Search Twitter Facebook Digital HFBusiness Magazine Pinterest Google

Get the latest industry scoop


Monthly Issue

From Home Furnishing Business

Navigate toward Profit

Staying on touch with retail metrics can turn a mediocre operation into a High Performance Company.

Finding financial prowess in the furniture retailing business can be a tricky proposition. What numbers are key performance indicators? What components of the business can add to the bottom line, and which ones will have a detrimental effect? It has been several years since a comprehensive survey of retail financial performance has been published. In fact, the National American Home Furnishings Association report was last issued in 2009 based on data from fiscal year 2008. This is the first time Home Furnishings Business has published such a comprehensive look at financial performance in the home furnishings industry. Impact Consulting, parent company of HFB, compiled the survey for the NAHFA and has continued to maintain the data since that time using the same methodology. Currently, the information is available in the company’s Best Practices application of via subscription basis. The online information allows retailers to compare themselves to other home furnishings retailers and devise a plan on how to better manager store operations. Participating retailers submit financial information that is then matched to a standard chart of accounts to insure all expense categories are comparable. The study has been confined to traditional furniture retailers. Excluded are mass merchants, e-tailers, and vertical manufacturers, like Ashley HomeStores or La-Z-Boy Furniture Galleries, and vertical retailers like Crate and Barrel. To insure a comparable evaluation a balanced sample was selected to reflect a geographic mix, volume range, and merchandise price points.

Graphic A presents this breakdown.

Table 1 on the following page presents financial ratios for 2013. As can be seen in Graphic B (page 19), while the industry has recovered from the Great Recession kicked off in 2008, the financial performance of the furniture retail sector has not completely regained its footing. In fact, compared to 2008, the bottom line is a mere third (1.4 percent net income, 2008).

However, a significant difference arises when we analyze using different parameters like retail volume or price points. For example, let’s examine using sales volume. From the analysis in Graphic C (page 19) it can be said that it is all about volume. However, it appears there is a no-man’s land between $5 million and $25 million—operations too big to be run by an owner-manager, but without enough volume to justify a much larger organization. The following will explore the reason by each major operating rationale.

Furniture retailing has a number of elements that can contribute to or detract from revenue. Things like delivery, income and fabric protection are all considered above the line items. Smart management of these elements often defines a retailer’s success, or in some cases, failure.

Returns: Smaller retailers tend to handle many of their returns outside of their tracking systems by simply voiding the ticket or making even exchanges. The retailer at $25 million and above is more likely to record the transaction and feel the brunt of this major issue for the industry. However, retailers above the $100 million level show a significant difference. Is this an indication of tighter procedures or the introduction of a restocking fee?

Merchandise Protection: Merchandise protection, like fabric protection, is often considered to be a gold mine with the exception of those retailers in the upper to premium tier who often consider it a negative. For the midsize retailer—those with sells between $5 million and $100 million—merchandise protection is an important profitability component.

Delivery Income: Delivery income is beginning to become part of the consumer’s ire along the same lines as airlines’ charging passengers for checked baggage. However, for now, it is an important part of offsetting the delivery expense and can impact it by as much as 60 percent to 75 percent. Many high performance furniture retailers are able to offset the cost of deliveries.


The ongoing confrontation between manufacturers and retailers is to arrive at a selling price to maximize the volume sold to consumers. While this is a point of significant research in other retail sectors, the furniture industry is still playing a game of dare.

Retailers remain in the power position for now because few suppliers have managed to create and maintain brand names that resonate with the consumer.

Nevertheless, for many retail sectors, such as electronics and appliances with margins in the teens, the furniture industry’s gross margins are envied. The table in Graphic E (page 20) explores our current position. The information presented in Graphic E kills the myth that big retailers buy better and have better margins. However, those dealers may have a strategy of low price that consistently drives revenue at reduced gross profit levels. It’s important to point out that many vertical retailers, like

Restoration Hardware and the like, enjoy margins of 12 percent to 15 percent higher because of their direct sourcing model. Now let’s discuss how the industry makes so little profit beginning with what appears to be such a healthy margin.


The cost to motivate consumers to put home furnishings at the top of his or her discretionary spending and, more specifically, at your store through advertising is the first step in the process.

After arriving at the store, sales management takes over converting prospective buyers, and keeping the sale is the task of the backend. As we discussed earlier, between four percent and six percent of revenue can be lost through merchandise returns. Such returns can be attributed to the back-end operations, as well as to the front-end floor staff.

Advertising remains a function of volume with the foundation for smaller retailers pushing their expense up ¬about two percent. However, it is important to manage advertising expenses. It’s imperative to control costs while measuring the advertising’s effectiveness on a weekly basis. The only measure is number of visits—or ups—to the store or the Web site. With such scrutiny, advertising effectiveness will improve. Weekly sales are secondary results influenced by a number of other factors.

Sales Expense includes not only the sales associates’ commission, but also sales management, bonuses/contests and similar activities. The January/February 2014 issue of Home Furnishings Business provided some significant perspective. Warehousing/Delivery completes the cycle of selling expenses, and it must be managed intelligently. Often a retailer’s upfront performance is negated by the backend if the retailer is unable to manage it effectively. If that’s the case, management should seriously consider outsourcing warehousing and delivery functions.

Hidden in the other factors is Sales Office. Retail technologies exist to eliminate the sales counter which can cost one percent or more, but can zap consumers’ excitement for the furniture purchase. Graphic F (to the left) presents this information graphically.


To complete the selling process requires a place to conduct business (Occupancy), a management team to develop and execute a strategy, and, technology, which is becoming more and essential in controlling the overall process. In total, this expense is almost equal to the selling expense. See Graphic G on page 21. Do the larger retailers have an advantage over the smaller retailers because of volume? Not proportionately. However, the ability to attract top talent and secure the best locations is often the case. The focus is not to reduce the expense, but to make the most effective decision. We believe the expenditure for information for both systems and data will expand. Of course, we are invested in this area via our portal, which offers business intelligence to our clients.

The importance of location which impacts occupancy cost has always been key, but it’s stepping up to be a major factor today as time-starved consumers want to find furniture retailers adjacent to their Saturday shopping routes The management team (Administrative) is a major decision and can be the difference between a $50 million retailer and a $100 million retailer. It is a matter of management talent. The decision for a $10 million retailer to hire a sales manager is excruciating, but the increase in close rates and average ticket can increase sales by 20 percent if properly managed. This is true in all areas—delivery, warehousing, and advertising. Results can be produced when someone is focused on the task. If a retailer cannot execute the administrative tasks, it makes more sense financially to hire an outside supplier. This is especially true with delivery functions where costs can be reduced and customer service improved.


This area of expense was, at one time, a key area of profitability for retailers when many carried their own paper. Some still operate as credit houses; however, the likes of the former Heilig-Meyers are only in the memories of the seniors of us still in the industry. Today, credit is a crucial place to control cost. Graphic H (to the left) provides the statistics.

From our perspective, credit is a selling expense that has emerged as a perceived necessity to generate consumer traffic. In our experience, less than 30 percent of consumers opt for offered credit promotions.


Keep in mind; our numbers are only guidelines to stimulate thought and discussion of how to profitably run a retail operation. We caution any specific retail figures, to be comparable, must be compiled to conform to these classifications. We believe an ongoing focus on a company’s statistics is the path to high performance companies. It is not achieved in a month, but is part of a continuing process. Such a process is greatly enhanced with a membership in a retail performance group that allows for an open and frank discussion of the barriers to achieve certain objectives occurs with retail peers.

While the overall industry statistics are discouraging, there are individual retailers who achieve 10 to 20 times this performance level. We challenge you to be one of those. Home Furnishings Business is committed to providing input to your process. HFB



Best Practices

FurnitureCore’s application, Best Practices, provides an ongoing monthly measure of a retailer’s performance. No individual retailers’ numbers are shared, only composite percentage results are provided. Contact for more information.

Want More?

A more detailed Operating Performance Report—2013 is being prepared and will be available in April. The report will detail further each expense category as well as segments by price point and region. Contact to reserve a copy.

Bet on Black

Let’s talk about ways to keep furniture stores out of Red.

“Lowest price” might appeal to consumers shopping for furniture, but the competition among home furnishings retailers to meet that goal is killing bottom lines at a lot of stores. Particularly in case goods, our product essentially has seen price deflation over the past two decades. Over that time, furniture’s consumer price index is flat, while other consumer goods sectors’ have risen. This article takes a look at ways retailers can add to the top of the line—and maybe plug a few cracks where money is leaking and shaving already slim margins—with a particular focus on merchandise protection sales, delivery and returned product.


A dirty little secret about furniture retailing: Some stores’ margins are so slim that the only way they make money is through the sale of product protection plans. We’ll spend some time here, since even if your store isn’t desperate, those plans can give you a little more breathing room on the bottom line. Protection is a concept with which other sectors are doing pretty well.

“I purchased a television from Best Buy a few weeks ago,” said Joe Milevsky, CEO of Acworth, Ga.-based consultancy JRM Sales & Management. “I asked about the percentage of customers who buy warranties.

They said it was 12 percent of most big-ticket purchases—not even big-ticket, anything over $50.

“To me, it’s providing a high level of service, and it’s necessary addition to profit for any retailer. I don’t believe it should be forced on somebody, but it should always be presented in a positive light.” John Egger, CEO of Profitability Consulting Group, is blunt with his clients about protection sales.

“If your team isn’t averaging closing on protection for 4 percent of sales, you have a problem,” he said. “It’s a profit center that takes extreme discipline. It can’t be an add-on, it needs to be presented in an educational way.”

Egger’s last point is of particular importance, and one naturally shared by providers of product protection. We asked a few about how retailers can get more out of their protection sales. They agreed that slapping a plan on the table at the end of the sales process is not the best strategy.

That makes it a hard sell, and consumers shy away.

“Where many store associates fall short is they try to make the protection sale an add-on,” said Chris Taylor, director of sales for the furniture and rent-to-own channels at Protect-A-Bed, whose mattress and bedding protection products are in more than 7,000 storefronts nationwide. “To me, the way to do is that the same questions you use on educating the customer to buy furniture are the same ones you use to sell protection. ‘What don’t you like about your existing mattress? Part of the reason you’re here looking for a new mattress is that you didn’t have a protector on the old one.’ It’s about getting more life out of your mattress.

“The cardinal sin—you make the sale and then ask, ‘Oh, did you want to add a protector to that?’ Use the questions you’re asking to encompass all the consumer’s needs. It’s all one sale.” Bringing up protection at the end of the sale rarely succeeds, agreed, Tim Vaughan, national accounts sales director at Guardian Products. He suggests incorporating protection when a salesperson is pre-qualifying a customer’s needs and/or describing what the store offers—in home design, next day delivery, etc.

“A savvy salesperson is proud of their store’s offerings and basically assumes the protection sale while asking questions whose answers help the customer realize the need for protecting their investment,” Vaughan said. Alan Salmon, president of Montage Furniture Services believes sales associates must focus on the true value of the protection plan.

“Do not oversell it—‘don’t worry, it covers everything,’” he said. “No, it doesn’t.

Everyone loses in that scenario, except the RSA. There is coverage in there that will be of value to the vast majority of people at some time during the term of the plan. If RSA’s do their discovery effectively they should tailor the value to the needs of the consumer.”


We asked protection vendors if they have a sense of the close rate on protection sales as a percentage of total sales for their clients.

“We have some ways of ball-parking performance based on a dealer’s sales, or estimated sales, and most dealers are pretty open about their performance,” Salmon said. “The most common way this is measured is as a percentage of total sales rather than an attachment rate, i.e. five plans sold on 10 furniture sales equals a 50 percent attachment rate.

“As a percentage of total sales, 5 percent is considered good performance, and 7 percent is leaderboard. Our best guess at an industrywide level is 3 percent of sales.” Guardian’s Vaughan gave a similar number for a likely average nationally—2 to 3 percent—for gross sales of furniture protection sold on sales of all furniture, including upholstery, case goods, area rugs.

He added that mattress accessories/pads are a higher percentage relative to the mattresses sold—especially when in a specialty mattress.

“All retailers value and therefore promote protection differently,” Vaughan said. “Some stores sell 6 percent to 9 percent of total furniture sold, and some are 1 percent or under.”

Taylor at Protect-A-Bed said the answer varies widely, and on a number of issues: whether the retailer’s measuring the performance of the category; and the compensation model that is or is not in place to encourage protection sales. He added that Protect-A-Bed’s offerings don’t vary from the traditional protection model.

“Our approach is that (bedding protection) is a product driven sale, and it’s good for mattresses the customer already owns,” he said. “As a product-focused provider, we’re looking to give a tangible benefit. We give the consumer a lot of options to choose from. There’s no if in what we do— here’s what happens when a human body sleeps on a mattress.”

How can retail sales associates handle objections to adding protection to the consumer’s purchase?

“That’s where the training, and the retailer’s commitment to the category, comes in,” Taylor said. “If you don’t set expectations, it gives salespeople little incentive to overcome objections.”

He also believes attachment rates don’t tell the whole story. “There are two key factors: average unit selling price and attachment rates,” Taylor said. “The one metric that captures both those factors is the percentage of retail sales. Divide Protect-A-Bed sales by the value of overall business, the sales of the category that it was designed to protect.

“Why that’s important, generally speaking, is that the margin on protection business us higher than many other categories on the floor,” he said. “If you put importance on it, you’ll get performance out of it.”

Customer objections to buying a protection plan generally go back to the core issue of not incorporating the idea early on in the sale of the product to be protected— or not mentioned at all.

“Sometimes customers have objections, but most of the time, when it’s not sold, it’s because it was never brought up,” he said. “That’s the number one reason protection doesn’t get sold.”

He believes its important to acknowledge objections along the lines of “Yes, we have heard about other negative experiences but we here at …”

Break down the cost in little bites: Point out that protecting the sofa for five years is $1 per month; and that furniture is frequently the shoppers third or fourth largest investment—they insure their house and car don’t they?

“Reemphasize the biggest features for that particular customer, which should have been discovered through successful pre-qualifying,” Vaughan said. “And again, the protection concept cannot be introduced at the end of the sale—customers are turned off.”

Salmon said if sales associates have done the discovery properly they ought to be able to handle much of what comes up in the way of objections. It also helps to find some success stories previous shoppers have had.



Some retailers are exploring the possibility of formulating their own protection plans.

“The advantages are that they may save money up front, and they can treat their customers differently if they’d like,” said Vaughan. For example, “Mrs. Smith has been buying from them for 20 years and she spills bleach on her sofa (no one covers) but she wants it taken care of—they can.”

There are challenges there, he added. Does the retailer have the customer service staff there to handle all claims? Will they have to say “Yes” more often—when they say “No,” the retailer gets the blame, not Guardian or a similar third-party provider. “Maybe most important is, do the states they sell in require the programs sold to be underwritten by an insurance company, if the retailer should go out of business?” Vaughan said. “This is an increasing mandate from state commissioners. Is the retailer aware of and capitalized for this?

“We’ve been around since 1977, and just in the last 18 to 24 months we’ve gotten underwritten. There are 16 states where you can’t do business if you’re not underwritten.”

Montage’s Salmon believes the topic of formulating their own protection plans rates a separate article.

“Suffice it to say that there are pros and cons to a self-insured strategy—you own the profits, but you also own the losses,” he said. “From what I have seen and heard, the concept is being sold by some as a no-lose option, but this business is not as simple as some would have dealers believe.”


With retail margins what they are, is “free delivery” a concept that’s outlived its time?

Charging for delivery is a scary step for some retailers, but they might take heart from airlines—with few exceptions, you won’t check a bag on an airplane without paying a fee. There was a lot of grumbling, but now its par for the course. If you offer free delivery, make sure you can afford it.

Third-party delivery services “are not running a company for charity, and if you farm it, they’re going to charge enough to cover their expenses,” noted JRM’s Milevsky. “A lot of retailers don’t treat delivery that way. What I see, and that’s from 100 financial statements I look at, is that the percentage (of furniture retailers) that charge anything is low. I’d say the percentage that charge enough to cover the direct expenses of delivery and the indirect cost of things like management’s time is lower.”

There are real costs involved that the retailer has to recoup in some way: fuel, truck maintenance, time for two delivery people, the list goes on.

“We’ve shifted 78 clients to charging for delivery, and not one has gone back,” said Egger at PCG. “Delivery should be a profit center, not a break-even.” Milevsky also believes delivery can be a profit center. Retailers need to break down those costs and develop a charge formula. “That includes accounting for any revenue from delivery charges, payroll for delivery personnel, expenses for running a truck to the customer’s home, and management costs in terms of time,” he said.

“Look at it as a separate P&L statement. A lot of (retailers) rationalize that they can’t charge for delivery because their competition doesn’t do it.

“For my clients, if their margins are inadequate, I’m going to tell them to charge enough for the product to make a decent margin, and then charge for delivery to cover what they’re spending there.” Retailers need to get the full picture of delivery costs, and that includes reading some fine print, said Dan Schneider, CEO of SIB Development, Charleston, S.C.

“They have to really understand their truck leasing, what’s in the lease, what’s not and the extra costs involved,” he said. Also, beware accepting your current arrangements out of force of habit.

“Say a retailer got their first and second trucks from so-and-so, and they’re getting their 100th from the same guy,” Schneider said. “The furniture business is such a legacy business—multiple generations working for the store.

“They’ve formed the same type of relationship with some of their vendors. They’ve been working together so long that they assume they’re getting the best deal, and that’s not always the case.”


Merchandise returns leach money out of retail operations in several ways—time, labor and fuel to pick the item up from the customer; a piece of furniture that will only go at a damaged-goods price if it can be sold at all; plus the more intangible aspect of customer goodwill.

Egger believes minimizing return goods starts at the back end. “If 10 percent of your deliveries require a trip back to the house, that’s huge overhead,” he said. “As independent retailers we have to be more than gracious—we have to be quick and decisive. And you can’t get better advertising than a customer who’s satisfied the first time around.”

Egger suggests 98 percent as a perfect delivery goal: “If you fall below 95 percent, you’re not getting it right.” It’s not all on the back end. Be mindful of overselling on the sales staff’s part.

“What are they telling people you can actually do and not do?” Egger said.

Milevsky said his clients understand the importance of taking the time up front to get it right the first time. Inefficient delivery operations, last-second add-ons add to cost. Are you “selling on approval”?

He also believes that what happens on the sales floor can impact the level of returns. Beware sales associates creating unreasonable expectations on the customer’s part.

“The salesperson says, ‘If you’re not happy, we’ll pick it up,’” he said. “It makes the sales process easier, but adds a lot of stress to the rest of the operation. … A lot of the issues on the delivery side of the business are created by over-selling by the salesperson.”

There’s an educational aspect to selling furniture, especially wood furniture that can prevent returns. “For sure it’s something we have to watch and have to understand how to deal with,” Milevsky said. “If wood looks different than it did in the showroom, that’s nature’s fault.” HFB

Margin on Merchandise

There’s margin, then there’s margin. Operating margin for the entire operation? That’s easy. Determining margin down to each vendor, product category and individual item? Today’s operating systems have the ability to sort that data, but there’s a lot of fine print to read. Read it anyway. JRM Sales & Management CEO Joe Milevsky said furniture retailers should set margin goals for overall business, by category, and by individual product from each vendor, based on what the market will bear.

The number of vendors even a small furniture store might carry can make for a lot of homework on management’s part. “I look at the appliance experience, where you have a handful of manufacturers, and they own everything,” Milevsky said. “You buy a Kitchenaid or Jenn-Air? Guess who owns that—Whirlpool. “A furniture dealer has thousands of resources to choose from, and one problem is we tend to make it more complicated than we need to when we’re putting a package together,” he said. “With the exception of a handful of names, the ‘brand’ is not very important to consumers. She wants something that looks good and will last.”

The good news is that once you know which products are making money on you floor and which are not, there are a lot of choices from which to choose in finding new vendors who might offer more margin-friendly pricing and terms.

“I believe in allegiance to vendors, but if I can’t get the margin I need out of a product, I’m going to look for what I need until I find it somewhere else,” Milevsky said.

John Egger, CEO of Profitability Consulting Group, tries to get retail clients to carry as much private label merchandise as possible.

The idea is that exclusivity allows a margin bump since the product is unique to the store—or at least in the market it serves. When it comes to making more money on each sale, though, it’s

“Retailer, Heal Thyself.”

“The worst person about getting margin is often the store owner—90 percent of the time, he wants to be the cheapest guy in the market,” Egger said. “Owners and salespeople have to realize that if you’re the cheapest on every item in the store, you’re likely to go broke.”


Dan Schneider, CEO of SIB Development, suggests looking for a landed price on goods from vendors to make sure retailers know how much they’re paying for freight. “Can you negotiate terms to get a discount for paying in 10 days or COD?” he said. “There might be manufacturers who need the money right now who would be willing to give up a few points.”

Retailers also can improve margin by honing in on their sales processes—and some vendors are looking to speed that along. Take mattress vendor Kingsdown. Bedding is the most profitable, quickest-turning category overall in the home furnishings sector, but there’s always room for improvement.

The vendor’s “Bed Match” point-of-sale program, in conjunction with a detailed sales process, analyzes a shopper’s size, sleeping habits, particular aches and pains, and preferences to suggest specific mattresses that fit their needs. “The consumer can get fitted to the right bed with measurements based on real science,” said Kevin Damewood, Kingsdown’s executive vice president of sales and marketing. “We’ve found that approximately 60 percent of the people who try this process buy the bed; and the average sale is around $2,700 for a queen size. “At wholesale, the average cost of the product we’re selling for Bed Match is $600 to $625 a piece, so we’re aiming for higher tickets at higher margins.”

When the process is followed, Damewood said the conversation with the consumer doesn’t mention price until a specific mattress and alternatives are found.

In addition, retailers participating in the program can bring a competitor’s mattress to Kingsdown for analysis—with the competitor present at the test—and put that information into the Bed Match system for use at retail.

“We don’t want consumers to think this is contrived science,” Damewood said. “The consumer typically hates shopping for mattresses because they worry about pressure from commissioned salespeople, and so much of the product looks the same.” He identified several types of consumers for bedding: 35 percent to 38 percent of consumers are value shoppers that don’t really care what they sleep on; 15 percent are a luxury brand buyer that will always buy the best; and another 35 percent are buying a new mattress for a health issue, a category that continues to grow.

“To build margin, what you want to do is sell the highest quality bed you can within those categories,” he said. “If retailers continue to improve their sales process, they’ll sell more and have happier consumers. With the Internet and blogs the way they are today, having a happier consumer is a very important thing.”

Plugging the Leaks

There are more ways money can drain from a retail operation than Dan Schneider can count. In most cases, the remedy boils down to paying attention.

Schneider is CEO of SIB Development, a Charleston, S.C. - based consultancy specializing in fixed-expense auditing and cost reduction consulting.

Furniture retailers are in the business of selling furniture, and top management always pays attention to aspects of that business such as buying goods and merchandising those goods on the floor. Schneider said to beware letting money trickle away by ignoring such “non-core” costs as phone bills, trash bills or monthly maintenance contracts on, say, copy machines.

“Owners often put things like that in the hands of a middle manager with no fiduciary responsibility,” he said. “When you add these spends up it can be tens of thousands of dollars.” Say that person actually does a good job negotiating contracts and payments for services. “You have cases where they never communicate that to accounts payable,” Schneider said. “They have to tell the person cutting the check to be aware of new pricing.”


Schneider said bank fees are something many retailers pay little attention to; or if they do, they might be scared of riling the bank if they think they’re too high.

“Sometimes you get a great rate or line of credit,” he said. “To get that rate you’re required to bank with them, but you might be getting nickeled-and-dimed on ‘treasury fees’ like transaction processing charges.”

How well do you understand the ad rates for you print and billboard advertising?

“You might have a marketing person doing that buying, but they might not have fiduciary responsibility,” Schneider said. “You want a finance person involved in the process. Also, marketing people are creative, they aren’t numbers people.”

And while everyone wants to trust their employees, make sure they’re always working for your business’ benefit, not the benefits sometimes offered by service providers wanting to maintain the account: “Maybe they’re enjoying free tickets to sporting events in town,” Schneider said.

Flipping that coin, Schneider’s seen situations where a service vendor also was a customer at the store. Don’t feel too beholden.

“You might have gotten $1,000 from that sale, but over the years you might be saving $10,000 working with someone else,” he said.


“A lot of retailers leave money on the table by not offering a secondary financing option,” Schneider said. Say a person doesn’t qualify under your regular financing package. “There are plenty of financing alternatives to explore that will handle that business,” he said. “The customer gets the furniture— even if at a higher rate—and you get the sale. You’ve already spent time and money on your marketing and advertising to get them in the door.

If your margins are down 10 percent and you’re letting 30 percent of your customers walk because they don’t qualify, you can offset that right there with a secondary option,” Schneider said Plugging a store’s money leaks can involve very basic things. Take utilities.

“Put Wi-Fi thermostats in all your stores to make sure the heat’s not running all night,” Schneider said. “That cost is about $100 a thermostat—the technology has decreased in price so much. That alone can save thousands of dollars.”


More on Delivery

Making the call on whether to perform your own delivery or employ the services of a third party to get the customer orders to their homes depends on two things.

The first—your target for the percentage of sales delivery should cost (in Impact Consulting’s Best Practices survey that is 3.56 percent). The second is whether your own delivery operation makes that goal on a consistent basis. If the answer is “no,” a third-party carrier could well be worth looking into.

“The driving factor is cost,” said Charles Johnson, president of Diakon Logistics, Manassas, Va., whose home-delivery customers include a number of top 100 U.S. furniture retailers. “Is it cheaper to outsource or have your own in-home delivery?” Johnson believes retailers have to look at both “hard” and “soft” costs when making the call whether to keep deliveries in house, or outsource them.

Hard costs include trucks and maintenance, labor, workers compensation, damages to product and insurance. “If an employee drops a $2,000 sofa and it cracks, the retailer eats that,” Johnson said. “If we do it, we pay for it,” adding that an exception would be if there’s a problem with a product that’s contracted for delivery “in the box.”

“Soft” costs aren’t as apparent, but retailers should consider them, especially if they want to manage delivery in house.

“If you have a warehouse general manager who has 40 home delivery people running 20 trucks a day, that takes up a lot of that manager’s time,” Johnson said.

Retailers need to factor that time as a portion of that manager’s salary in gauging the true cost of delivery. The same holds true if someone is doing double duty on delivery and other functions in the business.


Control over the delivery process is another issue to consider. “Are you willing to give up control for a third party to be the last person to touch the furniture?” Johnson said. “That’s when choosing the right prospective partner is important.”

A good third party partner’s delivery personnel work for the retailer, as far as the consumer is concerned; and adopt the customer’s delivery process and standards as its own.

“If retailers create a true partnership, that control issue shouldn’t be such a concern,” Johnson said. “Their requirements are our requirements.

They set the standards, and we live by them.”


Johnson had suggestions for retailers looking to hone their delivery operation.

“The best measurement of your delivery expense is to look at it as a percentage of delivered retail sales,” Johnson said. If you’re looking at delivery cost as a percentage of overall revenue, which might include product protection, warranties and interest on private paper, you aren’t getting a true picture.

Taking delivered sales, say your goal is to keep delivery cost at 5 percent of those sales. If you’re going over your target, that’s when you look for problems, and if you consistently can’t meet that figure, it might be time to consider working with a third party.

Watch for how other numbers can impact delivery cost, as well, Johnson suggested. Take average ticket. For hypothetical purposes, say one year you had $100 million in delivered sales with an average ticket of $2,000; and the next year you had the same sales with an average ticket of $1,800. That equals more deliveries, with a corresponding increase in your delivery cost percentage.

Multiple deliveries on the same order are a no-brainer when it comes to driving up delivery cost. Maybe the product was out of stock or there was damage; perhaps the sales associate wrote up the wrong box spring for a mattress.

“Some retailers say they’ll eat that cost, but they need to recognize it,” Johnson said, adding that retailers should choose their battles on this topic. “When you make a decision to make a multiple delivery, is it a $600 order or a $4,000 order?” Do you deliver product before taking it out of the carton?

“If the retailer isn’t doing a robust quality control check when a container comes in, say opening one in 10 boxes before authorizing the load for delivery, they can see some return trips,” Johnson said.

Delivery is all about productivity, and if you’re not routing efficiently, you’ll make more trips, or need more trucks.” Johnson suggested that retailers considering one-day delivery perform a ZIP code analysis of where they’re taking 90 to 95 percent of their deliveries.

“You might find that in ZIP code X, you made 10 deliveries last year,” he said. “Your salespeople need to explain if someone lives outside that area, then they’re looking at next-day or five days depending on your operation.”

And, if you offer same-day delivery, actively promoting that service can save money. It might seem counterintuitive, but Johnson said getting the word out on the service increases delivery efficiency by increasing the density of orders going out for same-day delivery. If one customer a day wants it that day, the retailer might have to send a truck out for just a single stop.

Another factor Johnson said to consider with delivery is the number of days in the week when service is offered. “Let’s say you have 50,000 deliveries a year and your offer sevenday delivery,” he said. “If you scale back to six days, you might need more trucks, but they’ll have more density; and instead of going 10 miles per stop, you might be going seven. “You also don’t have warehouse operations, product inspections and other related functions seven days a week,” Johnson said. “You reduce your overhead because you don’t have that staffing seven days a week.”

From the Editor: On a Mission

Here’s the scenario. Four women, one car, and a Friday afternoon and an all-day Saturday shop-a-palooza in Charlotte. Mission No. 1—hit Ikea so one of my friends could make her first-ever trek to the behemoth home furnishings retailer. Mission No. 2—keep aforementioned gal away from her Columbia, S.C., home for about 36 hours so her family could prep for a HUGE surprise party. Mission No. 1 came out of Mission No. 2 in a roundabout way.

Plans were set to run away from our homes and families Friday afternoon, have a great dinner in Charlotte, spend the night and shop all day Saturday before heading home, the suspect—or she might now say victim— decided we should venture out of town early. That way, we could accompany her to Ikea to check out sofa sleeper options for the family beach house. Her decision nearly derailed the entire plan, but that’s another story.

Also on the list of stores to hit—Restoration Hardware and Pottery Barn. RH had a shower curtain she’d been eyeing, and a matelasse comforter that another one in the crowd wanted to see. Don’t ask who was interested in Pottery Barn or even what was on the list there; we only did a quick-moving breeze through the store at SouthPark Saturday afternoon.

It seems like many consumers these days, we became distracted by the apparel and shoe sale racks and new season designs. Those are the stores that captured our attention and some of our dollars. But, I digress. Back to Ikea, simply because it was our first stop of the adventure.

On my best of days, I get overwhelmed in an Ikea store. The stores are huge, have a zillion little “shortcuts” designed to move you quickly from one area of the store to another, and darn near require a map to navigate the floor plan. This particular day required focus. Focus to keep the devious plan on track all the while being distracted by one of my co-conspirators about to burst from keeping the real mission under wraps. She’s like a three-year-old trying to keep a secret!

But here are a few tidbits that I took away from our FOUR-PLUS hours in the Charlotte Ikea. There’s no way one can walk into that store without buying something. It may not be a sofa sleeper—that mission fell way short—but something will always be bought. Maybe it’s the excitement of the hunt or the group shopping or the sometimes shockingly low prices, but the four of us left with a hodge podge of items.

The tally from the four of us looked something like this. Four sets of 99-cent funnels. We all snagged a set of two. Three down throw pillow inserts, a glass salad bowl, plastic kitchen storage containers, five wire bins, four curtain wires and clips for a back porch, a whisk, a set of wine glasses and four sodas to go. The takeaway? You never know what little item will strike someone’s fancy. Sometimes the cash-and-cary items can keep registers singing. By the way. The party was a hit and we all managed to keep the secret.

Publishers Letter: In Pursuit of Excellence

This issue of the magazine focuses on performance. This subject is timely since much of our attention has been focused on the Winter Olympics. These exceptional athletes have trained for and concentrated the last four years or longer on these moments when they perform. The attention to the details of their sport plus the impact of external factors (such as 60-degree weather on the downhill slopes) will make the difference between an athlete winning a medal or not. This is nothing short of mind boggling.

So what does this have to do with furniture retailing?

Much the same as these athletes are those excellence- pursuing retailers with whom I have been fortunate to participate whether as clients or as Performance Group members. Many have known both the disappointment of failing performance and then the exhilaration of the comeback.

What brings about this success after potential failure? There is no silver bullet. Instead it is a process of doggedly pursuing excellence by understanding what impacts profitability and growth. In this issue of Home Furnishings Business, we break down the various revenue and expense elements for today’s retailer. While the bottom line may not be overwhelming, it will provide you a datum by which to measure your operations. Gaining a deeper understanding will allow you, similar to the downhill racer who shaves a tenth of a second off his or her performance time, to trim a percentage from each expense element. That continued effort will allow you to achieve 10 times the average.

The retail sector has few publicly traded companies for comparison and development of best practices. Our consulting and research allows us to collect comparable data, but this is all under the cloak of confidence. My dream would be to recognize those retailers who have achieved exceptionable performance in each area as well as overall. Our Performance Groups provide that recognition to a small group of peers, but not to the industry as a whole.

It is difficult to strive for excellence without recognition from others.

A Bedtime Story

Once upon a time in a cozy home in the suburbs, there lived a consumer couple who was eager for a better night’s sleep. A busy couple—both hard-working and parents to 2.06 children—they craved a solid eight hours so that they could wean themselves from the three-cup-a-day Starbucks’ Venti addiction. Prescription sleep medications weren’t doing the trick, so the couple decided to follow the advice of a friend and visit the local bedding specialty store in seach of a better sleep experience. At the store, they found a knowledgeable sales associate who was patient, kind and completely understanding of their need for sleep.

The associate explained the benefits and drawbacks of the various types of beds from innerspring to gel to air to memory foam and beyond. The couple “rest tested” a number of options as the sales associate suggested and after not much time later, they had agreed on the best mattress for them. The sale was completed; delivery scheduled and off Mr. and Mrs. Consumer went to await the quick, same-day delivery of their new mattress. Once delivered, the couple fell quickly into the bed where they slept happily ever after.

If only every mattress transaction were as simple and easy as this fairy tale, the bedding retail business would be full of sunshine and kisses every day. According to Home Furnishings Business’ latest consumer survey on mattress purchasing, consumers are for the most part pleased with their latest buying foray into the category.

More than half (53.7 percent) of our consumer panel bought a traditional innerspring bed. That percentage was followed by memory foam with 37 percent opting for that construction. From there, the next closest sleep surface option was air, like Select Comfort’s Sleep Number beds at 5.6 percent. Most of our consumers bought mattresses for the master bedroom (77.4 percent) with guest bedrooms taking a distant second place at 20.8 percent. The top selling size? You guessed it, queen with 46.3 percent landing there.

Second in line was king with a third of the panel opting for the larger sleeping space. Bedding consumers are quite the price-conscious bunch. More than 77 percent spent less than $2,000 for their bedding purchase. In fact, price ranked as the most important factor in buying a mattress following by rest test options, brand and sales associate’s recommendation. Never underestimate the need for consumers to rest test a bed. More than 53 percent spend at least 10 minutes testing out a mattress in the store. Thirty-seven percent of them opt for 15 minutes or longer. A mere 13 percent—a surprisingly high number—shun the rest test completely.

While here in furniture land we spend a great deal of time talking about adjustable bases, temperature regulation and adjustable firmness, the consumer isn’t quite there—yet. According to the survey, those three functions got only a mediocre rating, and very few consumers ranked them “very important” in their purchase consideration.

As with newer trends, those perceptions could all change with education during the shopping experience. Price constraints were a drawback for consumers who considered a memory foam mattress but bought an innerspring instead. More than 35 percent said the price was cost-prohibitive. More consumers bought from a bedding specialty retailer (37 percent) than other retail channels. More than 22 percent bought their new mattress from a traditional furniture store, 16.7 percent bought from a department store and 13 percent opted for a warehouse club. Another 11 percent bought online.

Overall, our consumers were pleased with their shopping experience. More than 62 percent of our panel rated their shopping experience as “enjoyable” to “very enjoyable”. The sales associates’ product knowledge also pulled in kudos with 68 percent saying they were “satisfied” to “very satisfied” with the service.

One missed opportunity among our consumers is the high percentage of sales associates—68.5 percent— who didn’t mention that it can take up to 30 days for a body to adjust to a new sleep surface. That tidbit of information could possibly lower the 18.5 percent exchange rate of new mattresses.


What Retailers Say

Simmon’s Beautyrest Munising

“It’s extremely popular due to its ‘best of both world’ construction. With the

cool and conforming layers of Air Cool memory foam topping the trusted and battle tested Beautyrest pocketed coil, our sales force flocks to this bed time after time to appeal to customers from both sides, memory foam and innerspring. Add the fact that our sales force knows this product was built specifically for us and our customers, and you have a homerun collection and a No. 1 mattress.” Retail is $2199.99 for a queen set.

Diane Charles
Art Van Furniture
Warren Mich.

Viva Sleep By Del Sol

“We created our own private label with a local vendor. We call it Viva Sleep by Del Sol. It’s great because it can’t be shopped, it’s a great value, and we offer a lifetime guarantee since it’s by ‘us’. “

Alex Macias
Del Sol Furniture


Restonic’s Comfortcare Signature 

The ComfortCare Signature Mattress is a multiple winner of both the Consumer’s Choice Best Buy Award and the Women’s Choice Women’s Certified Award. It’s one of Restonic’s best selling mattresses because it truly offers the best of both innerspring and latex. For the Women’s Choice Award, 96 percent of people who bought this mattress would buy it again. This mattress collection features a consciously casual Bur berry ticking over a layer of individually wrapped micro coils (as well as a layer of supporting individually wrapped coils in Restonic’s Marvelous Middle) along with Outlast technology, TempaGel and a unique Airflow edge for superior temperature regulation throughout the night.



 The Beautiful Mattress from Pure LatexBliss

The Beautiful Mattress is the top seller for Pure LatexBliss because the 12 inches of latex is a unique and clear differentiator for the product. Not only does its construction and sleek design elements stand out on a showroom floor, but there is tradeoff between price point and the comfort feel consumers look for. The layers – a 6 inch Talalay Latex pressure relief layer and 6-inch Talalay latex support core – deliver unparalleled support and pressure relief at a competitive price. Suggested retail is $3,500 in queen.


Gold Bond’s Smart Series 

This is the company’s first hybrid line and has an ultra-plush feel and contemporary look as well as the support of an innerspring system with the added comfort of a top layer of gel or gel-infused latex. Keeping with company’s mantra of high quality mattresses at lower price points, the collection will feature American-made gel and gel-infused latex components. It is successful because over-spacing the product gives retailers an advantage to operate at a higher margin, because they know Gold Bond’s sleep products are reliable and have consumer value.


Passions by Kingdown 

One of the company’s largest lines, Passions offer a variety of constructions, comfort feels, and competitive price points ranging from $599 to $2,099 in queen. Passions boasts more coils than any other brand, more than doubling the number of earlier models to 1,791. With 18 innerspring and foam models, the line is designed to fill a void in the marketplace, offering high-performance mattresses at middle-market price points.


The Platinum Preferred Collection signature look and feel is unlike anything else on the market today. Featuring high-end materials that provide a luxuriously supple feel, the artisan handiwork Kluft is known for and the best in phase-change technology, the collection is consistently a winner for both retailers and their consumers. Suggested retail is $2,499 - $5,000 in queen.

Omi’s Terra



The Terra is a unique four-sided mattress that offers a supportive plush feel and is favored by consumers for its comfort and versatility. Engineered with a medium firm base mattress and topped with a two-sided removable certified organic rubber 3-inch pillow top, consumers in urban areas have come to know this mattress as the “Guest Topper Mattress”—when they have visitors, they simply detach the pillow top and use it as a guest bed to save space in small apartments. Suggested retail is $5,795 in queen.

Performance Groups
HFB Designer Weekly
HFBSChell I love HFB
HFB Got News
HFB Designer Weekly