore.

The proposed plan would combine a vacant 93,000-sq. ft. Expo Design with a Depot next door, renovate the 43-ft. tall faEade of the building, and

create the largest store in the Atlantabased chain-drvarfing the average 100,000- to 120,000-sq. ft. Depot.

"Although the city has approved the majority of it. there are some pending final approvals," said project planner Marie McKenzie.

The existing Depot would remain open during construction, and the pro-

posed store would carry many of the higher-end product lines carried by the former Expo store.

Depot closed 15 of the design centers last year, but still operates 34 others. According to plans filed with the city. opening date for the new store rvould be Sept. I l,2008.

Dricon Celebrates 25th

Arch Wood Protection. Smyrna, Ga.. is celebrating the 25th anniversary of Dricon treated wood with a nerv Web site: www.usefrtrv.com.

"We want to urge people to use fire retardant wood for effective fire protection." said Huck DeVenzio. manager of marketing communications, who added that the useful information on the site will make it easier to make important choices about fire retardant wood.

With just one click. visitors can read about Dricon, which is suited for interior or rveather-protected uses. and FRX. rvhich is intended for rveather-exposed appl ications.

"For a quarter century. it has served the construction industry well and its use continues to grow," said Rodney Hardison. business manager for fire retardants. "lt has been used in countless projects around the world, and it's known to provide effective protection."

For over a century, fire retardant treated wood has been used to minimize fire damage in commercial, public. and military buildings.

Instructions: Fill in the grid so that every row, every column, and every 3x3 box contains the numbers 1 through 9 once. Therefore, each number in the solution will be unique in each of three "directions."

The solution is on page 91

Norv. as more homes are built closer to each other and to natural areasincreasing the potential consequences of fire-officials are looking to change residential codes and encourage the use of rvood treated with fire retardants.

First Bradco-Wickes Opens: Bradco Supply Corp. is... 2/2712006 read more

New Ace To Montana: Great Falls Ace Hardware, Great ,'. 2124/2006 read more

Goldsboro Supply Goes Big: Goldsboro Builders Supply is

Co-oDs Ink Wolmanized Deals: Ace Hardware CorD, and True .., 2/2712006 rgeg_J0grS

BMD Buys Boddlngton: Building Materlal Distributors''.' 212412006 read more

Changes Underway At DA: Distribution America, a network 2/2212006 read more

WH0LESALER Western Woods, Inc., Chico Ca hetd a customer appreciation golt tournament July 31 at the Canyon Oaks Country Club, Chico _Ca (1)-Mike St John Bick Ray. Dav d Smith, Jim Enrrght (2) Falph Ble,nn Chrls Richter. Steve Kil gore. John Duddleston (3) Dan Mclntrre. Darryl Lindke. Danny Osborne, Gabe Steffen (4) Jack Burls Al Murnieks. John Sharp. Dwght lsaac (5) Alex Chavez. Rob Row,e Steve Hoglund. Sean Hudson (6) Dan Kepon, Davd Kepon, Kevrn

WESTERN Woods' golf event (coliin.,ed trom previous page) was preceded by a tour of its Chico f acility (1) Nick Elardo, Craig Elowson, Larry Stonum, Warren White (2) Dave Wertz, Dave Gutierrez, Kris Peterson, Dave Sorensen (3) Bill Scott, John Klar. Rick Richter, Kevin Destruel. (4) Freddy Chavez, Chad Singleton, Mario Barajas Jr,, Daie McCormick. (5) Mark Solas, Jim Butler. Mike Young, Stan Housel. (6) Steve Hagen, Marc Weaver. Harry McNerney Mike Spangler (7) Dave Dahlen, Ray Sitter, Bucky Brooks, Lee Burgess. (8) Stan McMaster, Craig Sullivan, Matr Petersol, Steve Be'tsch. (9) Steve Bortolazzo, David Blevins, Ron Horton, Ttm

ploce

Rates: $l per word (25 rvord minimum). Phone number counts as I word. address as 6. Head-line or centered copy. 58 per line. Private box or border. $8 each. Column inch rate: $50 camera-ready. 560 if we set rype. Send ad copy to Merchant Magazine.4500 Campus Dr.. Ste.480. Newport Beach, Ca. 92660. Fax 949-852-0231. dkoenig@building-prod-

IBOTSE

Lumnnn PRoDUcr MlrucEn - Two Postrror-s

Borsr Bullrrrxc MlrEnrlr-s Drsrnrnurrox

Two positions exist in Boise Buildin_e Materials Distribution locations; one in Phoenix. Az., and one in Woodinville. Wa. This position is responsible for lumber and building material related products for inventory management and soliciting carload and truckload sales to customers in a team environment. Maintain direct control over purchasing. pricing and inventory levels of pnrduct lines. Maximize sales. profit and market penelration rvith all customers through regular sales calls. At least trvo years of sales experience in the building materials industry is required. Compensation package includes competitive salary and incentive plus comprehensive fringe beneflt program. All candidates will be required to pass a pre-employment drug screening (hair test) and background check. Boise is an equal opportunity employer.

MIFIDIV

Please forrvard expressions of interest for Phoenix Lumber Product Manager lo: HalWebster@boisebuilding.com or Fax to 602233-6836.

Please forrvard expressions of interest for Woodinville Lumber Product Manager to: SteveDolan@boisebuilding.com or Fax to 425402-t29t.

ucts.com. or call (949) 852-1990. Make checks palable ro Curler Publishing. Deadline: l8rh ofprevious month.

To repll to ads $ith private bor numbers, send correspondence to The Merchant Magazine. c/o the bor number shos'n. Names of advenisers using a box number cannot be released.

LUMBERMENS is one of the nation's largest and fastest _lrorvine suppliers of quality lumber and building materials. Due to our continued srowth. we are currently seeking several experienced and a_egressive individuals to add to our team:

General Manager - Truss Plant (Clackamas, Or.)

Truss Plant Manager (Bend, Or.)

Excellent benefits. EOE/Drug & Alcohol Free Workplace. If you rvould like ro join the Lumbermens team. please send your resume to Siena Murphy at careers@lumbermens.net or Fax to 360-486-3107.

LAS PLUMAS LUMBER & TRUSS CO..

LLC. Are 1ou looking to find a career sith a compan) that has excellenr benefits including Medical. Dental and Vision covera-eel Available Positions include. but are nor limited to. Accounting. Credit. Design. Disparch. General Office. Operations. and Sales. Fax resume to 95 I -685-.1 l9-s.

EXECUTM DIRECTOR - The Western Wood Preseners Institute. rvhich reprcsents the pressure treated rvood products industry in *.estern Nonh American. is seeking candidates for the position of Executive Direcror. Additional information is available at WWPInstitute.ors.

EXPERIET{CED LUTBER TRADERS WA'|TED.

We are Hardwood and Softwood log and lumber wholesalers with ofnces in the Un,ted States and Canada. We re seeking sincere. expenenced lumber traders who have a vtelv towardJ the long term. Work INDEPENDENTLy lrom your part of the country, OR from our offices in the Toronto area. This is an excellent opponunity with a welfestablished company. We enjoy an OUTSIA IDING financrat and marketing repuutrion

For complete deBils of our interesting and re'ita:d]n]g prqram. please phone 8ob Witson tN STRTCT CONFID€NCE. Well atso Inv[e you to speak wtth one of our current trading panners.

North Pacific is an emptoyee-owned, $1.2 billion corporation serving as one of the largest suppliers of building and hardwood products with over 40 locations nationwide.

While we are dedicated to excellence in the products and services we provide, we are as much committed to our 820 employeeowners by providing a lewarding work exoerience.

We are seeking experienced panel and lumber sales people in Southern California who share this same dedication to excellence. Potential to earn unlimited income. 0ualified candidates will have 5+ years c0mmission-based sales experience

in the building materials industry. They will be self-starters, team-players, and have excellent communication and computer skills.

Please visit www.rortfipacific.com for application instructions and to submit your online application. For fiose without computer access, contact 503.872.3568 to request a hardcopy. Please reference req. # of open position on your application.

EE0/MP employer lAll inquiries confidential. Resumes without an application will not be considered.

See our ad on pg. 1 8 and article on pg- 30.

@2006 Nontr Pacific Group. Inc. All rights reserved.

SEEKING SELF-MOTMTED, skilled sales manager with proven track record of sales and management success to manage outside and inside sales staff of a steadily growing wood preserving ESOP company. Candidate will have a BA/BS degree, wood products sales and management experience. Generous benefit package. Qualified candidates submit resumes to: Allweather Wood, P.O. Box 227, Washougal, Wa. 98671 or email: info@allweatherwood.com.

EOE

z

Pole Buildings

www.poleframebuildings.com

San Antonio Construction Co. Contractors license 291 259 B1

Toll Free (877) U-BLD-KIT

Mike Esposito

John Gottwald, salesman for Pollmeier Inc.. Portland. Or.. died of cancer Aug.25.

Earlier. Mr. Gottwald had served as general manager of Pollmeier sister company Inland Wood Specialties, Spokane, Wa., and acquired a 107o interest in the firm in 1998.

Eugene Woodward "Gene" Williams, 85, former owner of building material supplier Cal-Hawaiian Corp., Honolulu, Hi., died Aug. l6 in Los Anseles. Ca.

ORANGE COUNTY & INLAND EMPIRE

(951 ) 681 -4707 (714) 953-4000

Bear Forest Producrs..........(877) 369-2327 1951\ 7 27 -17 67

BMD (Vernon) ......1877]lffi7-4137

BMD

Boise

llonrn & Cnrmr Crutonrn

ARCATA / EUREKA / FORTUNA

435-4020

255-1949

Boise (Riverside) (800) e$-91 16 (909) 343-3000

Building-Products.com,......,........,,..,.............(949) 852-1990

California Lumber Inspection Service............(714) 962-9994

C&E Lumber Co...... ......(909) 624-2709

Capital Lumber Co. .......(909) 591-4861

Creatus Wood Products......(866) 974-0180 (909) 974-0180

Fontana Wholesale Lumber, Inc..........,........(909) 350-1214

Great Western Transport....(800) 347-5561 (909) 484-1250

Hampton Distribution....... ..........(949) 752-5910

lnland Timber C0..... ......(909) 783-0470

International Forest Products........................(909) 627-7301

.(909) 360-1 880

BMD ..............., ..(707) 444-9666 ..(7071822-1n9

Britt Lumber Co........

Simpson Timber Co..

BAKERSFIELD

Pacific Wood Preserving of Bakersfield ........(661) 8334429

CLOVERDALE Redwood Emoire...,. 1707)8944241

WASHINGTON

Plcurc ilonrrwrsr

Louisiana-Pacific Corp, .,...........................,...(503) 221-0800

Lumber Products,.... ..,...(800) 926-7103

orePac Building Products.,...,.......................(503) 682-5050

Pacilic Wood Preservin9.......,.......................(503) 287-9874

Stimson Lumber..,... .....(800) 445-9758

Thunderbolt Wood Treating...........................(503) 936-9976

U.S. Metal Works....,...,......,(800) 523-5287 (503) 668-8036

Western Wood Products Association..,...,...,.(503) 224-3920

Westridge Forest Products..,.........................1800\ 277 -9737

Weyerhaeuser Building Materia|s,,...,..,...,...,.(877) 235-6873

ROSEBURG

C&D Lumber Co. (Rjddle) ........,..,.....,...........(541], 87 4-2241

Herbert Lumber Co, (Riddle),........................(541], 87 4-2236

Hoover Treated Wood Products....................(800) 531-5558

Johnson Lumber Co., D.R.....,..,,....,..............(5411

RgguJlguurus

485-7578

Lumber Products...,. ..,...(541) 687-041 1 McFarland Cascade ...,..(800) 426-8430 McKenzie Forest Products.......,..,..,...,..........(800) 773-9329

Rosboro Lumber....., ......(541 ) 746-841 1 Western Woods, Inc...,...,...,.......,.,...,............(800) 822-8157

Weyerhaeuser Building Materia|s,..,...,...,...,..(877) 235-6873

MEDFORD/GRANTS PASS

Allweather Wood Treaters..,.........,..,,............(800) 759-5909

Lumber Products..... .....,(541) 773-3696

Norman Lumber Co. ......(541) 535-3465

Pacific Wood 1aminates......,.........................(541 ) 469-4177

Swanson Group Inc..,....................................(541) 935-3010

waldron Forest Products.......................,...,..,(541) 474-3080

McMINNVILLE / COBVALLIS / SALEM

Mary's River 1umber.........,.........,.................(800) 523-2052

Royal Pacific Industries............,.........,..........(503) 434-5450

Weyerhaeuser Co. (Albany)..,...,.,...,...,..,...,..(541) 926-7771

GHEATER PORTLAND AREA

Adams Lumber, |nc.,...,.......(800) 298-4222 (503) 245-1796

Bodyguard,.............. ......(503) 643-8800

Caffall Bros. Forest Products.,.....,...,..,...,.....(800) 547-201 1

DOMESTIC SALES: Jerry Long, Michael Parrella, Bruce Keith, Janet Pimentel, Pete Ulloa, George Parden, Vince Galloway, Steve Batick.

INTERNATIONAL SALES:

Nestor Pimentel, Oscar Portillo.

For rnore inlonnation Jront advertisers, usc the Web site in brackets.

Fred C. Holmes Lumber Co. ..............75

Gemini Forest Products Iwww.geminiforesLcoml...................80

German Timber Promotion Fund [www.germantimber.com].. ...........................17

GRK Fasteners Iwww.grkfasteners.com].............,...................26

Huff Lumber Co.................. ........54

Ipe Clip Co., The [www.ipeclip.com]

James Hardie [wwwjameshardie.com..... ........31

Keller Lumber Co................ .........82

Klausner [www.klausner-group.com]. ...............55

Krauter Storage Systems Iwww.krauter-storage.com]............3

LP Building Products Iwww.lpcorp.com].................................59

Lumber Association of California & Nevada [www.lumberassoc.com] ........E5

Manke Lumber Co. Iwww.mankelumber.com].......................44

Matthews International Iwww.woodmarking.com] ................43

Maze Nails [www.mazenails.com].......... ............29

McKenzie Forest Products [www.mckenziefp.com] .....Cover II

Capital Lumber Co. Iwww.capital-lumber.com].....................72 Cascade Structural Laminators [www.cascadesl.com] ..........71

Indian Precision Pine [www.cippine.com]..................17 Creatus Wood Products........,.,,....,,..

El & El Wood Products [www.elandelwoodproducts.com]....45

Fontana Wholesale Lumber [www.fontanawholesalelumber.com ]

Forest Products Research Laboratory [www.fprl.coml..........27

Forest Products Sales Iwww.forest-product-sales.com]..........E0

Norman Lumber Co. Iwww.normanlbr.com]..........................53

North Pacific Lumber Co. [www.north-pacific.coml.........l&19

Oregon-Canadian Forest Products of California ...................t2

Osborne Lumber Iwww.osbornelumber.com] ...........................8

Pacific Cedar Supply Iwww.lumberguy.coml .........................,10

Pacific Wood Laminates Iwww.pwlonline.com].................47{E

Pacific Wood Preserving Cm. [www.pacificwood.com]..........79

PALCO [www.palco.com]................ ..................37

Parr Lumber ..........93

PrimeSource Building Products [www.primesourcebp.com].61

Product Sales Company--.-.--...-.-. ....,..............6

Railing Dynamics Inc. Iwww.rdirail.com]................................41

Redwood Empire [www.redwoodemp.com].................Cover IV

Reliable Wholesale Lumber Iwww.rwli.net]............................67

or call (949) 852-1990 or mail to The Merchant Magazine. 4500 Campus Dr.. Ste. 480. Newport Beach. Ca. 92660.

Name (P/ease print)

Position Company Address City Stare _ Zip

Phone FAX

E-mail address

Want to Subscribe? check the appropriate boxes to begin receiving your monthly issues.

tr I Year ($18) E 2 Years ($30) E 3 Years ($40)

tr Bill Me tr My Check Is Enclosed

News or Comments? we rvelcome comments on articles, the magazine, or news of your company such as new hires, expansions or acquisitions (a fr e e s e rv ic e). Email dkoenig@ building-products.com, or Fax this form:

Riley Creek Iwww.rileycreek.com] ...........................4, Cover III

Rosboro [www.rosboro.com]

Roseburg Forest Products Iwww.rfpco.com]...........................47

Royal Pacific Industries ...............69

Roy O. Martin Lumber [nr,vw.martco.coml ............................39

Sierra Cedar Products LLC Iwww.sierracedarproductsllc.com]......................................52

Simpson Strong-Tie Iwww.strongtie.com]................................46

Simpson Timber Iwww.simpsoncalifornia.coml .....................25

Stockton Wholesale Lumber ..............................73

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

Swan Secure Products Iwww.swansecure.coml.................79, &]

Swanson Group Iwww.swansongroupinc.com].......................57

TAMKO Roofing Products [www.elementsdecking.com]........5

TAM-Rail by TAMKO Iwww.tam-rail.coml l0

Thunderbolt Wood Treating [www.thunderized.net]............32

Universal Fastener Outsourcing Iwww.9l l-nailscoml ..........E1

U.S. Metal Works [www.usmetalworks.coml ---.-----.........69

Vaagen Bros. Lumber Inc. Iwww.vaagenbros.com]................34

Van Arsdale-Harris Lumber Co. ..............................................86

Versatex [www.versatex.com]

Waldron Forest Products.................... ................81

Western Red Cedar Lumber Association [www.wrcla.org] .....7

Western Wood Preserving Co.

I www.westernwoodpreservin g.com I

Western Woods Inc. Iwww.westernwoodsinc.com].................65

Weyerhaeuser Co. Iwww.weyerhaeuser.com].................Cover I

W.M. Cramer Lumber [www.cramerlumber.com].................92

WonrrNG TocETHER

To MEpr Youn Neeos

It takes a great team to make a better load of lumber.

At Riley Creek, it starts with high standards and strict quality control. Steve Allen and his production staff combine talent and technology to make lumber you can count on.

Terri Littlefield and the sales group deliver exactlywhatyou need, whenyou need it. They offer superior market knowledge and experience that counts.

That's how we bring you the best.

25 YEans oF Quauw