The below articles are full versions of the articles found in Connections, our weekly newsletter for all DPHA members. These articles contain member news, industry thoughts, sales tips, new member spotlights and lots of other great content.
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Changing someone’s mind is one of the most difficult tasks for showroom owners, sales professionals and designers. Everyone wants to convince others to see it their way. Showroom sales professionals and designers want to convince prospects that their showroom and skill set is the perfect combination for their new dream kitchen or bath. Manufacturers often want to convince showroom owners to change their lines and select their product and services. Small children want to change their parents’ minds so they can eat more sweets or watch more television. In politics, one side always wants to convince the other side that their position is the right one.
Our world is spinning with controversy, Covid will not die, business is terrific and our customers are always asking for just a bit more. This consistent intensity is affecting us both in business and at home. We are all tired. It is a good tired, but we are tired nonetheless. And this fatigue might affect us and our team going into the final quarter of the 2021. What’s a growing business to do?
Historically, significant economic changes have been followed by the emergence of new design trends. Following the Great Depression, design favored bright, bold colors, sexier silhouettes and fun elements. Coming out of the 2007-2009 financial crises, we saw the advent of ruffled miniskirts, low-rise jeans, and rhinestones seemingly everywhere.
While I was participating in a round table recently, a discussion came up about competition within markets with multiple showrooms and how they are dealing with it. My thoughts went to a concept I developed some time ago when thinking about major markets and how a concentration of showrooms compete in those markets. Many dealers believe that the fewer showrooms there are in a given area, the better for our margins and partnerships with our vendors. In the past 25 years, that belief has been stood on its head.
The pandemic has become a part of our everyday lives in 2021. Stores, arenas, and restaurants are open and have adapted to serve as many as they can. People are traveling, and luxury homes are being built and remodeled at record rates. This is a special time to be alive and we can profit from this in the decorative plumbing and hardware industry!
A homeowner accustomed to buying top-of-the-line products walks into a showroom accompanied by a nationally recognized designer. For many showrooms, these are dream clients in terms of purchasing power, but can also be extremely difficult because they are used to getting exactly what they want. That’s why the showroom owner often insists that they meet with the showroom’s top DPH salespeople. This professional knows the decorative plumbing and hardware world as well as any and has worked on some of the finest homes and designers in the market. The three players in this scenario are at the top of their games and they know it. Who takes the lead and why?
Congratulations, your showroom is thriving, and you have an excellent repeat customer base How do you keep that momentum going with both existing employees and new hires? During my 15 or so years working in a showroom, I have seen firsthand what works and what doesn’t from the salesperson perspective.
Bravissimo! You’ve sold your client on installing a residential steam shower. It’s a solid health and wellness investment—and ups their home’s value. Mr. Steam has found some unique features, little tricks, and steam shower accessories that boost your client’s steam shower’s performance and enhances its functionality. They’re the little details that take a great steam shower into the realm of ultimate at-home luxury.
As we enter the second year of COVID-19’s impact on the world, many DPHA Members report that they have never been busier, requiring pivots to help assure clients, suppliers and team members have realistic expectations for fulfillment, performance and budget. To claim that it has a been a year like no other is a gross understatement.
After all the 2020 fallout, business has been rather spectacular for many in our industry, and reports are predicting another solid six to twelve months. All is good in DPH-land, and we are loving it. With all this good, I think it’s a good time to add some risk to our business plans. Let’s look for ways to make our luxury products and showrooms better than our competition. Let’s take some risks to make them noticeably different. Let’s move from driving in the middle and tacitly drift to the edge.