Commitment to Service, Selling Value Instead of Price. Have De Young Interiors All in For The Long Haul.
By Powell Slaughter
Ask most furniture retailers for their best sales day week in and week out, and a lot will answer Sunday.
While most furniture stores depend on a full weekend to meet their goals, most people out there in the world take Sunday as a day to be with their families and worship as they see fit (or maybe even shop for furniture). If you work at De Young Interiors in St. John, Ind., you can enjoy that day as well. Though it shuts the doors on Sundays, De Young is still thriving after 87 years in business.
“We are a faith-based company, and we are closed on Sundays,” said Co-Owner John De Young. “We’ve been able to thrive and survive.” It also helps make for happier employees.
“A very large store in our area closed, and I knew the sales manager,” De Young said. “I was talking to her about a job, and I told her, ‘You won’t be able to make that kind of money here because we’re closed on Sundays.’ That’s our church and family day.” While the woman had children and would have liked the time with them, she still wasn’t sure about the money issue. She ended up giving it a shot at De Young Interiors. “Three months later I asked her how she was liking her Sundays off, and she said she loved it,” De Young said. “In our industry, we push and push and push, and we get burned out. My grandparents set these standards and we carried them on.
… We have a sign at the front of the store, and one of the things on there is “Closed Sundays, See You in Church. “People tell me they appreciate those values. I’m not going to push religion on anyone, but this does serve as our ‘silent’ witness.” Customers seem to like the store as well—it won the region’s “Best of” in the furniture store category this year.
4 GENERATIONS—SO FAR
Nick and Cora De Young started the business when they opened a joint furniture store and funeral home in South Holland, Ill., in 1928—a common business pairing at the time, when the makers of fine furniture also made caskets. The store’s emphasis on building relationships in the community it serves dates back to the Great Depression years, when the De Youngs would let people pay their bills when they were able to, a little at a time. That built a spirit of trust and friendship with their customers.
The De Youngs opened a second location in nearby Lansing, Ill., in 1939; and soon committed to the furniture only, bringing their customers more brands and a larger variety of products.
Upon retirement, Nick and Cora De Young turned the business over to their three sons: Gerry, Arnold and Sidney. The brothers ran De Young’s until their retirement in 1993, when the stores passed to their sons and sons-in-law; Jerry and John De Young, Bob Scheuneman and Tom McGehee.
De Youngs closed their South Holland and Lansing locations and, in 2005, the company opened De Young Interiors in St. John, Ind. De Young’s had made a decision to put all its efforts into a single, strong location.
“The demographics were good, and it’s a growth area,” said John De Young of St. John, located along interstates 30 miles south of Chicago in northwest Indiana. “Our town just got rated by CNN as the best place in Indiana to raise a family. The store is right across the street from Lakes Central High School, with 4,000 students. They’ve had a $140 million expansion.
“We’re on a very busy highway, U.S. 41, and that school is a landmark, with parents going to events there. It put us in a highly visible area.”
AN EAR TO THE GROUND
The four partners in De Young Interiors each have 40 years of experience in the business.
“An owner is always on site,” De Young said. “Any time we have to make a call on something to get a customer satisfied, it’s coming from the highest authority—one advantage of a family business.
“My office is right by our counter.
I have two open doors, and I can hear the interaction. It’s going back to what we were doing in 1928, with third, fourth and fifth generations of customers.” Some family owned retailers have closed up shop because they couldn’t get the next generation interested in continuing on or family squabbles.
“The foundation of priorities and how we treat each other is huge, because some families don’t get along,” De Young said. “We disagree sometimes, but we all are committed to the business and each other.”
CARVING A NICHE
De Young Interiors positions itself firmly in medium to upper-middle price points.
“We don’t deal with low-end product, but we have some priceconscious items, and we don’t go crazy at the high end,” De Young said. “That’s where we hang our hat. Customers have come to know us and trust us because of the good brands we carry and the service we offer.”
In May, De Young Interiors was voted “Best in Region” for furniture stores by readers of the local paper.
“We’d won that award in the past, but hadn’t last year,” De Young said. “We won again because we’ve worked a little harder.”
De Young Interiors’ floor staff is a mix of interior designers and sales consultants who have no design background per se, but all are highly trained on the products they sell. The store develops skills through mentoring; and relies more on selling value versus price alone.
“Take Smith Bros.’ construction—our sales consultants know how to say, ‘You may see the same fabric on a less expensive model, but the quality underneath this is better,” De Young said. “Our industry made a mistake by going cheap, cheap, cheap all the time instead of selling value. We have flourished because we’re selling better product and explaining the difference to customers.”
PRESENTATION ON THE FLOOR
Time was, De Young tended to buy the sorts of products he wanted, but that’s changing. There’s more designer input involved now.
In addition to the designers on staff, De Young’s son Kyle, who is sales manager, has a degree from Savannah College of Art and Design. His new bride as of this month has a degree from Harrington College of Design in Chicago. “Since we have more designers on staff, we’ve gone to more of a committee approach to buying decisions,” De Young said. “Kyle helped bring that to the table.
We’re combining the experience of management with the input of designers and sales managers.
“We’re very heavily accessorized—presentation is everything if you’re going to help people visualize how it will look in the home.”
A knowledgeable staff combined with a new emphasis on direct mail and e-mail blasts to give De Young Interiors what De Young “the best first quarter we ever had.”
“We’re continually trying to improve how we communicate to the customers,” he said. “We’ve done television and local cable, and radio in the past, but what we hang our hat on now is our mailing list— direct mail and e-mail.
“I don’t really understand social media, but Kyle does. We’re trying to market more on the social media side along with direct mail pieces. I’m convinced a lot of people aren’t reading newspapers.”
Direct mail and e-mail are especially effective because of the relationships De Young Interiors has built after 87 years in business. De Young shared an anecdote. “In 1928, my grandfather started the business, and in the early ‘30s he bought a hardware repair shop,” he said. “A local roofer bought nails from my grandfather.
“In 2004, I was moving records and came across a ledger with this roofer. When I moved to northern Indiana, the man at the end of the block turned out to be the owner of that roofing company.” De Young shared the ledger with his neighbor, and in addition to getting his business, “he sends his kids to me. You can’t buy that kind of word of mouth.”
GETTING OVER THE HUMP
Like most retailers, De Young Interiors faced a lot of challenges during the recession and the economy’s slow recovery.
“I think the economy in general has made everyone do a selfcheck,”
De Young said. “We had to do cut-backs, but we’re adding people again.
“We had built a new store and were on a real roll when the economy tanked. We keep talking about it on a daily basis.” While De Young Interiors isn’t resting easy, the immediate future does look promising.
“We had the best first quarter we ever had, and my warehouse is jammed with sold merchandise,”
De Young noted. “I think the rest of the year will be good, but I don’t know if it will be great.” Since De Young Interiors moved to St. Johns, 15 other furniture stores serving the market are no longer in business. The key to the store’s prosperity is Business 101, but apparently not everyone can pass that course.
“The amount of business you can get on the front end, you can lose on the back end,” De Young said. “We watch the doors on both ends, pay attention to detail and minimize expense.”
And despite a lot of multigenerational customer relationships— maybe even because of those relationships—service and satisfaction remain paramount.
“Ours is not a guaranteed approach,” De Young noted. “You have to keep earning that business.”
"The amount of business you can get on the front end, you can lose on the back end. We watch the doors on both ends, pay attention to detail and minimize expense".
- JOHN DE YOUNG
De Young Interiors
De Young Furniture is setting up for another generation of family management Kyle De Young, sales manager at De Young Interiors and son of co-owner John De Young, represents the furniture retailer’s fourth generation of management.
He brings a fine eye and a competitive personality—Kyle went to Savannah College of Art and Design on a baseball scholarship where he graduated in 2010 with a degree in visual communications with a concentration in design. He’s getting married this month, and his bride Carolyn has a design degree, hers from Harrington College of Design in Chicago.
It’s not where he visualized being, but the family business has provided an outlet to match his skills. A poor job market made working in his field a tough prospect; and after attracting the attention of a number of professional baseball scouts for his middle-infield and outfield play, a shoulder injury left Kyle unable to throw. “My whole life, I’ve been able to draw and paint,” he said. “I also had played baseball my whole life. …
My dad had always said (furniture retailing) is hard, you don’t want to work here,” he said. Still, Kyle had worked in the store’s back end as he grew up, and he was determined to get a job.
“I’m very competitive by nature,” he said. “I asked if I could work in the business, and (my father) said ‘no’ at first. Suddenly, my cousin moved from a customer service position.” Kyle finally talked his dad into letting him give it a try. “I took it as a challenge to solve problems,” he said. “When people call in and they’re upset, it’s like they’re saying your family’s doing them wrong. I take that personally.
“People often feel they’re being taken advantage of, and with a lot of the retail experiences they have, I can understand why.” Proving that he could take care of some of retail’s trickiest and most emotional situations, Kyle got a shot at sales. John De Young challenged his son that he wasn’t up to sales.
“My competitive nature came out in sales,” Kyle said. “My goal is that our family is going to take care of the customer better than the next person. We’re going to inform you more than the next person, and give you the best price and the best value. “My goal is to be better each day with whatever we’re doing, and we have to do a lot of different things in a day—selling on the floor, creating settings, backing up the warehouse.”
John De Young said Kyle brought the passion that won him a scholarship to the store, especially in terms of reaching out to a new generation of customers.
“In the father-son relationship, it’s always been my goal to challenge my boys,” the elder De Young said. “Sports taught good communications skills, good people skills, and how to work with a team to make it all work.”
In addition to his work at De Young, Kyle puts his design background to work on vendor Whittier Wood Furniture’s design committee. “He helped make some changes in their youth line, suggestions he brought to the table,” John said. “You don’t see many people his age in the business doing that. Kyle has the passion for it—that furniture fever people get.
“I worked side-by-side with my dad, and it makes me very proud to have Kyle by my side. On a daily basis, we bounce ideas around about product, and Kyle brings his age group’s perspective. That’s helped our business. There are some things I don’t agree with, but he’s made the right call on many occasions.”
When he has the time, De Young Interiors Co-Owner John De Young and his wife, Tamara, enjoy going “some place warm.” “It helps us personally and helps us refresh,” he said, adding, “Now that Kyle’s coming into the business, I can play some golf again.” Kyle is De Young’s son and the store’s sales manager. He has a big day this month.
“We’re getting ready for Kyle’s wedding in June, so that’s been keeping us busy,” John said.
In addition to a fulltime commitment to his family’s store, Kyle—who went to college on a baseball scholarship—is assistant varsity baseball coach at Illiana Christian High School.
“Both my boys received degrees on baseball scholarships, and their way of giving back is to help young players develop,” John noted.
John De Young, Gerald De Young, Thomas McGehee and Robert Scheuneman, business partners and co-owners; Kyle De Young, sales manager.
Canadel, Craftmaster, Hammary, Hooker, Kincaid, King Hickory, La-Z-Boy, Lea, Legacy Classic, Smith Bros. of Berne, Stein World, Thomasville, Vaughan-Bassett
De Young Interiors at a Glance
Homebase: St. John, Ind.
Stores: A 27,000-square-foot store dealing in mid- to upper-middle prices
Other Entities: A 20,000-square-foot off-site warehouse. In addition to furniture sales and interior design services, the store carries carpeting and flooring.
Staff: 30 employees, 15 full-time.
Revenue: Annual Sales of $4 million to $5 million
Web site: DeYoungAndSons.com
Getting ups today is not good enough to grow your sales. Converting impressions into contact information is how you grow your sales.
The world has changed. This is not a news flash, but it has changed. Marketing messages and metrics have changed as well. Long gone are the days of “shotgun” approaches just trying to get impressions. Today, every advertising dollar is valuable and so are the eyeballs (or ears) that absorb it.
We need to focus on the idea of cost per lead and what that effectively can do to our bottom line.
Cost per lead is not a measurement of sales or closing ratio. Cost per lead is the measurement of did you get your advertising to effectively lead to an action. An action in this case is the following:
1. A Web site visit
2. A customer up
3. A social media interaction (Facebook like, Twitter follow, Pinterest follow, etc.)
4. An e-mail open and a click through
5. A text message sign up
6. Any thing that could result in a customer contact
For one of our retailer clients in the month of March the following data was compiled:
• Number of leads generated during the month: 2,860
• Advertising dollars contributed to those leads: $21,000
• Total Cost Per Lead/Opportunity: $7.32 per lead/opportunity
How do you begin driving down cost per lead and generating more leads? Direct the consumer to go some where.
Here are some awesome things you can do to help drive her somewhere:
1. Utilized paid search on the major search engines. The consumer is searching for items every single day. However, getting in front of her is not always easy. To have your ad showcased when a consumer is searching for keywords that relate to you can only help drive home a possible opportunity.
2. Have different traditional mass medium (newspaper, TV, radio, direct mail) drive to different pages on your Web site, social media portals or dynamic landing pages. This will help you gauge the overall effectiveness of your messaging and media selection in your marketplace. It will also allow you to experiment with giving different offers and promotions to different segments of people.
3. Make your e-mail marketing messages come to life! Just sending out bland images or your current ad does not allow consumers to shop. Most e-mail suppliers allow for custom designs to help drive activity to multiple areas on the Web that can help allow for tracking and costs per lead to go down.
Today’s consumer does expect an offer. However, she also does not mind having to find that offers through different avenues. Let your advertising drive Ms. Jones to different vehicles so you can start capturing information from the consumer.
Once you captured Ms. Jones’ information you have the opportunity to speak to her before, during and after the sale. Not getting any information means the conversation cannot occur and thus an opportunity has slipped through your fingers.
New Ways to Sift, Think About The Information that Matters to Your Store.
“There are lies, there are damned lies—and then there are statistics.”
It’s an old saw, and while outfitting customers with products that match the lifestyle of their dreams takes a human touch, today’s furniture retailers—especially if they’re running operations employing more than a few people—can’t ignore the numbers that tell them what they’re doing right and also where they could make some improvements.
Analyzing your stores numbers is more than bean counting. It’s about pulling what’s really useful out of the huge amount of information generated even by basic store operating systems. As important—communicating what you find to your sales team and management personnel in an effort to help them do their jobs more effectively.
Numbers alone aren’t enough, said Bob George , CEO of Impact Consulting/FurnitureCore—it’s more about understanding what they mean, and using them to execute a business plan.
At the recent High Point Furniture Market George gave a presentation, “Big Data,” on how retailers can better utilize the huge amount of information their Web sites and store systems generate.
“The key to utilizing data is understanding the sorts of information; using it to identify customer segments and the opportunities they represent; using data for better promotional execution; and monitoring the results,” he said.
That can be a daunting task considering how much information a store automation system can generate. The first step is to create a place where that data can be organized and accessed, and George used the smart phone as an analogy.
“Every one of you probably has a smart phone,” he said. “Think about how much information you have on that phone—pictures, addresses, contacts—you’ve probably become dependent on that phone.
“Take one piece of data and expand it from there—it’s the what you did with your phone—your kids pictures, your calendar. Do it with you business in the same way.
Take that concept of all that information you have and layer it in. … If you don’t integrate that data and pull it together, you can’t use it.”
Create a place to store that data.
“The cost to store that data has fallen dramatically, and you also need the speed to get at it,” George said. “Where it should end up is where the rubber meets the road—in the salesperson’s hands. How can you use that data to influence the sales process?
“With ‘Big Data,’ the goal is to be able to say, ‘Bill bought something, but I knew he was going to buy it.’ He went to the Web site and asked about this SKU. Help your salespeople facilitate that movement from ‘I think I need some furniture’ to ‘I’m going to buy some furniture.’”
Traffic measurement, along with inventory, closing rate (both team and individual) and average sale, are absolutely critical sources of information, said Profitability Consulting Group CEO John Egger.
You might have those numbers, but understanding what they really mean takes deeper digging. Analyzing traffic numbers, for instance, is more than counting bodies.
“If you want to, drill down and use cameras at your door you can measure things like groups of people, family, ethnicity,” Egger said. “If the raw numbers say 80 people came in, that drill down will tell you that you had, say, 12 families, six groups of women, etc.”
Again, looking beyond the numbers, analyze where shoppers go in the store. Where do they stop?
“What if 70 percent of people stopped at a particular vignette?” Egger said. “That’s going to tell you something you can use in your merchandising.”
Say you’ve been gone for a week, and sales were half of what you’d counted on for that period.
“Your immediate reaction is to get all over the salespeople, but maybe there was a storm, maybe you were understaffed,” Egger said. “There are a lot of things that could have happened to let you know if there was a real problem with your people.”
DIGGING DEEPER: INVENTORY
Knowing how much furniture you have in your warehouse and on your floor, and how often you turn your inventory hopefully got covered in Retail 101.
Knowing you have X dollars in hand and that you turn it X number of times a year is fine, but if that’s where you’re stopping, those figures don’t really help you figure out how to make that investment in goods make money.
Do you know what part of that inventory has been sitting around for a while? Staying current on aging inventory is critical, Egger said.
“Someone has to be in charge of an aging report, and keep track of ‘not in location’ or ‘not available for sale’ items,” he noted. “That stuff can stack up to thousands and thousands of dollars. Suddenly you end up with $500,000 in dead items that could be cash. Someone has to be accountable for that.”
Egger shared an analysis Profitability Consulting Group performs for clients—slot cost.
“We go into a warehouse and see how many slots can be filled there,” he said. “We take total occupancy cost and divide that by slot—that’s the slot cost.
“If you have X amount of slots, we know that piece of furniture costs you X amount of money to sit there. If you have 1,200 slots that are (not in location) or (not available for sale), that could be replaced with merchandise that’s making you money.”
DIGGING DEEPER: TRAFFIC
While more than 50 percent of American retailers have installed traffic monitoring systems, they don’t always apply the information gathered to improving sales, according to Michael Bunyar, president of Montreal-based SMS Store Traffic.
SMS’ furniture retail clients include names such as Ashley Furniture Homestores, City Furniture, Dufresne and The Brick.
Today’s traffic counting technologies now provide queue management data, age and sex recognition, hot spot identification, group counts, employee elimination, dual view cameras and more. But retailers can do more to apply what they learn from those numbers to convert shoppers into buyers.
In applying store traffic to your operation, Bunyar said customer-to-staff hour ratio is one of the most useful ratios you can generate.
“That’s total traffic divided by the number of staff hours you use in a given day, or period of the day,” he said. “If your customer/staff hour ratio is 15, that means everyone on your floor dealt with 15 people. When you get to 30 or more, there is simply no available service. The floor staff is getting pulled every which way.
“When you look at that ratio on a daily basis, people agree that Saturday and Sunday are the big hours. The ratios for those times are typically the worst of the week, meaning your highest traffic is getting the worst service of the week.”
That ratio could well be an acceptable 15 on Tuesday or Wednesday, but if it’s 25 or 30 on Friday, Saturday or Sunday, you might be burning turf customer-wise.
“Just re-establishing staffing levels, bringing a little more available service to your key selling days has a huge impact,” Bunyar said. “The bottom line is that most retailers are desperate to increase sales. It’s all about your conversion rate. Are you selling 1 to 2 percent of your traffic? That’s a problem. Just adjust staffing so when people come into your store you can give them the service you need.”
Are you already selling 20 to 25 percent of your traffic? Taking it to 26 or 27 percent represents a huge impact in sales.
“It’s an easy fix, it’s a quick fix, and it’s an inexpensive fix,” Bunyar said. “If you talk with store managers, you find they’ve been petitioning their head office for years to get more people, but are told they’re staffed properly for their sales level. Improve the service, and you’ll improve the sales.”
DIGGING DEEPER: SALES
Jeff Winter is an owner at Discovery Furniture in Topeka, Kan., along with brother Jamie Winter. The operation includes Discovery Furniture, RoomMakers stores carrying Ashley goods Mattress Headquarters locations in Topeka, Kan., and Lawrence, Kan.; and an Ashley Furniture Homestore in Salina, Kan.
Discovery/RoomMakers has deepened its sales analytics in the past couple of years. More important, management puts the information it gets to work on managing and counseling its sales team and managers to help them perform more effectively.
“All the information is in our computer systems—what was purchased, who bought it, who sold it,” Winter said. “We have several components in the analysis we do. That includes normal sales specialist measurements like sales per hour, sales per guest, average sale, sales productivity.”
Discovery analyzes by week, month and year for each person; and it graphs that information by performance, and by furniture category.
“The manager sits down with each person so they know where they stand,” Winter said. “It’s making it so you can change and improve. … You can’t improve what you can’t measure, and it all leads to communication.
In the past year Discovery has added protection sales and delivery into the measurements the business tracks.
“We put those in because people who purchase product protection and delivery are our happiest customers,” Winter noted.
Sometimes, for example, customers decide to pick up the furniture themselves, and end up damaging it.
“That’s not our fault, but you still have an unhappy customer,” Winter said. “Say a customer opts out of delivery. We’re able to identify that, and help (the salesperson), coach them.
“With a lack of information, people tend to think they’re above average. Everyone wants to do a good job, it’s a matter of helping them with specific things, specific sales tools.”
Discovery looks at those same measurements by store and by each category. On a graph, a gold bar indicates expectations are met or exceeded; green means performance exceeds the prior period of measurement, be that year, month or week; and red indicates performance trails the prior year.
“We’ve formatted how we get that information into people’s hands, and it’s compiled every hour,” Winter said.
Daily text compare performance by day, week, month and year; and store managers see not only their store but also every other store.
“We also have merchandising tools, managing that in a real-time war room,” Winter added. “We determine what’s generating our gross margin dollars.”
It’s all part of re-thinking the way retailers can apply the numbers available to them in their business. HFB
Lessons from Outside
How Retailers in Other Sectors Use Numbers to Increase Sales Conversions.
SMS Store Traffic has been providing traffic counting systems to retailers for more than 40 years, and while the technology involved generates more information than ever before, retailers don’t always tap its full potential.
That’s according to Michael Bunyar, president of Montreal-based SMS Store Traffic.
While accurate counting is important, how the retailer applies the data is the key to using traffic information to impact sales in a major way. SMS has examples of client retailers outside furnitureland who are doing just that.
Eric Champagne, was vice president of information technology and logistics at Liz Claiborne/Mexx Canada from 1997 to 2011, where he in doubled the chain’s conversion rate over a three-year period using a traffic counting system from SMS.
He said at first there were some reluctant store managers who felt the system had a “big brother” feel to it.
“I told them I’m giving you a tool that will double your sales,” Champagne said.
The process began with a discussion with store managers about what they could affect, and what was out of their hands as it related to increasing store sales. Ultimately, they came to understand that they could directly affect their closing ratio and average dollar per transaction using information provided by the system, which provides combined traffic and sales information they can use to guide their sales efforts.
“In retail, driving sales with numbers is probably the most difficult thing to do,” says Champagne. “The sales force wants to be on the floor and selling is very emotional. But once they understand these numbers, they can take them and focus those emotions and energies toward the customer.”
One of the fundamental was to identify key traffic patterns at each store on a daily basis.
“Traffic behaves in such a predictable way that it’s scary,” Champagne said. “Within a few weeks of collecting data you can forecast how many people will come into your store on a Wednesday afternoon at 2 o’clock.”
In the vast majority of stores, the answer to increasing sales lies in providing more effective customer service during the key traffic periods identified by the software. This can occur in a number of ways, from altering staffing to provide more consistent customer service, to training, to setting more specific performance targets and standards.
Another way is to ensure the top-selling personnel are on duty during the peak traffic periods.
At Liz Claiborne, the changes increased closing ratio from 8 percent to 16 percent, all with the same amount of traffic.
Larry Lombardi, vice president of stores for 8 years at the 1,100-store Fashion Bug chain, reported a similar experience.
He led the retailer on project to improve conversion rates at approximately 75 Fashion Bug locations.
In instituting the SMS system, a training program was designed to be more customer focused at certain times of the day and less task-oriented. Fashion Bug also altered the way it scheduled sales staff to capitalize on identified sales windows when there were more people in the store.
Prior to the project, conversion rates at Fashion Bug were a little more than 20 percent. After several years, the conversion ratio had risen to 29 percent. The chain ultimately adopted a similar program at the rest of its stores and some related brands.
Lombardi said viewing data at “face value” is the biggest obstacle to maximizing the value of traffic counting—i.e., “traffic is up, traffic is down.” He adds that there must be a commitment of time and resources as well.
“Some people look at the information from traffic counting and say, ‘it is what it is,’ but it’s not,” says Lombardi. “It’s what you do with it.”