San Diego Dealer Goes the Extra Mile for the TroopsFor most of us, the day after Thanksgiving is a time for more football,maybe a trip to the mall or just hanging out with friends and family.

In San Diego, Darles Wilde, CEO of ABI Office Furniture, spent her dayjust a little differently. Starting at 8:30 a.m. and working through until 5p.m., Darles and her fellow volunteers at the America Supports Younon-profit put together some 150 care packages destined for Army andMarine soldiers serving in Iraq and Afghanistan.

There was nothing really special about most of the contents: plenty oftravel-sized sunscreen and lip balm, candy and other snacks, books andmagazines, even some toothbrushes, razors and shaving cream. Also inthe boxes were messages of support and encouragement from localschoolchildren.

But for the brave men and women serving on our behalf thousands ofmiles away, those packages came with a whole lot more.

“My father served in the Air Force so we know what it’s like being inharm’s way in a distant country and not hearing much from the folks backhome,” says Darles. “This is our way of letting them know they aren’tforgotten and that we’re here for them and doing what we can to maketheir lives a little easier.”

Darles and her fellow volunteers started mailing care packages about ayear ago. They work from a list of authorized items provided by thePentagon and send their packages to designated officers or chaplains inIraq and Afghanistan who make sure they go to soldiers who otherwisewould not be receiving mail.

Over the past year, support for the effort has been growing dramatically,Darles reports, and she gives special credit to industry reps Bruce Hobbaand Mike Baden of The HON Company and Peter Barron of OMNI Pacificfor their generous contributions.

“Items like sunscreen or candy may not sound like much, but they meana lot to our soldiers,” says Darles. “We’ve received some moving lettersfrom troops in places like Bagram who tell us how much they appreciatethe packages we send, but they’re the ones who are really special andall we’re doing is giving them the support they deserve.”

If you’d like to join Darles and her fellow volunteers in support of ourtroops in Iraq and Afghanistan, she’d love to hear from you. Just dropher an e-mail darles@abiofficefurniture.com to get started.

continued on page

newsWhen the GoingGets Tough, the Tough Make

Sure They’re Planning!If you look at nothing else in this month’s issue,please find some quality time to read Bill Kuhn’scolumn on planning.

As Bill himself notes, office furniture dealers arefinding themselves in an environment wheresurvival of the fittest is truly the order of the day. Theindustry has never been particularly tolerant of “seatof the pants” management but today, the margin oferror is narrower than it’s been in a long time.

If you want your business to be among the survivorsand ready to ride the wave when the market doesfinally turn around, now is the time to be doingsomething about it. And Bill’s column provides aboutas comprehensive a guide to what’s needed asyou’re likely to find.

If you take Bill’s message to heart, you’ve got somework ahead of you. Under four differentheadings—Strategic Thinking and Planning;Marketing, Sales and Branding; Financial andOperational; and People, Leadership, andCulture—he poses 50 challenging questions andgetting the answers right for your dealership willtake time and a company-wide effort.

But given what’s at stake, it’s time and effort wellspent. Again, to quote Bill, “While the currentenvironment is one of uncertainty, confusion formany, and even chaos and crisis for some, this isexactly the time when opportunities arise. What Isaid at the beginning of the year in January bearsrepeating: ‘Even in tough markets, opportunitiesarise and a properly run business can thrive in arecession.’”

None of us expect next year to be much easier. Butwith the right planning and preparation today—anda recognition that whatever we put together todaywill need to be fine-tuned and adjusted as marketconditions change—there’s no reason why thewell-run dealership can’t find opportunities nextyear and position itself for a return to growth andprosperity.

Simon DeGrootEditor in ChiefOFDealer

continued on page 3

APRIL 2009 OFDEALER PAGE 2

If there’s one key indicator of a successful entrepreneur, it’s theability to find opportunity and value in even the most difficultcircumstances.

Like many dealers, Darla King and her team at King BusinessInteriors (KBI) in Columbus, OH are facing a challenging marketwith too few buyers and too many customers with unwantedoffice furniture on their hands.

Bad news? You bet! But that doesn’t mean the current situationis totally without opportunity. That’s where Darla’s “Connectingthe Dots” program comes in.

For no other reason than it’s the right thing to do, Darla’sdealership “connects the dots” between customers looking tounload surplus office furniture and local non-profits, schools andother deserving organizations in need.

The program itself is not new—Darla connected the dots for thefirst time about four years ago—but it’s become particularlyrelevant in the past year or so, as customers downsize and aslocal charities find their budgets under increasing pressure.

“There’s such a need for our products among non-profits in thecommunity right now,” Darla reports. “Their services are in

greater demand than ever and theirresources are being squeezed likenever before.”

Organizations that have benefitedfrom Darla’s efforts include the Marchof Dimes, Habitat for Humanity, freemedical centers, schools and moreand the list of participating donorsreads like an Ohio business Who’sWho’s, with names like Lane Bryant, Honda of America, Verizon,AEP and others on the roster. And in most cases, KBI willprovide design, delivery and installation at no charge as theircontribution to the effort.

There’s also an environmental side to the program, of course.KBI has a strong ongoing commitment to the sustainabilitymovement, having sent over 170,000 lbs. of cardboard, steel,plastic, wood, aluminum from its warehouse operations to localrecycling operations. “Connecting the Dots” supports that causetoo, and Darla estimates that in the past year alone, the programhas helped find a useful home for over 10,000 lbs. of furniturethat would otherwise have gone to a landfill.

DECEMBER 2009 OFDEALER PAGE 3

continued on page 5

In March of 2008, Wayne Breitbarth found himself stuck in ahotel room in Holland, MI, with time to kill after a meeting hewas due to attend was canceled. Just out of curiosity, hestarted playing around with LinkedIn, back then one of therapidly emerging new online social media tools for businesses.

Two hours later, Wayne, president of M&M Office Interiors inPewaukee, WI, was a convert. “I saw how powerful it was,bought a few books to learn more and before I knew it, mildinterest became a hobby and my hobby became a passion,”he recalls.

Today, Wayne has over 900 direct connections on LinkedInand they lead him to more than 3.8 million contacts on thethird-level of the site!

Wayne has also transformed himself into an expert consultanton LinkedIn, helping other entrepreneurs like himself figure outhow to make the most of what it offers.

Since hosting his first LinkedIn workshop at the M&Mshowroom about a year ago, Wayne has made over 110presentations and reached more than 4,500 people. Along theway, of course, his workshops also have provided an

outstanding opportunity topromote his dealership andpresent it as an expertresource for 21st centuryknowledge workers.

“I’ve got the highest profile ofany office furniture dealer inMilwaukee history butunfortunately, it happens to bein the worst office furnituremarket in Milwaukee history,”he says with a wry smile.

With future plans calling for more LinkedIn workshops, adedicated web site, a how-to book and more, Wayne’s onlineprofile isn’t about to get lower any time soon and when themarket does finally begin to turn around, at least some of those900-plus direct connections will hopefully open their check-books again and start sending some business Wayne’s way.

Meanwhile, you can check out Wayne’s own LinkedIn publicprofile for yourself at www.linkedin.com/in/waynebreitbarth.

Milwaukee Dealer Makes the Right Connections on LinkedIn.com

Dealer News } continued from page 2

Ohio Dealer Helps ‘Connect the Dots’ to Give Back to the Community

http://www.ecisolutions.com/BestEmployee

DECEMBER 2009 OFDEALER PAGE 5

continued on page 9

“It’s the kind of program where everybody wins,”

she says happily. “Our customers get to send

product that they don’t need to a worthy cause;

local charities are able to fulfill their own mission

more effectively and our people have the

satisfaction of knowing they’re giving back and

helping people in need,” she explains. And if it

helps strengthen key business relationships for

the dealership at a time when they’ve never been

more important, that’s good too!

Kansas Dealer Hits the Headlines in Local Business Publication

In Kansas City and St. Louis, some 10,000

readers of the Midwest Commercial Journal

(MCJ) know a whole lot more about Lenexa,

KS-based Scott Rice Office Works, after reading

a two-page article in the Journal’s December

issue by Scott Rice VP and director of design

services David Dieckman.

In the article, titled “Change is Good,” David

argues that traditional approaches to workspace

design are failing to keep up with the

requirements of new ways of working and new

technologies.

“No matter how well you plan the space an

individual will work in, chances are that, for any

given part of the workday, that space will be

inappropriate for the type of work that needs to

be done,” he maintains.

The solution: A process he calls strategic thinking

and planning, by which office managers and

planners can leverage existing space to meet the

overall needs of everyone who may use it.

“We work very hard at being innovators and trying

to interrupt people’s thinking in ways that go

beyond just office furniture,” says David.

“Contributing an article to one of our market’s

leading business publications supports that effort

perfectly and while it’s too early to talk about end

user feedback, it certainly helps position our

dealership as an expert resource on workspace

trends and office productivity.”

Dealer News } continued from page 3

New Home for Jacksonville, FL-based Perdue Office Interiors

In Jacksonville, FL, Vince McCormack and his team at Steelcase dealer

Perdue Office Interiors have just about finished unpacking the last of the boxes

after moving to a new 9,000 sq. ft. showroom location in the city’s downtown.

The move represents a homecoming of sorts for Perdue, which started out in

a downtown location back in 1916 and operated there until moving out to the

suburbs in the mid 1980s.

“We believe in Jacksonville and its potential to be a world-class city, so we

wanted to be at the city’s business and cultural epicenter,” said Vince, a

longtime employee who brought the company under local ownership when

his partnership purchased it in 2007.

Vince and his team settled on their new home, a former Woolworth’s

five-and-dime store which also dates back to 1916, after visiting at least 20

other possible locations.

“We wanted somewhere suitable for a working showroom that would highlight

examples of office furniture and workspace used by Perdue’s own employees

as they do their jobs,” he explained. “The building has all that, plus great

historic value and our people are very excited to be here.”

The move downtown has also garnered strong local support from civic

leaders. “Encouraging business growth in our urban core, especially through

relocation to that area, is critical to the future viability of the downtown

Jacksonville community,” said the city’s Mayor John Peyton. “I am pleased

that Perdue has chosen to relocate its offices to one of our most historic

downtown buildings, and I hope its move serves as a catalyst for other

companies to follow suit.”

BIFMA October Orders & Shipments: Different Month, Same StoryThe Business and Institutional Furniture ManufacturersAssociation (BIFMA) released its October statistics last monthand the basic pattern that has been in place since the summerremained pretty much unchanged.

October orders fell 30%, compared to a 32% decline inSeptember and a 33% shortfall in August. October shipmentsdecreased 34% year-over-year, compared to a 33% decline inSeptember.

“All in all, the October data was about as expected,”commented analyst Budd Bugatch of Raymond James.“Year-over-year growth comparisons remain severelypressured due to broad economic weakness. That said, we arebeginning to sense (if not yet actually see) some signs of lightat the end of the tunnel.”

Bugatch drew encouragement from the fact that for the secondconsecutive month, the year-over-year order decline wasmodestly smaller than the drop in shipments.

He also pointed out the 30% decrease in orders for Octoberwas the smallest percentage decline since January, thoughadmittedly against a relatively easy prior year comparablenumber. He also noted that prior year comparisons will getsubstantially easier in November and beyond (November 2008orders and shipments declined 21% and 9%, respec-tively)—suggesting that we may have seen the last 30%+ orderdecline of this cycle.

At the same time, Bugatch cautioned that prospects for anactual recovery in demand remain “murky at best” andsuggested an industry upturn is likely to lag the broadereconomy by at least three to four quarters.

He noted the service sector continues to shed jobs, though ata moderating pace, and said that while the AIA’s Architect’sBilling Index (which tends to lead non-residential constructionby 9 to 12 months) for October was at its highest reading sinceAugust 2008, it remains below 50 (the line of demarcationbetween expansion and contraction).

“Given tight credit conditions and long lead times betweenplanning and completion of new office buildings, project-relatedoffice furniture demand is likely to remain challenged for theforeseeable future,” Bugatch contended. “CEO confidence hasrebounded from the all-time lows achieved earlier this year butremains well-below historic norms.”

BIFMA also updated its industry forecast for this year and next.BIFMA now estimates 2009 orders and shipments will decline30.5% and 30.2%, respectively, modestly better than its Augustforecast of 32.1% and 31% declines.

Reflecting a difficult outlook for new office construction andexpectations for a slow recovery in new hiring, BIFMA loweredits 2010 outlook, calling for a 2.3% decline in orders (comparedwith its previous estimate of a 1.9% decline) and a 4.6% drop inshipments, compared with the previous forecast of down 1.4%.BIFMA anticipates a return to year-over-year industry growth inthe fourth quarter of 2010, one quarter later than its previousestimate.

United Stationers to Acquire Assets of OfficeSourceWholesaler United Stationers has announced an agreement toacquire certain assets of office furniture wholesaler OfficeSource.

OfficeSource is currently operating under Chapter 11 protectionand the transaction is subject to approval by the bankruptcycourt and the satisfaction of customary closing conditions.United said it will retain key management and other OfficeSourcepersonnel.

“We are looking forward to an opportunity to enhance the valueproposition for OfficeSource’s customers and to provide themwith the resources and quality service that they need to besuccessful,” said Jim Fahey, United Stationers senior vicepresident of merchandising.

“OfficeSource has created significant value for furniture resellersas a key wholesaler in the United States dedicated exclusivelyto commercial office furniture,” said Todd Elmers, president andCEO of OfficeSource. “This transaction will allow OfficeSource’s

DECEMBER 2009 OFDEALER PAGE 6

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DECEMBER 2009 OFDEALER PAGE 7

Industry News } continued from page 6

continued on page

customers to benefit from the broad and highly relevant productofferings that United Stationers can offer, supported by theexpertise of our knowledgeable sales team and customer servicestaff.”

During the Chapter 11 bankruptcy process, OfficeSource willcontinue to operate as the company does today. United saidbankruptcy proceedings are expected to take 45-60 days.

Configura Releases CET Designer Version 2.3Dealer technology provider Configura has released Version 2.3of its CET Designer design and specification software.

“CET Designer 2.3 takes visualization and the virtual experienceto a new level,” CEO Johan Lyreborn said. “If users and theirclients have been pleased with CET’s 2D and 3D renderings, theyare going to be amazed at the new fly-thru movie capability andthe amazing realism offered by additional new features.”

Upgrades and enhancements include:

n A set of new features in the Calculation dialog, newrendering options and the ability to place panorama viewsoutside windows in buildings—enhancing the creativeexperience.

n A free CET Movie Studio Extension that lets users create,edit and save movies in CET Designer, so they can giveclients a virtual, 3D, fly-thru experience of their space.

n Support for importing Google SketchUp objects with anew Extension developed by Configura. Users canchoose from a library of objects that can be added todrawings for more realistic impressions. This Extensionalso is free to CET users.

For more information, downloads and visuals, visit www.configura.com/cet23.

Ignition is the name of a new seating line from The HONCompany that, HON says, is designed to address “the totaloffice seating needs of today’s value-conscious businesses.”

“Ignition provides a complete solution,” said Fred Colony, HONvice president of seating. “Ignition’s exceptional breadth offunction supports a wide range of users and applications, whileits slim profile and clean, contemporary design easilycoordinates with any workplace.”

Created by designer Wolfgang Deisig, Ignition is offered in awide range of upholsteries and the mid-back and low-backchairs are available in a mesh-back, as well. The Ignitionseating family is also backed by HON’s Limited LifetimeWarranty.

Products within the Ignition collection include:

n High-back, executive, conference, work and taskchairs

n Mid-back conference, work and task chairs

n Low-back conference, work and task chairs

n Task Stools

n Guest and Lounge seating

Separately, HON announced a new design for its WashingtonD.C. showroom, located just blocks from the White House, witha new space intended to bring a fresh, modern look andhighlight the design and functionality of HON’s furniture.

“The renovation of our Washington D.C. showroom presentsgreat examples of HON furniture and workplace solutions andhighlights the progressive nature of the HON brand,” said BetsyHoye, national resource center, advertising and public relationsmanager. “The showroom’s redesign has turned the space intoa flexible, sustainable pavilion that embraces the direction ofHON’s new offerings. New design features reflect the futuredevelopments of office interiors, showcasing a strong, clean,modern appearance that was conceived and executed inpartnership with the SmithGroup.”

HON Launches New Seating Line, Revitalizes Washington D.C. Showroom

DECEMBER 2009 OFDEALER PAGE 8

continued on page 9

With serious negotiations about a Senate

compromise on healthcare legislation

progressing between liberal and

conservative wings of the Democratic

Party, and with a House bill already

passed (H.R. 3960), it is time for all office

furniture dealers and other small

businesses in our industry to ask: Will my

company benefit from this legislation if it

passes and is signed into law?

The short answer is a resounding “NO,”

unless rather substantial changes are

made in both the approved House bill

and the Senate Majority Leader’s draft

bill now in the final stages of

development.

Regrettably, according to the Congres-

sional Budget Office (CBO), proposed

reforms of the small group insurance

market in the Senate bill are expected to

have a net impact of -1% to 2% on the

future growth in premiums for small

businesses.

Moreover, the bill’s proposed “play or

pay” mandate that would require

employers to offer a yet-to-be defined

minimum level of insurance coverage or

face tax fines, and increased reporting

burdens, will likely more than offset any

modest reductions in premium growth

generated through the expansion of the

insured market and other provisions.

The debate has entered a critical phase

in the Senate. Our industry needs to

carefully track the bill and communicate

to all Senators the changes required to

avoid damage to small businesses.

For more than a year, the Office Furniture

Dealers Alliance (OFDA) has been active

in a small business healthcare reform

coalition led by the National Federation

of Independent Business (NFIB). The

coalition has advocated more extensive

reforms of the small group market than

contained in either the House or Senate

bills, while also opposing the so-called

“play or pay” mandates that both

chambers have proposed.

On December 10, OFDA signed onto the

most recent coalition letter to House and

Senate members, which highlighted the

serious damage that these types of

provisions would have on small

businesses and their employees.

Organized labor is opposing the Senate

bill on different grounds, namely that the

bill does not require large companies like

Wal-Mart that rely heavily on part-time

workers to be subject to the “play or

pay” rules proposed for the new

healthcare system.

Hospital groups continue to oppose all

provisions that could inhibit their ability

to negotiate group rates with non-profit

providers without linkage to either

Medicaid or Medicare fees for service

rates. The U.S. Chamber and the NFIB

coalitions continue to advocate for

greater reform that would make small

group and individual insurance markets

more competitive and help slow the

growth of health insurance premiums.

Other groups, such as the Business

Roundtable (CEOs of the top 200 U.S.

companies) are working with moderate

Democrats on amendments to add

genuine reform provisions to the

bill—such as a plan to create incentives

for healthcare providers to move from a

fee-for-service reimbursement model to

one that rewards more efficient and

effective care.

Such amendments have expanding

support in the House and Senate and

deserve small business support, but

they do not address small business

concerns regarding new federal

insurance coverage mandates.

OFDA encourages all members of the

office interiors industry to review the

Kaiser Family Foundation’s recent

side-by-side comparison of the

approved House bill and the Senate

Majority Leader’s proposed bill (please

visit www.ofdanet.org and follow the link

to this analysis). The compromise being

brokered with Senate conservative and

liberal Democrats was sent to the

Congressional Budget Office on

December 8 for a cost analysis.

That report, expected within the next

few days, will likely have a major

impact on the ability of the Senate

Majority Leader to bring his bill with

new compromise provisions to the

Senate floor for a vote.

Since floor amendments to the Majority

Leader’s final bill will require a 60-vote

majority for approval, there is a major

effort to achieve consensus on inclusion

Small Business Healthcare Needs Take ‘Back Seat’ Again

DECEMBER 2009 OFDEALER PAGE 9

OFDA News } continued from page 8

of key amendments before the Majority

Leader’s bill is brought forward for full

Senate debate.

Details of the revised Senate bill will be

posted on the OFDA web site once they

become public, but the broad outlines of

the reported compromise are known:

n Medicare coverage would be

expanded to citizens age 55 or

older who “buy in” to the

program. The criteria for ‘buy in’,

however, have yet to be

confirmed and could be

restrictive and thus have a limited

impact on small businesses.

n Expanded Medicare coverage

would be structured to

approximate current policies

offered to members of Congress

and federal employees and would

serve as a substitute for the

controversial “public option” and

state “opt out” provisions in the

current Majority Leader’s bill.

n Another proposed amendment to

expand eligibility for Medicaid to

150% of the federal poverty line

has been opposed by both

moderate Republicans and

Democrats and is now expected

to be pulled from the Senate bill.

n There would be no “public

option” in the Senate bill, but the

proposed expansion of

Medicare—a system already

facing insolvency in the

not-too-distant future— would

still expand the federal

government’s role in healthcare

and could further shift costs to

companies whose employees are

insured under their own company

plans.

If the Senate leadership is able to win a

cloture vote to limit debate and a motion

to bring the bill to the floor, a variety of

additional amendments will be offered,

but very few are expected to receive

sufficient votes to be included in a final

bill.

Now is the time for concerned companies

within our industry to communicate their

support for desired small group insurance

reform provisions and opposition to

federal mandates on insurance coverage

that will impair economic and employment

recovery by further burdening small

businesses in our industry and others.

Visit www.ofdanet.org for key documents

and sample letters on this issue.

Dealer News continued from page 5

Office 48, Washington, DC Dealership,Hosts After Hours Networking Events toGenerate Showroom Traffic

In these tough times, innovative dealers find innovative waysto bring customers and prospects to their showrooms. Casein point: Bill Davis and his team at Office 48 in downtownWashington, D.C.

Working in partnership with a local art gallery and bank, Billand his team have put together a series of networkingevents, hosting after-hours receptions at their showroomtargeting business prospects and the local A&D community.

The receptions highlight the work of artist Antonio Carreńoand also help promote other local small businesses in theWashington, D.C. area.

“Particularly in a down market, we need to be reaching outto touch clients and prospects in as many different ways aspossible,” Bill contends. His networking events, which havedrawn up to 60 people, provide an opportunity to do just thatand raise awareness among potential buyers of the full rangeof products and services his dealership offers.

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It’s probably every dealer’s dream to have their brand readily recognized,particularly in this challenging environment. Most will agree that whiledesirable, creating a powerful brand is complicated and tricky.

One reason it is so challenging is because it is often assumed that a logois a brand and stating a claim makes it true, when in fact, many dealers arenot sure what makes them different. Some even go so far as to makesomething up. If it sounds good to them, then it will sound good to themarket, right? Well, not exactly.

When thinking about brands, many assume it is the logo, seen frequently,that is defining the brand and therefore propelling success. Seeing a nameand logo repeatedly certainly helps with company recognition, but the moreimportant issue at hand is what emotions, perspectives and assurancescome up for buyers.

DECEMBER 2009 OFDEALER PAGE 11

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Everybody Wants One!By Trish Brock

Intentional or not,you have a brand

and are known for something. Is it what you

think it is?

When they see brand names like yours, what does itrepresent? Quality? Consistency? Innovation? Service?Professionalism? Customer oriented? Easy to do businesswith?

Getting your name out there isn’t worth much if a positive

experience is not associated with it.

The emotions that brands bring up are the result of the

experiences buyers (and others who know them!) have had

with companies.

Do they deliver on their brand promise or, as with some

companies, is their brand promise nothing more than a clever

tag line with terrific graphics, minus an effective delivery

process?

We can all think of companies who fail to live up to their

promises. The airlines are an easy example—when was the

last time you flew the friendly skies?

Customer service is an attribute that many companies both

inside and outside of the office furniture industry talk about,

claiming it is the focus of their organization and that they strive

to be the best. But what exactly does that mean? How is that

measured and by whose definition? And with competitors

making the same claim, who do we believe and what makes

them different from each other if they are all saying the same

thing? No wonder branding has become such a daunting task.

Because some believe branding is merely about visual

representation, this leads them to consider branding

superficial and give it a low priority. Big mistake. Visuals are

important, but they represent only the tip of the iceberg.

It is precisely in times like these that companies need a strong

and authentic brand presence to set themselves apart from

the competition. Buyers are looking for assurance, credibility

and ways to sort through the chatter.

History has shown that those who keep focused on marketing

their brand during downturns not only fare better, but often

gain market share that persists for years, if not decades, after

the economy rebounds.

Brand – The Sum Total of Your PartsDespite what many choose to believe, branding is not simply

a dynamic logo and tagline. In fact, a brand is about

everything your company stands for and how the market

experiences you. A logo may represent the experience but

your brand is transmitted through every contact point with

customers and prospects.

Ultimately, a brand is the integration of multiple components

within the organization; it is the sum total of all the parts. If the

components don’t function together, the brand will be vague

and unsustainable. It’s no wonder so many dealers struggle

with their brand when many believe they are aggressively

building one. Chances are good a few of the necessary parts

have not been factored in.

Intentional or not, you have a brand and are known for

something. Is it what you think it is?

Effective branding embodies the totality of your business: your

corporate values, your interactions with customers and

prospects, how well you deliver on your brand promise, dealer

leadership, internal and external communications including

marketing efforts and the emotional relationship your

dealership has with buyers. Understanding and then

integrating all these parts will propel the development of a

powerful and differentiating brand.

Before you throw up your hands and cry “uncle,” take

comfort, you are probably closer than you think to achieving

a powerful brand identity.

Below is a “parts list” with some thought starters. Like most,

you will likely be great at many areas. But putting all the

different parts together is what will set your dealership apart

from the pack and help it become a powerful market presence.

DECEMBER 2009 OFDEALER PAGE 12

Cover: Brand } continued from page 11

continued on page 13

ValuesIntegrityRelationshipsLeadership

+ Communication= Branding

“PARTS” LISTCurrent Brand – What Are They Saying?Start at square one. A brand must be built upon a solid foundation, so before a brand is developed, updated or scrapped, youmust first know what your current brand is. And remember, it doesn’t matter what you think it is. Your brand is what themarketplace thinks it is.

Assuming you know what they think will only tell you what you think. You need an unbiased reality check to know for sure.Without that, you could wind up developing claims and statements that are meaningless to your audience and which couldpotentially work against you, wasting both your time and money. But you won’t know for certain without asking.

Thought starters:

n We have a clear understanding of what the market perceives our strengths and weaknesses to be, andappreciate how they compare to the perceptions of competitors’ strengths and weaknesses.

n When we identify a negative aspect of our brand, we address the issue(s) as quickly as possible and donot ignore it.

n We get unbiased, third-party feedback via research, interviews or questionnaires from customers andprospective customers instead of wondering or assuming we know what they think of us.

n Our customers can clearly articulate what is important about our brand and why they think we aredifferent (and better).

n We understand that we already have a brand in the marketplace. Whether we have crafted one or not,the market has formed opinions based on direct or indirect experiences.

Core Values – The Link to Your BrandWhat is it about your dealership that makes it the clear business choice? The best brands ripple outward from a company’score culture and non-negotiable standards. They are driven by what the organization believes. Determining, understanding anddefining your company’s core values, philosophies, and mission will yield different outcomes for each dealer.

An internal assessment, not dissimilar from the external assessment mentioned above, is a good place to start, and comparingthe outcomes can be quite revealing and valuable in the process.

Values such as honesty, respect, teamwork, authenticity, giving back to the community, empowerment, etc. can be built uponto help develop your differentiating brand. The idea is to draw your values out and affirm them as important aspects of thedealership, not to construct an unrealistic world far removed from reality.

Many brands are developed by owners and management teams, sometimes with the help of a creative agency focused onexternal communications – corporate brochures, web sites, etc. The brand is introduced and pushed down through theorganization with the expectation that people will be able and motivated to deliver the brand promise.

The views of management, however, may not be an accurate reflection of the dealership. Often not factored in to the processare “brand deliverers,” defined as everyone in your dealership who comes in contact with your marketplace. Unless the messageis authentic to the values that the brand deliverers, they won’t be effective messengers.

In other words, people cannot be directed what to value and believe. But if the company draws from shared beliefs wherepeople play an active role in building the organizational brand, then they become “owners” of the brand and it becomes real.They can then “hold on” to the brand with an emotional connection that will allow them to connect and differentiate more easilywith the market.

DECEMBER 2009 OFDEALER PAGE 13

Cover: Brand } continued from page 12

continued on page 14

Thought starters:

n We understand in our own minds what differentiates our dealership from our competitors, both good andbad.

n Everyone in our dealership embraces what our brand stands for and the practical benefits associated withit, and can articulate that idea(s) simply and clearly.

n Everyone in our dealership knows how they as individuals contribute and build the brand essence, are proudof it and have a stake in perpetuating the brand.

n Our brand has attracted not only new customers, but also talented employees with similar values.

Brand Delivery – InternalIt is critical to communicate, embed and “live” your brand. A genuine commitment must be made by the entire company if thebrand is to succeed. How will your dealership hold itself accountable? How will you perpetuate your differentiating brand? Whatcan you do to bring your brand to life?

Thought starters:

n We have aligned our organizational structure, operations and culture with our brand values.

n We review and share with great frequency the role our brand plays in enhancing our competitiveness andclient relationships.

n Everyone—our receptionist, accountants, designers, installers, as well as salespeople and topmanagement—know what they have to do to deliver on the brand promise within the dealership and for thecustomer.

n Everyone in the dealership helps each other to be accountable to uphold the brand.

n Performance evaluations include an assessment of the contribution each individual makes to growing andenhancing the brand.

n Job descriptions and new employee orientations include adhering to brand values and describe how.

n Branding is championed by management, decisions are framed by defined values and explained byreference to them. (See Bill Kuhn’s article on Survival of the Fittest on Page 19)

n Protecting the brand is fundamental to the corporate goals of the dealership.

n We have regular communications detailing what our brand is about, including sharing of stories andexamples of exemplary brand delivery.

n We encourage everyone to share ideas on how to further strengthen the brand.

n We celebrate our brand regularly.

DECEMBER 2009 OFDEALER PAGE 14

Cover: Brand } continued from page 13

continued on page 15

Name Recognition is Not Branding. It Only Means They Know Who You Are

Brand Delivery - External

Thought starters:

n Our materials are cohesive, authentic and boldly project our values.

n We carefully monitor the appropriateness, timeliness, integration and consistency of all ourcommunications.

n Everyone from our dealership who interacts with customers and the marketplace in general understandsthat they play an important role in furthering our brand message.

n We understand that we can’t expect our market to believe our claims if they aren’t real.

n While not always easy, we try to have an overall communication plan instead of implementing on the fly.

n We use our showroom and events to bring our brand experience to life.

n We understand that having a strong brand is a never ending process and not just a packaging exercisethat happens every 5-10 years or when we get around to it.

When all the parts of your dealership are aligned, your brandbecomes a consistent experience in your marketplace, onethat energizes employees, builds buyers’ trust and becomesrecognized for the value you bring.

Leveraging your brand throughout every aspect of yourbusiness is what will separate you from the pack andauthentically differentiate your dealership.

Making the effort to do so will not only generate benefits inthis challenged economy, it will position you for even greatersuccess as our markets recover.

DECEMBER 2009 OFDEALER PAGE 15

Cover: Brand } continued from page 14

Trish Brock, Principal of Trish Brock & Associates, is a well-known industry consultant. Her cross-functional consulting group specializes in helpingdealers solve identity, branding and sales supportcollateral challenges. She also conducts PerceptualMarket Assessments and Culture Evaluations to betterdefine market positioning and effective brandmessaging. She can be reached at 720-277-3035 orat tbrock@trishbrockassociates.com.Website: www.trishbrockassociates.com

Communicating your brand to your marketplace will be muchmore effective with the above parts in place. And a lot more fun!There will be more unity in how the brand is presented throughyour personal customer contacts and your brand will beexperienced as you intend it to be.

Marketing materials should be developed not only to beinformative about your products and services. Now, they can bepresented framed with your differentiating values.

Your graphics need to be as distinctive as your values; theybecome the entry point to your brand. You can’t espouseinnovation, for example, as your differentiating brand messagewith uninspiring and dated materials. They should be purposeful,focused and stunningly innovative.

Your communications vehicles need to be well organized,consistent and integrated with each other.

Your web site must have the same look, feel and messaging thatyour printed and electronic pieces have. Too many web sites

look as though they were developed by and for separatecompanies. There is often little resemblance or relationshipwhich is a missed opportunity and can weaken your overallbranding efforts.

Your marketing materials need to support how sales actuallyhappen and the conversations your customers want to have. Arecent study indicated that 73% of salespeople alteredmarketing materials before using them in the field. This is aprime reason why brands often become diluted and money iswasted. And it is all the more reason why your sales team needsto be involved in the brand development process.

Give your salespeople materials that they are anxious to use andsupport the shared values of the dealership. Don’t allow themto act as graphic designers and create their own.

Employees who understand, embrace and “own” the brand willbe brand agents. You will be better positioned to guide andmanage your brand experience through their customerinteractions, instead of leaving it to chance.

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While many dealers are only now recognizing the potential forused and remanufactured office furnishings as a source ofincome for their businesses, Kentwood Office Furniture hasbeen on the forefront of environmental responsibility for morethan 30 years.

Kentwood, an unaligned, $15 million dealer with offices in all fivemajor Michigan cities, has positioned itself as a resource forsustainability. Partnering with manufacturers like HON, Nationaland Trendway who utilize recycled content and have acommitment to conserving raw materials and reducing waste,Kentwood’s customers are divided with 60% of sales tocorporate and mid-market buyers, 20% to retail and small

businesses and 20% to dealers themselves by brokering usedand remanufactured furnishings.

Unlike most traditional dealers, Kentwood’s business model isreversed. Instead of selling new furniture and filling in with used,today 70% of Kentwood’s business is selling used with only30% of new furniture sold.

“We have consistently been 60/40 used/ remanufactured to newover the past 20 years, but over this past year, used andremanufactured products have really come into their own amonga wider growing population of businesses,” said Art Hasse,president of Kentwood, who attributes this growth to the currenteconomic climate as well as the increased focus on

sustainability. “Although used and remanu-factured furniture have not been a historicallypopular choice given the variety of new productsoffered from manufacturers, customer demandfor more cost effective and green solutions isforcing interior design professionals and facilitiesprofessionals to act differently in today’seconomic environment. We are selling moreproducts to large customers than at any time inour history.”

continued on page 18

dealerPROFILE

A Study in Product & Service SustainabilityBy Alicia Ellis

DECEMBER 2009 OFDEALER PAGE 17

With the motto “Go Green, Save Green,” Kentwoodhas effectively branded itself as a resource onsustainability. “Instead of going in with a product pitch,our salespeople take a more consultative approach,”said Matt Wieringa, vice president of sales andmarketing, who explained that salespeople are trainedto listen first and offer solutions to fit each individualcustomers’ needs second. “Our philosophy is to offera variety of quality, yet affordable products andservices that are sustainable. We believe that you cando the right thing for the environment and thecustomer’s budget.”

Every new salesperson goes through a rigoroustraining program, spending time in every departmentto learn all aspects of the business. “We find that thetime a salesperson spends in customer service and thedelivery departments pays big dividends in teachingthem what customers really value,” Wieringacontinued. “Whether it be new, as-is, remanufacturedor a combination of products, our salespeople are ableto find solutions to fit any need.”

The biggest challenge for Kentwood over this past yearhas been the significant decline in Michigan’seconomy. With unemployment rates over 15%, manycompanies are going bankrupt and projects haveground to a halt as budgets have been cut. To combatthis, Kentwood sought out new market opportunitiesthat would help them to keep any losses to a minimum.

According to Hasse, a focus on “on carpet” healthcarefurnishings has opened up new avenues as havecommercial furniture rentals and even the commercialreal estate market.

“Commercial real estate rates have fallen drastically inour markets, and there are a lot of companies movingadministrative spaces to take advantage of the costsavings,” Hasse explained. “In many cases, owners orprincipals get Tenant Improvement dollars to re-carpetand re-paint and then desire to upgrade their officefurniture at the same time. Kentwood Office Furniturehas had tremendous success supplying theseorganizations on a tight budget high quality, used as-isworkstations and chairs from our huge inventory.”

“Our brand promise has always been simple,” saidHasse. “To offer great service, low prices and the bestselection of products that are good for theenvironment. We’ve covered all our bases and arepoised to continue to grow.”

DECEMBER 2009 OFDEALER PAGE 18

Dealer Profile } continued from page 17

Survival of the fittestBy the end of 2011, our industry will be one-third smaller than it was two years before.

One-third! What does that mean? Many dealers will be smaller. Some will be gone.Several will have combined with other dealers. Dealers will have changed, the better

ones evolving to survive, grow, and prosper.

While the current environment is one of uncertainty, confusion for many, and evenchaos and crisis for some, this is exactly the time when opportunities arise. What I

said at the beginning of the year in January bears repeating: “Even in tough markets,opportunities arise and a properly run business can thrive in a recession.”

To be among those dealers who survive and ultimately return to growth—there will bea turnaround in our industry in the foreseeable future—dealers must make the right

decisions today in planning for the future.

Making the right decisions means a lot more than merelypredicting the future. Strategic planning must become

an ongoing activity by which dealer managersanticipate what may happen so they can

determine what must be done in the present totake advantage of future opportunities. As

Dwight Eisenhower said so succinctly, “Plans arenothing. Planning is everything.”

Planning is not crisis management, firefighting,wheeling and dealing, seat-of-the-pants decisionsor emotionalism. It is not “management by hope.”

Successful planning means getting close to the externalworld of customers and competitors and seeing the

opportunities and challenges in your market. Each market isdifferent and your market is not necessarily a microcosm of thenational market.

Successful planning is interdisciplinary. It requires a hard look atyour own dealership; integrating marketing, sales, operations,

DECEMBER 2009OFDEALER PAGE 19

continued on page 20

2010: It’sSurvivalof the Fittest

By Bill Kuhn

It’s hard to believe it was only a year ago that our industry began to experience double-digit monthly declines. For many, thatseems like eternity.

Projections remain pretty dismal. BIFMA’s latest shipment estimates for 2009 are projected to be down 30.2% compared to 2008, withthe 2010 forecast to be off another 4.6%. Volume this low in our industry has not been seen since the early 1990s.

While the overall economy is experiencing a gradual recovery and modest growth, we well know that our industry lags the big picturetrend by three to four quarters, and most believe there will be no meaningful increase in the furniture sector until 2011.

finance, and human resources. It is a logical and rational processof decision making and strategic action for reducing risk andenhancing success.

Assuming you’re a dealer who is committed to be among thesurvivors and determined to keep your business prosperous andgrowing, the first step is to ask the tough questions.

Tough QuestionsIn today’s economy, your dealership is confronted with manychallenging problems and opportunities, requiring intenseanalysis and exploration of focused solutions. Carefully—andhonestly—address the following 50 questions. Highlight thosethat are most critical to your dealership. Fifty is a lengthy list,but this process will begin to determine and set your prioritiesand initiatives.

Strategic Thinking & Planning1. Have you and your leadership team developed a strategic

mindset—thinking that is conceptual, critical (objective), andvisionary?

2. Does your dealership operate with a clear understanding ofcurrent relevant economic conditions (e.g., bank lendingstandards that continue to tighten), industry trends (e.g.,dealer consolidation and changes in distribution), externalfactors of competition and current client characteristics andbuying habits?

3. Have you analyzed the risks and opportunities of growingor becoming smaller?

4. If smaller, can you be smaller and still be effective andmaintain market power?

5. Do you have the capacity—structure, number ofemployees, facilities, capital and cash—to achieveyour goals?

6. Do you have the capability—skills, talents andcompetencies—to achieve your goals?

7. Can you identify the four to six critical factors thatare required to make your dealership successful?

8. Does your company follow a regular and consistentprocess for monitoring progress toward your plans?

9. Have you evaluated your decision-making process anddetermined whether the right decisions are being madewith strategies implemented (i.e., effective and disciplinedexecution)?

10. Does your dealership have a sense of urgency to actquickly and effectively?

11. Can you describe your company as one that excels inagility, flexibility and resiliency? This requires planningunder multiple scenarios.

12. The furniture industry has always been a volatile and cyclicalindustry. Can you scale up or down quickly? Are you lean,but fit and ready to grow as opportunities develop?

Marketing, Sales & Branding13. Do you know your market, exploiting opportunities through

segmentation and value analysis?

14. Have you established your intelligence network that helpsto form the basis for your dealership’s decisions andstrategies?

15. Have you capitalized on the opportunities in your market(Question 13)?

16. Have you determined which new markets, products,services and customers will generate the best and mostfavorable margins?

17. Is new business development a strategic focus?

18. Is introducing new products and services to existingcustomers a strategic focus as well?

19. Have you developed specific programs for solidifyingcustomer relationships?

20. Several services take on added value in recessionary times(e.g., moving due to downsizing, disposal of existingfurniture, facilities management). Are you capitalizing onservices that are particularly important today?

21. Service margins are typically 50% to 60% higher thanproduct margins. Have you determined the increasedpercent of your business that can be achieved in services?

22. Do you have programs in place internally to promote andcompensate your staff for service revenue generation?

23. Growth markets such as education, government, andhealthcare, have you been a leader—ahead of thepack—or a laggard?

24. If you are entering these markets, have you acquired theexpertise to adequately sell to and service them?

Survival: Kuhn } continued from page 19

continued on page 21

DECEMBER 2009 OFDEALER PAGE 20

25. Do you have an effective program in place to work withlead resources and influencers such as A & D, real estatebrokers, landlords and facility managers?

26. Do you truly understand what branding is and whymarketing and communicating with a strong brand is ofcritical importance? (Read the cover story by Trish Brockin this publication on branding).

27. Is your communication with customers highly effective?This is two-way; it means you have a high level of dialogwith customers, actively listening to what they are saying(and thinking), and it means that you are extremely goodat communicating the messages you want to convey aboutyour company.

28. Can you say that you are differentiated?

29. Do you brand and market that differentiated value?

Financial and Operational30. Do you understand and focus on return on investment (the

owner’s bottom line), return on assets (management’sbottom line) and liquidity—all indicators of yourdealership’s financial health?

31. Is your working capital cycle managed proactively, insteadof reacting to sales, collections and inventory? The fasterthe velocity of your working capital cycle, the better yourcash position.

32. Can you identify and quantify all of the decreased (orincreased) expenses on your income statement that areattributed to changes on your balance sheet?

33. Do you understand costs, particularly the relationshipbetween variable and fixed costs, operating under aflexible budget system?

34. Do you know your breakeven point relative to volume?

35. Have you lowered your breakeven point in a situation ofdeclining revenue by cutting costs or outsourcingappropriate activities?

36. Do you spend money only when it provides customervalue?

37. On the other side of the cost picture, haveyou determined those costs you can’tafford to cut and those assets (includingpeople) you can’t afford to lose?

38. Are you continuing to invest for the future, tobe able to quickly react to an upturn?

39. Have you achieved operational excellence, not justlow-cost efficiency, but speed, timely response andquality?

40. Have you achieved technological excellence, not only instreamlining operations, but delivering better service andcommunication with customers and manufacturers?

People, Leadership and Culture41. Do you know where your talent lies, and can you keep the

talent you have?

42. Have you taken full advantage of the talent you have?

43. Are the right people placed in the right jobs?

44. Have you assigned the appropriate degree of responsibilityand authority (empowerment)?

45. Is decision-making authority close to the front lines soemployees can react to changing market conditions?

46. Have you given clear direction to enable employees tounderstand your expectations?

47. Have you measured the time period—the gap—in terms ofwhat you intend to do and when you actually do it?

48. Can you describe your culture as one that embracesinnovation and disciplined execution with everyone in theorganization involved in the process?

49. Do your leaders and managers have the knowledge, ability,and behavior to effect change and manage transition(change is situational; transition is psychological)?

DECEMBER 2009 OFDEALER PAGE 21

Survival: Kuhn } continued from page 20

continued on page 22

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50. Are you and your staff committed to being survivors; to growand prosper—to do what it takes?

The Road AheadMost of my columns for the first half of 2010 will expand on some

of the questions posed in this column, such as managing change,

implementing critical success factors and identifying specific

recession strategies—all geared to addressing what to do and how

to do it.

It is my hope that by mid-2010, I will have provided you with the

tools to grow and prosper as our industry returns to growth in the

latter part of next year, and that you can give a confident “Yes” to

the question of whether your dealership can prosper and grow.

DECEMBER 2009 OFDEALER PAGE 22

Survival: Kuhn } continued from page 21 Keep Up On All The Office Furniture Industry’s News

www.ofdanet.org or call

800.542.6672 to Sign Up!

OFDA’s newly redesigned FREE weekly Connecting eNewsletter is your guide to all the latest on the office furniture industry.

Industry News & EventsAssociation NewsGovernment AdvocacyProduct IntroductionsBusiness Basics

Bill Kuhn, principal of William E. Kuhn & Associates, is a notedindustry consultant, writer, and speaker with over 35 years ofindustry experience. He consults with dealer principals and theirmanagement teams in areas of strategic planning, leadershipand organizational development, marketing, financialmanagement, valuation and merger/ acquisition. For moreinformation, contact Bill by phone: 303-322-8233, fax:303-331-9032, or e-mail: BillKuhn1@cs.com.

s cialmedia

Twitter is considered marketing, essentially word of mouth

marketing via the web. The idea is to share the expertise

your company offers to potential clients. This is the same

idea as attending a networking event and sharing what

your company does and how you are different from the

competition. The benefit is you don’t have to leave your

office and can reach a wider range of people; i.e. interior

designers, business owners, facilities mangers and so on.

When starting on Twitter it is best to designate one person

to speak for the company. Many times this is someone

who handles the marketing or new business development

efforts. The most important aspect is this individual is

interested in utilizing Twitter to market your company and

has a general understanding of social media. If you have

an intern, someone younger, this can be the best person

to take on this marketing effort.

Signing Up on TwitterSigning up on Twitter is very easy. Simply go towww.Twitter.com and click the Sign Up Now button. Thefirst thing you need to decide on is a username. This iswhat is called your handle. I would suggest that if you areplanning to tweet about business, then use your companyname. Keep in mind that you are only allowed 15characters for your username and this includes spaces.

Once you create an account, the two most importantthings to add are a picture and a bio. To do this go toSettings then the Account tab. Your bio is up to 160characters and should be about you as the manager, yourcompany or both. This is how people search and learnabout you and your company when they are looking forpeople or companies to follow. Next go to the Picture taband add a photo or your company logo.

DECEMBER 2009 OFDEALER PAGE 23

continued on page 24

Not Just for the Birds

So you are ready to begin social media marketing but where to start. Over the next few months I will besharing some simple tips to get you started on Twitter, Blogging, Facebook and LinkedIn. This month I willfocus on Twitter and how it use it to market your business.

By Kama Weinberger IIDA

Once you have your picture and bio done, you can go to theDesign tab and setup a background. Twitter offers 20 standardbackgrounds to choose from. You can also create a custombackground by using sites such like

www.twitterbackgrounds.com or www.freetwitterdesigner.com.

Finding People to Follow

Once you sign up it is easy to find people to follow. Twitter offersa search option at the top right, Find People. I would suggestdoing simple searches i.e. design, furniture, etc. You can alsoinput people’s names or locations. If you put in too many searchitems like design and Denver, Twitter typically comes back witha very short list. Broaden your search and select from the listthat comes up. Once you find someone you want to follow, clickthe box with the person and the + sign. A good place to start iswith your manufacturers, service providers and clients.

Once you follow someone you will immediately start receivingtheir tweets. To view them all you need to do is log in toTwitter.com. This is your home page and shows everything thatpeople you follow are saying. If you want to see what you have

tweeted go to Profile at the top right. A new screen will appearshowing everything you have said. Additionally, you will receivean email when someone follows you or sends a DM or directmessage.

Twitter allows you to network with people all over the world. Youmay ask, “Why would I want to network with someone outsidemy trading area?” Keep in mind that they may know someonethat needs your product or services in your area.

If somebody signs up to follow you, you are given the option tofollow them back. I would suggest following back anyone thatyou find interesting or feel would benefit from what you have tosay. Always thank people who follow you whether you followthem back or not though.

Every Friday people do what is called FollowFriday. This istypically indicated with a #FF followed by the person orcompany’s handle. FollowFriday allows you to find newfollowers by following people your followers recommend. Don’tforget to thank the people that recommend you and in manycases return the recommendation.

DECEMBER 2009 OFDEALER PAGE 24

Social Media } continued from page 23

continued on page 25

Example of FollowFriday Tweet

Example of completed Twitter page

Twitter is about sharing and gaining valuable information. Tweetthings you think your followers will find informative. Sharearticles you come across about interior design, new products,installation issues, business management or green issues. Bepersonable, share everyday happenings. Don’t be afraid to beyourself. Share involvement in charitable activities you areparticipating or even your hobbies you feel will be of interest.This helps build rapport with the people you follow. Askquestions. Once you get a good group of followers people willreply with answers.

Tweet as often as you feel comfortable. There is no set rule.Tweeting quality information is most important. Keep in mindthe more you tweet the more followers you will gain who valuewhat you have to say.

Don’t tweet the same thing over and over, mix it up. I constantlysee companies sending the same tweets. Also plug yourcompany moderately. It is more important to show yourexpertise and add value. Remember, the goal is to keep andretain followers.

The following is a list of ideas of what to tweet.

4 New product introductions.

4Links to articles you find valuable.

4Pictures of completed installations.

4Events in which your company is participating.

4Awards your company has received.

DECEMBER 2009 OFDEALER PAGE 25

Social Media } continued from page 24

Tweet and ReTweetBesides sending your own tweets you can also retweet what others are saying. I follow a lot of interior designers and commercialfurniture manufacturers. If they say something interesting that I think my followers would like to know I will retweet it. To do thissimply find their tweet, hover at the bottom right and the options to reply and retweet appear. All you need to do is click and a boxwill pop-up, hit yes. Additionally you always want to thank someone who has retweeted something you tweeted.

Final things to keep in mindTwitter is about sharing information. The most important thing is to Engage, Engage, Engage. Social media is word of mouthmarketing. The goal is to have people refer your business because of the relationships you build and value you add by showingyour expertise. Keep in mind it doesn’t matter how many followers you have, it is more important they are listening.

Tweeting: What to say on Twitter

Kama Weinberger is a NCIDQ certified Interior Designer and President / CEO of Q+E Design Source & Q+E FurnitureSolutions with locations in Denver, San Francisco and Phoenix. She has always been a bit of a tech geek looking at newand innovated ways to market her business and simplify her day to day work process. For more information, check outKama’s latest LinkedIn group “Social Media for Office Furniture Dealerships” or follow her on Twitter @ Furnituregodess.