Taking Time for Getting Away, Getting Healthy Can Pay Dividends.
When’s the last time you insisted that someone on your staff take a vacation? You might miss them while they’re gone, but you might find yourself with a more productive, satisfied employee upon their return.
At Jerome’s Furniture in San Diego, vacations are part of the planning process.
“I tell everyone on my team to always have a vacation planned,” said Jerome’s CEO Lee Goodman. “It gives you something to look forward to and helps you do your job better.”
Goodman believes the anticipation of a fun time away from the job helps people feel better about what they’re doing, especially when problems pop up. They know they’ll be getting a break.
Vacations are all part of striking a balance between work and life, but research shows a lot of people aren’t taking time off.
According to a Harris Interactive consumer poll last May of 2,634 adults, three in five adults (60 percent) planned to take at least one leisure trip through August. That’s down from the last such polls, 65 percent in 2009 and 66 percent in 2010. The percentage of consumers planning multiple trips also dropped.
VACATIONS CAN IMPROVE HEALTH
Canadian insurance and investment provider Standard Life operates an online wellness center where clients can get advice on a range of lifestyle and health issues. Vacations are part of a healthy lifestyle, according to the company.
The wellness center enumerated ways a vacation can benefit your health.
The very first benefit is reduced stress. Studies have shown a direct link between stress and health conditions such as headaches, cardiovascular diseases, cancer and other types of infections acquired as a result of a weaker immune system. Vacations also reduce the incidence of psychological burnout.
Studies also have found a positive relationship between vacations and intellectual function; and that well-rested mind is often more effective.
A vacation can improve your physical health by providing opportunities to catch up on sleep and exercise, two simple remedies for many aches and pains.
All work and know play isn’t good for family relationships. A helps families re-connect in a different setting and to build lasting memories.
Finally, taking time off can be a great opportunity to meet new people, laugh and do the things that you most enjoy.
Rest, relaxation and stress reduction are important for a person’s overall well-being.
Yes, some of this can be accomplished with regular, daily activities like exercise and meditation. However, vacation—an extended time away from work—is an extremely important part of staying healthy and balanced, according to primary care doctors and mental health professionals.
Jamine Hanson, a psychologist, is adamant about the benefits of vacation on a company’s bottom line and a person’s health.
“The impact taking a vacation has on someone’s mental health is amazing,” she said.
“Most folks return from vacation with better life perspective and are more motivated to achieve their goals. Even a relatively brief time-out can be helpful.”
Another study, this one conducted by travel planning site Expedia showed that the average American earns 18 vacation days a year, but only uses 14 of them.
According to the study, the American worker is sadly behind on the vacation calendar when compared with workers in other countries. Every European country included in the survey reported more vacation days earned and used than Americans.
France is at the top of the list with the average worker earning 37 vacation days and using all but two of them.
So, just what is this doing to our state of mind? Well, Hanson said people who don’t carve out down time for unwinding, may find it harder to relax in the future.
“We require down time so that our bodies can go through a restoration process,” she said. “Only when we are safe from external stresses can our bodies relax enough to truly restore themselves.” HFB
Wellness programs can benefit employees—and their employer—by promoting their health, safety and well-being.
The California Department of Public Health offers the following suggestions for implementing a worksite wellness program.
• Why develop a wellness program?
A wellness program may improve staff health, morale and productivity.
• What are some components of a wellness program?
A program may include some or all of these components: wellness newsletter, health risk assessments, health screenings, workshops on wellness issues, walking groups, health fairs, healthy potlucks and healthy snacks for meetings and breaks, physical activity breaks, fitness classes, smoking cessation classes; and incentives such as water bottles, insulated lunch bags, drink coolers, tote bags, stress balls, pedometers and cook books.
• How do you start a wellness program?
First, develop an advisory committee that represents the interests of employees and management.Second, conduct a needs and resource assessment: Determine employee needs, interests, concerns and schedules; identify available space and facilities; determine employer liability under existing health insurance, property owners’ insurance, workers’ compensation to pay, time frames and relevant skills; and identify relevant partner organizations.
Third, develop program components and activities based on the findings of the needs assessment: Determine if services will be provided by agency personnel, consultants or local community agencies; partner with other health-related non-profits organizations to broaden program offerings; develop a written document of program components and expected outcomes; develop formal policies for administering the program; and develop an evaluation plan for the program to specify how impact will be measured (include cost, participation rate, employee satisfaction, employee behavior changes and impact on participant education).
Fourth, include incentives, such as employee release time or items such as pedometers or water bottles, to encourage employee participation.
• Implement the program.
• Evaluate the program.
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
By Powell Slaughter
A focus on bringing a fashion and design orientation to middle price points and making shopping there a family tradition has meant steady growth of Montgomery’s Furniture.
The fifth-generation family business just opened its third and largest location, a 60,000-square-foot store in Watertown, S.D., which joins existing stores in Madison and Sioux Falls.
“We aren’t the biggest stores, the biggest operators in the market, so our approach is to keep that family way of doing business, that family atmosphere,” said Clark Sinclair , who owns Montgomery’s Furniture along with wife, Connie, son, Eric and daughter-in-law Neala.
“We’ve kept it different by spending a lot of time on displays and accessories at all our stores. We look for unique, fashionable fabrics and accessories. The bigger stores in our area concentrate on high-volume prices and looks, so we merchandise away from them. Our niche is to do the things they don’t want to do, which involves looking for something a little more on the fringe, a little younger. We try to stay a little more on trend.
“We constantly search for the kind of products that aren’t safe enough for the big boxes, so we give our customers a completely different experience.”
ACCESSIBLE FASHION, DESIGN SERVICES
Montgomery’s Watertown and Madison stores carry middle price points, while the Sioux Falls caters to a higher-end customer.
“A lot of our sales people are degreed interior designers with a lot of years of experience,” Sinclair noted. “We have a very stable staff that’s thoroughly qualified to go into the home and help consumers with complimentary design service.”
That’s for all three stores, not just the higher-end Sioux Falls location. It’s in-home design service at very accessible price points. Stability among the sales staff—indeed, all levels has been key—and Sinclair believes it’s because the company gives its sales/design staff the support they need to do their job.
“We feel we’re providing an opportunity for them to run their own business,” he said.
“They don’t have to clean the store or buy for the store, that’s all done for them. We give them a lot of latitude to do their job.”
More than half of Montgomery’s 85 employees are in supporting roles to the sales staff: “We have all the support people—cleaning, delivery, customer service,” Sinclair said. “In some stores, the sales staff has to clean up, handle customer service.
“We make our own draperies in-house, so the designers can work with those accents with customers in the store.”
The store’s Web site highlights its design service with designer profiles; and a room-planning tool is front-and-center on the home page.
126 YEARS AND COUNTING
The business dates back to 1888, when the Dakotas were still a territory.
“George Montgomery was a cabinet maker from back East who came out as far as the railroad went,” Sinclair said. “He stopped at the end of the line.”
Montgomery set up as an undertaker and furniture dealer. His son took over the business along with a son-in-law, the latter of whose children formed the third generation of management.
“The two sons were partners, and one of those sons was my father-in-law, so I am the fourth generation,” Sinclair said.
The other brother also had a son in the business, but the two brothers split up their partnership, which included two stores at the time.
“My father-in-law sold my wife and I the business in Madison 25 years ago,” Sinclair said. That was 10 years after he’d begun working at Montgomery’s.
Seventeen years ago, Montgomery’s opened a location in Sioux Falls, an hour south of Madison, which carries step-up price points.
“We had two small locations (in Madison), an old downtown location with three floors, kind of hard to work with; and a discount store on the edge of town,” he recalled. “We closed those and opened a new, 40,000-square-foot location 10 years ago.”
In February, Montgomery’s opened its largest store yet, 60,000 square feet in Watertown, an hour north of Madison. That location carries the same mid-price selection as in Madison.
“With Watertown, we’re well located along the state’s eastern border,” Sinclair said. “By the end of the year, we want to feel we’re running on all cylinders there. We bought for it last (High Point) Market, and we’ll fill any voids.”
Watertown has a lot of synergy with the Madison store.
“We’re advertising and merchandising the stores the same for more efficiency,” Montgomery said.
With those two stores carrying similar product, Montgomery’s now has the volume to order containers for these locations.
“We’re also going to carry patio furniture in all three stores,” Sinclair said. “We’ve been buying patio furniture in containers for the first time this year, since it’s for all three stores.”
SOME THINGS CHANGE, SOME DON’T
In his 35 years at Montgomery’s Furniture, Sinclair’s management techniques have evolved as the business has grown.
He said it’s far different running a single store with four employees—including himself—to overseeing three locations with some 85 employees.
“I used to manage by my gut when we were small, but now it’s all statistics,” Sinclair said. “We have a monthly meeting just on metrics—floor covering issues, perfect deliveries, sales, inventory levels—with each store’s management team.
“We’re looking at how to measure lots of different things—we’re going to institute a better way to track traffic.”
Montgomery’s membership in a performance group through Impact Consulting Services has pushed that along.
“The performance group really helps with that because now we’re comparing with our peers,” Sinclair noted. “When we see we have one of the lowest fabric treatment sales levels, we can figure out how to improve on that.”
The stores are moving to iPads, integrating them into their systems so sales associates don’t have to go to a computer when helping customers on the floors.
“It’s part of providing the tools they need,” Sinclair said. “There’s a lot of training and effort that goes into the tech side of our business.”
Montgomery’s also is shifting resources into e-marketing initiatives.
“My son is new-generation, so he’s really involved with this,” Sinclair noted. “He was a rep with Rowe for five years, seeing retailers of all sizes. Eric also belongs to a local group of young members of family entrepreneurial businesses.”
Regarding promotion, he added that the business is fortunate to be located in a where television advertising is affordable.
“As we’ve grown, we’ve been able to do more—that’s our biggest vehicle,” Sinclair said. “We also do newspapers, and we like local glossy magazines, because of the quality of the image we can show. We’re getting more involved in e-marketing and a little bit of direct mail and radio.”
The selling tools, the design orientation and the good working environment serve a goal that’s never changed.
“Our customers just expect more out of us in terms of quality and service,” Sinclair said. “We want to be the place to go if you want something fashion forward.
“I know of customers who are third-generation since I’ve been doing this. We depend on those people. There aren’t enough people in South Dakota that you can count on a lot of new people coming in.” HFB