When the materials finally do hit the jobsite, supplier drivers and unloaders need to remain conscious of the ever-alert homeowner who holds ultimate contract authority with the remodeler. “These projects to them are personal,” says Van Camp. “‘Don’t block the driveway because I can’t get in,’ they are thinking, or ‘There is paint running out of the Dumpster. Why?’”
Like Harth Builders, the crew at MARK IV feels pro suppliers looking to establish a presence in their remodeling market can overcome a lot of the service and logistic idiosyncrasies by providing dedicated, face-to-face service from salespeople trained in the remodeling side of the business. “At TW Perry, for instance, we have one salesperson that all of our superintendents deal with, and we have salespeople and superintendents meet on site at the outset of a project,” explains Van Camp of the Gaithersburg, Md.–based dealer that supplies approximately 80 percent (30–35 jobs a year) of their projects. “And we do get better service that way.”
At TW Perry, president and CEO Ed Quinn is the first to agree that remodelers can be a little high maintenance. From frequent, small-load and just-in-time deliveries to servicing logistically tight jobsites in high-density housing areas, Quinn says there is a lot for the pro dealer to buy into. But the payoff of getting remodelers addicted to you as a supplier is worth the effort. “More product to the same guy is the name of the game, and by servicing the remodeler, you get the whole package,” Quinn says. “You get the millwork, you get the hardware, you get the interior doors, you get all the high-margin items that enable you to be successful.”
Whether it is answering the product knowledge call of an option-heavy project or delivering small-lot jobs on precise time schedules, Big50 remodeler teams like Harth Builders and MARK IV rely on pro dealers to go the extra service mile, but feel there is a lucrative market in the wait for those who are willing to step up. With the high maintenance comes greater rewards, including higher margin products, market differentiation, and consistent payment of accounts.
“Go out of your way to prove yourself to remodelers,” says Scott. “We are not going to be huge buyers, but we are going to be steady pays, and ultimately your growth will be exponential to ours.”
Vital Statistics Company: Harth Builders
Year founded: 1997
Headquarters: Springhouse, Pa.
Number of employees: 3
2003 gross sales: $720,000
