economic summit (phase 1)
DESCRIPTION
TRANSCRIPT
““The 2009 The 2009 Home Home
Improvement Improvement Economic Economic Summit”Summit”
Presented by Presented by
Dave Yoho AssociatesDave Yoho Associates
““The 2009 The 2009 Home Home
Improvement Improvement Economic Economic Summit”Summit”
Presented by Presented by
Dave Yoho AssociatesDave Yoho AssociatesThe entire contents of this handout material is copyrighted by and is the intellectual property of Dave Yoho Associates.
No reproduction is permitted without the express written permission of Dave Yoho Associates.
THANK OUR SPONSORSOHM Creative Group
Pro Materials Direct
Replacement Contractor Magazine
Ron Sherman Advertising
Smart Permanent Coatings
Sunrise Windows
TEMO Sunrooms
ABC Seamless Siding
Classic Metal Roofs
Fullback Thermal Support
Lead Development Systems
Luxury Bath Systems
Market$harp
Oakhill Press
The Industry in The Industry in TransitionTransition
Rick Strachan, Executive DirectorRick Strachan, Executive DirectorHanley-Wood Hanley-Wood [email protected]@hanleywood.com
Rick Strachan serves as Executive Director of Hanley Wood’s Residential Remodeling Group consisting of 12 publications, including Remodeling Magazine and The Replacement Contractor. Since 1992, he has served Hanley Wood, who is one of the top 10 business media firms in the United States. Rick is on the board of Joint Center for Housings Studies Harvard University Remodeling Futures Committee. He is an active participant in the affairs of this industry and has received the President’s award from NARI - The National Association of Remodeling Industries.
Resurgent RemodelingA brighter outlook through 2015
Hanley Wood’s Remodeling Network Cover the Market
What the experts are saying…
The Market
Kermit BakerDirector of the Remodeling Futures Program
Joint Center for Housing Studies at Harvard UniversityCambridge, MA
A market with a strong story:
— Strong growth
— Greater stability during downturns
— Short term market projections
— Long term market projections
The Market
43.6
115
149161
180210
229
280297
327
279300
1980 1990 1995 1997 1999 2001 2003 2005 2006 2007 2008* 2009*
The Market
Stability and long term growth
Source: Joint Center for Housing Studies Harvard University, U.S. Census Bureau*Denotes preliminary Joint Center for Housing Studies / Hanley Wood Estimates
Billions of $’s
The Market
Greater stability during downturns:
— But midsize & smaller projects and replacements are less vulnerable than larger A&A
— Peak to trough for Replacement and Remodeling market during current cycle is estimated at -15% to -20%, which is far less than the current Residential New Construction projection
2008 / 2009: a dip, not a crash for remodeling
The Market
Source: Harvard Joint Center for Housing Studies tabulations of Commerce Departments numbers,based on $353.4B for new residential and $294.9B for remodeling
Replacement and Remodeling increasing share of residential spending
17%
24% 22%
29%32%
40%
48%
1995 1997 1999 2001 2003 2005 2007
0
10
20
30
40
50
2005 2006 2007 2008 2009 2010 2011
New Res
R&R
The Market
Window unit sales (Millions of units)
Source: 2008 WDMA/AAMA Study of U.S. Market for Windows, Doors, Skylights
Replacement and Remodeling increasing share of residential spending
Replacement and Remodeling increasing share of residential spending
$8.5 $9.5$11.7 $12.7 $13.5
$10.9 $10.1
2002 2003 2004 2005 2006 2007 2008 (Est.)
$ Billions
The Market
Source: Kitchen & Bath Business, KCMA
RemodelingNew Construction
200720062005
24.3%24.3%
75.7%75.7%
19.6%19.6%
80.4%80.4%
15.1%15.1%
84.9%84.9%
Cabinets
Source: Kermit Baker, Chief Economist, Harvard Joint Center for Housing Studies
What the experts are saying…
— Improvements decrease 9% in 2009
— Overall remodeling expenditures down 5% to 9%
— 3.5% to 4.5% annual real growth (adjusted for inflation) over next decade
The Market: 2009
Harvard Joint Center for Housing Studies Projections
Growth Drivers
Growth Drivers
— Total households
— Total existing housing stock
— Average age of housing stock
— Age by region
— Homeowner spending forecast
Growth Drivers
Total households are still growing
Sources: Census Bureau, Housing Vacancy Survey; George Masnick and Eric Belsky, “Revised Interim Joint Center Household Projections Based Upon 1.2 Million Annual Net Immigrants”, JCHS Research * Denotes Projection
Growth Drivers
37.446.1
58.368.7
88.4
120.8130.4
139.3
102.3
Millions of units
1940 1950 1960 1970 1980 1990 2003 2013*
Greater total housing stock = opportunity
Sources: U.S. Census Bureau (October 2008), Homeownership Alliance, Brookings Institute
2007
Growth Drivers
Average Age of U.S. Housing Stock
2005 34 years (oldest in U.S. history)
2013 37 years (projected)
An aging housing stock = even bigger opportunity
Growth Drivers
Source: Joint Center for Housing Studies, Harvard University
Average age of interior building products
Source: NAHB, Facts and Figures
Dishwasher, disposal, compactor: 10 years
Cabinets:15 - 20 years
Exhaust fan: 20 years
Granite:20+ years
Laminate:10 - 15 years
Growth Drivers
Sealer, silicone, waxes:1 - 5 yrs
Screen:25 - 50 yrs
Cement:50 yrs
Exposed exterior:25 - 30 yrs
Poured footing and foundation: 200 yrs
Average age of exterior building products
Growth Drivers
Source: NAHB, Facts and Figures
Consumers still want more
Source: U.S. Bureau of the Census, Construction Reports, Series C-22, Housing Completions. Prepared by Economics Department, NAHB
Growth Drivers
New Home Characteristics1989 2006
Growth Drivers
Average size in sq. ft. 1,9051,905 2,4692,469
New homes with 4+ bedrooms 28%28% 39%39%
New homes with 2.5+ bathrooms 44%44% 59%59%
New homes with central air 77%77% 89%89%
Improvement spending increases with age of home
Source: Joint Center tabulations of the American Housing Survey
0-4 5-9 14-10 15-19 20-24 25-29 30-39 40-49 Over 50
Age of Home
Average annual spending
Growth Drivers
Median year of homes built by region
Northeast: Northeast:
19551955
Source: Harvard Joint Center Tabulations of American Housing Surveys
Midwest: Midwest:
19651965
South: South:
19761976
West: West:
19741974
Growth Drivers
The bright side…
Sal AlfanoEditorial Director, Remodeling Group
Hanley Wood Business Media
Washington, DC
Growth Drivers
Remodeling trends:Remodeling trends:
— Green remodelingGreen remodeling
— Demographic changesDemographic changes
— Growing minority segmentGrowing minority segment
— Aging in placeAging in place
— Outdoor livingOutdoor living
— Reinvestment in rental housingReinvestment in rental housing
What the experts are saying…
Kermit BakerDirector of the Remodeling Futures Program
Joint Center for Housing Studies at Harvard University
Cambridge, MA
Remodeling Trends
Green remodeling is coming on strong
84%84%
No
Yes
Don’t Know10%10%6%6%
Remodeling Trends
Source: REMODELING; Green Remodeling Study, November 2006
Do you believe that over the next five years client interest in and required use of sustainable / green products will grow?
What Remodelers are installing:
73% Energy-efficient windows
65% Insulation replacement, sprayed foam or fiber
56% High-efficiency HVAC systems
47% High-efficiency kitchen appliances
46% Water-saving faucets and fixtures
Source: NAHB: First Quarter 2008 Remodeling Market Index
Home owners demand energy-efficient upgrades
Remodeling Trends: Green
Boomers want to age in place
— 84% of 50+ homeowners want to stay in their homes
— Only 16% have modified their homes to do so safely and comfortably
Source: AARP polling
Remodeling Trends: Demographics
1995 31.3%31.3% 22.5%22.5% 3.7%3.7%
2005 24.5%24.5% 31.3%31.3% 20.4%20.4%
2015 21.3%21.3% 23.6%23.6% 27.0%27.0%
Source: JCHS Projections
Boomers are big, but don’t ignore Gen-Xers
Remodeling Trends: Demographics
Share of Total Homeowner Spending
Lead Baby Boom(Born 1945 – 1954)
Trail Baby Boom(Born 1955 – 1964)
Gen X(Born 1965 – 1974)
23.3%
20.6%
18.4%
14.4%
12.3%1995
2000
2005
2010
2015
Minorities increase spending, too
Source: Joint Center for Housing Studies, Harvard University
Share of total home improvement expenditure
Remodeling Trends: Demographics
Remodeling Trends: Projects
D-I-Y enthusiasm dims
— 81% Americans planned home improvements in 2008
— Only 44% wanted to do a DIY (down from 56% in 2006)
— 32% of females between 25 and 34 said they would DIY (compared to 59% in 2006)
Source: Vertis Communications Study, July, 2008
What the industry is saying…
Remodeling Trends: Projects
Tom KellyPresident, CEO and Owner
Neil Kelly Design, Build, Remodeling
Bend, OR
Professional vs. D-I-Y: Kitchen and bath projects
Source: Joint Center tabulations of American Housing Surveys
Remodeling Trends: Projects
DO-IT-YOURSELFHomeowners
ReportingProjects
(000s)Average
($)
TotalExpenditures
($M)
PROFESSIONALHomeowners
ReportingProjects
(000s)Average
($)
TotalExpenditures
($M)
Minor kitchen remodel 758758 4,0014,001 3,0323,032 629629 1,4701,470 924924
Major kitchen remodel 572572 29,79029,790 17,03417,034 461461 12,77812,778 5,8965,896
Minor bath remodel 749749 2,0002,000 1,4991,499 837837 750750 628628
Major bath remodel 622622 15,84215,842 9,8589,858 583583 5,8245,824 3,3973,397
Professional vs. D-I-Y: Exterior replacement projects
Source: Joint Center tabulations of American Housing Surveys
Remodeling Trends: Projects
DO-IT-YOURSELFHomeowners
ReportingProjects
(000s)Average
($)
TotalExpenditures
($M)
PROFESSIONALHomeowners
ReportingProjects
(000s)Average
($)
TotalExpenditures
($M)
Roofing 2,7072,707 5,8105,810 15,72815,728 677677 2,6852,685 1,8191,819
Siding 776776 6,6736,673 5,1775,177 428428 2,9342,934 1,2561,256
Window / door 2,7332,733 3,8013,801 10,38710,387 1,8811,881 1,3231,323 2,4882,488
Add / replacedeck / porch 416416 8,5338,533 3,5463,546 443443 2,0482,048 907907
Contractor universeContractor universe
— Diverse segmentationDiverse segmentation
— Totals by type of workTotals by type of work
— Types of work Types of work by specialtyby specialty
— Consolidation? Consolidation? Not yetNot yet
Source: 2002 Census Tabulations by Joint Center for Housing Studies of Harvard University (2007)
Firms with Revenues of $25,000 or More
Universe
Over a MILLION firms prove vibrant diversity
– 530,200 individual remodeling businesses
– 320,100 specialty trade firms
– 210,100 general contractor remodeling firms
82,90082,900
117,200117,200
General Contracting Firms
Specialty Firms
Universe
The core 200,000+ remodeling firms: 41% general contractors, 59% specialty contractors
200,100 firms with a payroll and with 50% or more of their business in residential remodeling
Source: Harvard Joint Center Tabulations of the 2002 Census Construction Industries (2007). Excludes firms with less than $25,000 in annual revenues
1.1%
2.4%
Share of Establishments
Share of Remodeling Receipts
Universe
The largest 12.1% of GC firms account for 57.2% of all GC firm revenues
($ thousands)
Of the core 82,900 general contracting firms, the top 12.1% take in 57.2% of the revenues
Note: Excludes single-trade contractorsSource: Harvard Joint Center Tabulations of the 2002 Census Construction Industries. Completed January 2007
Independent Independent Contractor StatusContractor Status
D.S. Berenson, EsquireD.S. Berenson, EsquireJohanson Berenson LLP Johanson Berenson LLP [email protected]@johansonberenson.com
Mr. Berenson serves as general and special counsel to contractors, remodeling industry manufacturers, trade associations, banks and consumer lenders. His experience includes the Office of Chief Counsel of the Internal Revenue Service and the Securities and Exchange Commission. A frequent lecturer and author, Mr. Berenson was one of nine attorneys honored in the 2005 Forbes Magazine “Special Tribute to America's Best Lawyers”. He is the author of Pratt’s State Law and Regulation of Closed-End Credit, a six-volume treatise of installment sale practices.
Amends the Fair Labor Standards Act of 1938
Requires every employer to:
• Keep records of non-employees (contractors) who perform labor or services for remuneration
• Provide certain notice to each employee and non- employee including their classification as employee or
non-employee and information concerning their rights under the law
H.R. 6111 Employee H.R. 6111 Employee Misclassification Prevention ActMisclassification Prevention Act
• Makes it unlawful for any person to fail to accurately classify as an employee or non-employee
• Doubles the amount of liquidated damages for maximum hours, minimum wage and notice of classification violations by an employer
• Subjects a person who repeatedly or willfully violates such notice requirements to a civil penalty not to exceed $10,000 for each violation
H.R. 6111 Employee H.R. 6111 Employee Misclassification Prevention ActMisclassification Prevention Act
• Directs the Secretary of Labor to establish a web page on the Department of Labor’s website that summarizes the rights of employees under the Fair Labor Standards Act and other federal laws
• Requires a federal grant for the administration of state unemployment compensation
H.R. 6111 Employee H.R. 6111 Employee Misclassification Prevention ActMisclassification Prevention Act
Requires the state’s unemployment compensation law to include a provision for:
1) Auditing programs that identify employers that have not registered under the state law or that are paying
unreported compensation where the effect is to exclude employees from unemployment compensation coverage
2) Establishing administrative penalties for misclassifying employees or paying unreported unemployment
compensation to employees
H.R. 6111 Employee H.R. 6111 Employee Misclassification Prevention ActMisclassification Prevention Act
Requires any office, administration or division of the Department of Labor to report any misclassification of an employee by an employer that it discovers to the Department’s Employment Standards Administration (ESA).
H.R. 6111 Employee H.R. 6111 Employee Misclassification Prevention ActMisclassification Prevention Act
Authorizes the ESA to report such information to the Internal Revenue Service (IRS).
H.R. 6111 Employee H.R. 6111 Employee Misclassification Prevention ActMisclassification Prevention Act
To Acquire Review of the Act - - Click onto:
http://www.govtrack.us/congress/bill.xpd?bill=h110-6111&tab=summary
General Tax General Tax Issues - - 2009Issues - - 2009
Thomas Cox, Managing PrincipleThomas Cox, Managing PrincipleThompson Greenspon - CPA Thompson Greenspon - CPA [email protected]@tgccpa.com
Thomas E. Cox, CPA, is the managing principle of Thompson Greenspon, Fairfax, VA. He acts as the firm’s liaison with the IRS on ruling requests, audits and other compliance areas. Prior to joining Thompson Greenspon in 1978, Tom was an appeals officer with the appellate division of the IRS and was an instructor for their advanced corporate and partnership tax courses. His experience includes tax planning for corporate reorganizations, workouts, liquidations, partnerships, compensation planning and individual and business tax planning.
* This section also features D.S. Berenson, Esquire
Energy Tax Credits Energy Tax Credits and Marketing Themand Marketing Them
Nils Peterman Nils Peterman National Fenestration Rating Council National Fenestration Rating Council [email protected]@ase.org
Nils Petermann is a member of the National Fenestration Rating Council. He leads the Alliance to Save Energy’s efforts to promote energy-efficient fenestration as project manager for the Efficient Windows Collaborative, a collective project between the Alliance, the University of Minnesota, Lawrence Berkeley National Laboratory and AZS Consulting. Nils performs analysis and promotion of strategies to advance energy efficiency in the fenestration market, including utility and tax incentives, sustainable building standards and end-user education.
* This section also features D.S. Berenson, Esquire and Tom Cox, CPA
$1500 Energy Tax Credit
Homeowner’s primary residence (30% of purchase price)
Does not include installation
Homeowners must file IRS form 5695 with 2009 and/or 2010 tax return
Homeowners should keep manufacturer certification for their records
Energy Tax CreditsHow to maximize them and explain to homeowners
A Tax Credit. You don’t receive the tax credit when you buy the Home Improvement project. You claim the credit on your federal income tax form at the end of the year – 2009 or 2010. The credit then increases the tax refund you receive or decreases the amount you owe.
Tax Credits vs. Tax Deductions. In general, a tax credit is more valuable than a tax deduction. A tax credit reduces the tax you pay, dollar-for-dollar. Tax deductions – (home mortgages or charitable giving) – lower your taxable income. If you are in the 35-percent tax bracket, the income tax you pay is reduced by 35 percent of the amount of the tax credit.
Tax Credit for Efficient Windows, Doors & Skylights
Installed in 2009 or 2010
30% of purchase price (exclude installation)
Maximum credit: $1,500 for qualified energy efficiency improvements (including windows, doors and skylights)
NFCR-certified energy ratings:
– U-factor of 0.30 or less
– Solar Heat Gain Coefficient (SHGC) of 0.30 or less
To visit the Alliance to Save Energy site click here: www.ase.org/content/article/detail/2654
To visit the ENERGY STAR site click here: www.energystar.gov/index.cfm?c=products.pr_tax_credits
Lead PaintLead PaintIssuesIssues
Paul Toub, V.P. of MarketingPaul Toub, V.P. of MarketingKachina Lead Paint Solutions LLC Kachina Lead Paint Solutions LLC [email protected] [email protected]
Paul will review the amended Toxic Substances Control Act (TSCA) and its impact on the remodeling industry. As Marketing Director of Anthony Home Improvements, Inc. and Housecrafters (installers for 58 of The Home Depot stores), he understands TSCA and Lead Safe Work Practices as an industry insider. Paul’s extensive marketing and professional announcing experience make him an easy-to-understand and enjoyable presenter.
* This section also features D.S. Berenson, Esquire
APRIL 2008 - The Toxic Substances Control Act (TSCA) was amended
Significantly increased the burden and impact on our industry
First change happened 12/22/2008
Give to the owners of any pre-1978 home prior to beginning work
Get signed acknowledgment
Save for 6 years
NON-COMPLIANCE?
Criminal fines & imprisonment for up to one year/violation
Civil Penalties Up to $32,500 per violation / per day
Overseen by EPA & State Agencies
WHAT KIND OF WORK?
Removal of painted surfaces or painted components
“Renovation” = Any work that disturbs a painted surface
Surface preparation on painted surfaces Sanding and scrapingOther activities that may generate paint dust
WHAT KIND OF WORK? Removal of large structures that may have paint on them
Walls and ceilings Large surface re-plasteringMajor re-plumbing
Weatherization projects Cutting holes in painted surfaces to blow-in insulation or gain access to attics
WHAT KIND OF WORK?
Window replacementWindow repair (if painted)
NOT SURE ABOUT AGE OF THE HOME OR TYPE OF WORK?
When in doubt…Better safe than sorry!
EXCLUSIONS1978 or newer housing
Minor work disrupts 6 square feet or less of painted surfaces per room (interior)
20 square feet or less (exterior)
BE CAREFUL ABOUT THIS EXCLUSION
Do not rely on these exclusions if a child, age 6 or younger, lives or regularly visits the dwelling
When in doubt…Better safe than sorry!
All you need to do thru 4/21/2010
BOTTOM LINE:
APRIL 22, 2010
Pamphlet + test for lead paint (pre ’78 rule still applies)
If positive – lead safe work practices (LSWP)
EXCEPTIONS
Newer construction
Lead-free certified job sitesTest shows no lead paint or other surface
coatings that contain lead
Not in excess of 1.0 mg / sq. cm (or 0.5% by weight)
EXCEPTIONS
If owner lives there and opts out
• No pregnant women
• No child under age 6
• Must certify these conditions and agree LSWP will not be used
Why owner would opt-out?$$$$$$
Can you opt-out?Yes. Refuse the work!
IF YOU DO PROCEED
• Attest that it will assign a certified renovator
• Use only certified or properly trained workers
• Follow LSWP
• Adhere to all recordkeeping requirements
COMPANY NEEDS TO BE EPA- CERTIFIED
• Supervised or directed by the certified renovator
• Must have received relevant OJT in LSWP from a certified renovator
IF YOU DO PROCEED
INSTALLERS ON JOB
•Complete 8 hour course (includes 2 hours hands-on training) by an EPA certified training provider
•Accredited refresher course every 5 years
BECOMING A CERTIFIED RENOVATOR
The Opportunity to The Opportunity to Acquire Other Acquire Other
CompaniesCompanies
David Moore, Chairman & CEODavid Moore, Chairman & CEOMoore HoldingsMoore [email protected]@mooreholdings.com
David Moore is Chairman/CEO of Moore Holdings and Chairman of Sonostar Ventures which invest in and manage a variety of private companies. He has held the following positions: CEO, Register.com (NASDAQ); Board Member, Network Solutions; and CBS Marketwatch.com (NASDAQ); Vice Chairman, Marquis Jet; Chairman, U.S. Home Systems; Chairman, Garden State Brickface and Renewal by Andersen of NY and NJ. He has served on the Boards of ten different companies, six of them public (two NYSE, four NASDAQ). David graduated magna cum laude from Amherst College in 1978 and has an MBA from Harvard University.
* This section also features D.S. Berenson, Esquire
W. Hobson Hogan, Senior AssociateW. Hobson Hogan, Senior [email protected]@fminet.com
Hobson Hogan is a member of FMI’s investment banking practice. He specializes in building products manufacturers and distributors, as well as other construction industry firms, focusing on mergers and acquisitions, ownership transfer issues and strategy development. He has an extensive background in finance, strategic planning, consulting and engineering. His experience provides him with an understanding of difficult organizational, operational and strategic issues facing the building and construction industry.
Investment Banking
Drivers of Salability and Value
© FMI Corporation 2009
DisclaimersForward Looking Statements
This presentation contains forecasts, certain statements, projections and estimates from the U.S. Department of Commerce Construction Put in Place data, building permits, and other trade sources considered reliable, as compiled and estimated by FMI's Research Services Group and other third parties. FMI nor its employees make no representation as to the completeness or accuracy of the data. Such statements, estimates, and projections reflect various assumptions concerning anticipated results, which may or may not prove to be correct. Such projections and estimates are not necessarily indicative of current value or future performance, which may be significantly more or less favorable than as reflected therein. Accordingly, no representations are made as to the accuracy or completeness of such statements, estimates, or projections, and such statements, estimates, or projections should not be relied upon as indicative of future value or as a guarantee of value or future results.
© FMI Corporation 2009
Legal and Financial Advice
This presentation contains commentary and strategies that may have significant legal, tax, and other financial implications. FMI does not provide legal, accounting, or tax services. Any related strategies and suggestions in this presentation should be carefully reviewed by appropriate legal, tax, and financial advisors to determine their specific suitability.
Disclaimers
© FMI Corporation 2009
Value Drivers
*Personnel Process
Product
Profit Projections
Pricing of Debt/Equity
“6P Framework”
Company Side
Numbers Side
© FMI Corporation 2009
The Company Side
Personnel
Drivers of Value
Presence of professional management team
Highly skilled staff and/or workforce
Customer relationships spread throughout organization
Detractors of Value
Owner manages everything
Owner responsible for high proportion of customer
relationships
© FMI Corporation 2009
The Company Side
ProcessDrivers of Value
Internal controls in place
Accounting, IT and CRM systems in place
Presence of HR procedures (Employee handbook, Safety procedures)
Detractors of Value Loose controls
Company “run out of shoebox”
Poor health and safety record and/or procedures
Environmental issues
© FMI Corporation 2009
ProductDrivers of Value
Growing market share Strong brand Barriers to entry Intellectual property Leading edge
Detractors of Value Declining market share Commodity product Low barriers to entry “Bleeding edge” product
The Company Side
© FMI Corporation 2009
ProfitsDrivers of Value
Consistent results Performance in tough times Audited statements High margins relative to industry Easily verified adjusted earnings
Detractors of Value Volatile earnings Low margins relative to industry Difficult to quantify owners’ expenses and
perquisites Capital intensive business
The Numbers Side
© FMI Corporation 2009
ProjectionsDrivers of Value
Well thought out business plan Expected revenue growth Expected profitability growth
Detractors of Value No support to business plan
Vastly different than historic results
Vastly different than industry projections
Declining revenue or profitability High Capital Expenditures (CAPEX) expected
The Numbers Side
© FMI Corporation 2009
Pricing of Debt & Equity
Drivers of Value
Hard assets to borrow against
High quality current assets
Consistency of results
Detractors of Value
Lack of hard assets and/or assets in poor shape
Obsolete inventory and/or poor receivables
Risky industry and/or product
The Company Side
© FMI Corporation 2009
Valuation BasicsMethodologies
Asset-based approach Fair market value of assets
Market-based approach Public comparables Public transactions
Income approach Earnings based method Discounted cash flow (“DCF”) method Leveraged buy out (“LBO”) method
* Not every methodology will be used in every case* No one methodology is superior
© FMI Corporation 2009
Market Factors Affecting Value
Continued weakness in residential markets
Equity out refinancing and home equity loans greatly curtailed
Bank lending significantly tightened
Debt pricing greatly increased
Rich Nelson, President & Co-FounderRich Nelson, President & Co-FounderPCM ConstructionPCM [email protected]@pcmgc.com
Rich Nelson is President and co-founder of PCM Construction. Established in 1992 PCM Construction, Inc and its Subsidiaries (PCM) provide facilities maintenance services to commercial properties in the Washington/Baltimore area. The services that PCM provides are commercial asphalt, concrete, line-striping, painting, flooring, electrical, mechanical/HVAC, plumbing, powerwashing, and waterproofing/ restoration services. PCM also has two separate general contracting divisions.
The Basis of Good OptimizationThe Basis of Good Optimization
• Additional services can be offered that expand your Additional services can be offered that expand your current service portfoliocurrent service portfolio
• Both the acquired and the acquiring business would Both the acquired and the acquiring business would immediately benefit from client base and business immediately benefit from client base and business processes of each organizationprocesses of each organization
• The businesses have management style/talent that The businesses have management style/talent that fit into your corporate values and culturefit into your corporate values and culture
The Integration ProcessThe Integration Process
• Nothing except paycheck changes the first 30 daysNothing except paycheck changes the first 30 days
• Schedule a strategic planning session with a Schedule a strategic planning session with a professional facilitator 30 days after closing. Session professional facilitator 30 days after closing. Session will include specific tasks to improve and who is will include specific tasks to improve and who is responsible and how it is being measured.responsible and how it is being measured.
• Let leaders leadLet leaders lead
Review and Update MethodsReview and Update Methods
• Continually check in with the management team of the Continually check in with the management team of the acquired company. Feelings of “seller remorse” and acquired company. Feelings of “seller remorse” and regret are natural.regret are natural.
• Continue to engage a professional facilitator to meet Continue to engage a professional facilitator to meet quarterly and fine tune and/or adjust your strategic plan quarterly and fine tune and/or adjust your strategic plan and most importantly, make sure progress is being made and most importantly, make sure progress is being made toward identified goals.toward identified goals.
• Be flexible. Both companies bring value to the Be flexible. Both companies bring value to the acquisition.acquisition.
Mark Watts, CPA, CVAMark Watts, CPA, CVACocke, Szpanka & TaylorCocke, Szpanka & [email protected]@cst-cpa.com
Mark Watts has over 25 years experience with an emphasis on taxation; planning, preparation, and compliance. He is a partner, advising closely-held businesses and owners, along with high net worth individuals. He is a member of the National Association of Certified Valuation Analysts and has actively participated in, or advised clients on matters of mergers and acquisitions.
Tax Treatment of Assets Included in Sale of a Business
AssetAsset Seller’s Tax TreatmentSeller’s Tax Treatment Buildings and Buildings and
building building componentscomponents
Long-term gain attributed to depreciation is unrecaptured Section 1250 gain. Long-term gain attributed to depreciation is unrecaptured Section 1250 gain. Maximum individual capital gain rate on unrecaptured Section 1250 property is Maximum individual capital gain rate on unrecaptured Section 1250 property is 25%.25%.
LandLand Long-term gain is Section 1231 gain. Maximum individual capital gain rate on Long-term gain is Section 1231 gain. Maximum individual capital gain rate on Section 1231 property is 15%.Section 1231 property is 15%.
Equipment and Equipment and other tangible other tangible personal propertypersonal property
Gain attributed to depreciation is ordinary income under Section 1245. Gain attributed to depreciation is ordinary income under Section 1245. Maximum individual ordinary income tax rate is 35%.Maximum individual ordinary income tax rate is 35%.
Long-term gain in excess of depreciation is a capital gain under Section 1231. Long-term gain in excess of depreciation is a capital gain under Section 1231. Maximum individual capital gain rate on Section 1231 property is 15%.Maximum individual capital gain rate on Section 1231 property is 15%.
InventoryInventory Gain is ordinary income. Maximum individual ordinary income tax rate is 35%.Gain is ordinary income. Maximum individual ordinary income tax rate is 35%.
Intangible assets Intangible assets such as goodwill, such as goodwill, covenant not to covenant not to compete, copyright, compete, copyright, patent, customer patent, customer list, employee list, employee contract, franchise, contract, franchise, trademark or trade trademark or trade namename
Long-term gains on self-created intangibles are generally considered capital Long-term gains on self-created intangibles are generally considered capital gains. Top individual capital gain rate is 15%. gains. Top individual capital gain rate is 15%.
Exception:Exception: Income from a covenant not to compete is ordinary income, not Income from a covenant not to compete is ordinary income, not subject to SE tax, maximum rate of 35%subject to SE tax, maximum rate of 35%
Gain on acquired intangibles attributed to amortization is ordinary income Gain on acquired intangibles attributed to amortization is ordinary income under Section 1245. Maximum individual ordinary income tax rate is 35%.under Section 1245. Maximum individual ordinary income tax rate is 35%.
Long-term gain on acquired intangibles in excess of amortization is a capital Long-term gain on acquired intangibles in excess of amortization is a capital gain under Section 1231. Maximum capital gain rate on Section 1231 property gain under Section 1231. Maximum capital gain rate on Section 1231 property is 15% in excess of unrecaptured Section 1231 losses.is 15% in excess of unrecaptured Section 1231 losses.
AssetAsset Buyer’s Tax TreatmentBuyer’s Tax Treatment Buildings and Buildings and
building building componentscomponents
Depreciable over 39 yearsDepreciable over 39 years
LandLand Nondeductible—cost is capitalized and recovered when soldNondeductible—cost is capitalized and recovered when sold
Equipment and Equipment and other tangible other tangible personal propertypersonal property
Depreciable—generally over five or seven years unless other class life Depreciable—generally over five or seven years unless other class life applies. For 2009, up to $250,000 may qualify for current expense applies. For 2009, up to $250,000 may qualify for current expense deduction under Section 179.deduction under Section 179.
InventoryInventory Added to cost of goods—deductible when sold to customers.Added to cost of goods—deductible when sold to customers.
Intangible assets Intangible assets such as goodwill, such as goodwill, covenant not to covenant not to compete, compete, copyright, patent, copyright, patent, customer list, customer list, employee contract, employee contract, franchise, franchise, trademark or trade trademark or trade namename
Amortizable over 15 years as Section 197 intangibles.Amortizable over 15 years as Section 197 intangibles.
Tax Treatment of Assets Included in Sale of a Business
S.F.I. Programs – The S.F.I. Programs – The Promise and the Promise and the
ProblemsProblems
Jim Hall, PresidentJim Hall, PresidentTEMO, Inc.TEMO, [email protected]@temosunrooms.com
Jim Hall is the president of TEMO, Inc. For 22 years he has lent his expertise and management skills to the growth of this dynamic company. He is an integral part of TEMO’s management team and has helped guide the growth and success of America’s thermal sunroom manufacturer leader. Jim has served TEMO as its CPA, company controller and general manager of operations. He also contributes his leadership to TEMO’s national dealer network in assisting their business development.
•Excellent lead source
Why SFI?Why SFI?Why SFI?Why SFI?
•Other sources may not be available
•Other sources may be too costly
•Other sources may provide limited results
•Face-to-face (SFI) is proven to work
The Keys to SFI SuccessThe Keys to SFI SuccessThe Keys to SFI SuccessThe Keys to SFI Success•2 Key roles: corporate & independent contractor
•Corporate: must work within their structure
•Independent contractors: Don’t use SFI as sole marketing strategy
Understanding Corporate Understanding Corporate SFI Cultures SFI Cultures
Understanding Corporate Understanding Corporate SFI Cultures SFI Cultures
•Customer service and satisfaction is a MUST
•Cultivate relationships & build trust with store management teams
Ray Melani, Co-OwnerRay Melani, Co-OwnerMelani Brothers Melani Brothers [email protected]@melanibros.com
Ray and his brother Ron are the founders, co-owners and managers of a legendary company that started with two guys and a truck (one canvassed and sold; one installed and collected). They grew into the largest marketers of sunrooms in the US, installing as many as 600 per year. They have a branch office in Richmond, VA. Melani Brothers was an early pioneer in the use of S.F.I. relationships and used this method as a leverage to build their business and establish their brand.
Case Study: Sears S.F.I. ProgramCase Study: Sears S.F.I. ProgramSubject: AMRE ($250 Million S.F.I.)Subject: AMRE ($250 Million S.F.I.)
Presented by David Moore, Chairman & CEO Presented by David Moore, Chairman & CEO Moore Holdings Moore Holdings
Case Study: Sears S.F.I. ProgramCase Study: Sears S.F.I. ProgramSubject: AMRE ($250 Million S.F.I.)Subject: AMRE ($250 Million S.F.I.)
The PromiseThe PromiseCreate leads from the brand (Sears) which will increase Create leads from the brand (Sears) which will increase the return on advertising in all forms, including direct the return on advertising in all forms, including direct mail and tele-marketing the license for which included mail and tele-marketing the license for which included a remittance to Sears of about 15% (this varied with a remittance to Sears of about 15% (this varied with the product).the product). The ProblemThe ProblemThe cost of developing the marketing (advertising) The cost of developing the marketing (advertising) tools, i.e., print, TV production, had to be added to the tools, i.e., print, TV production, had to be added to the 15%. The same held true for outbound tele-marketing, 15%. The same held true for outbound tele-marketing, the creation of inbound call centers and similar.the creation of inbound call centers and similar.
Case Study: Sears S.F.I. ProgramCase Study: Sears S.F.I. ProgramSubject: AMRE ($250 Million S.F.I.)Subject: AMRE ($250 Million S.F.I.)
The PromiseThe PromiseUsing the Sears brand enabled salespeople to appear Using the Sears brand enabled salespeople to appear more user-friendly. While contracts had to meet a more user-friendly. While contracts had to meet a standard provided by Sears, this nonetheless standard provided by Sears, this nonetheless presented a workable strategic partnership.presented a workable strategic partnership. The ProblemThe ProblemAs AMRE grew and took on more markets, the cost of As AMRE grew and took on more markets, the cost of expanding the creation of advertising, TV production expanding the creation of advertising, TV production and direct mail circulation increased and direct mail circulation increased disproportionately. Outbound tele-marketing and call disproportionately. Outbound tele-marketing and call center costs also increased.center costs also increased.
Case Study: Sears S.F.I. ProgramCase Study: Sears S.F.I. ProgramSubject: AMRE ($250 Million S.F.I.)Subject: AMRE ($250 Million S.F.I.)
The PromiseThe PromiseThe sales methodology, when coupled with the brand The sales methodology, when coupled with the brand name, enabled salespeople to be less aggressive, thus name, enabled salespeople to be less aggressive, thus engendering better customer satisfaction. This also engendering better customer satisfaction. This also made possible a sales-hiring plan which included little made possible a sales-hiring plan which included little or non-experienced in-home salespeople. or non-experienced in-home salespeople. The ProblemThe ProblemWhen adding the license fee of 15% to marketing When adding the license fee of 15% to marketing costs ranging from 5-10%, the total cost of marketing costs ranging from 5-10%, the total cost of marketing represented 20-25% creating an inflated retail selling represented 20-25% creating an inflated retail selling price. Ultimately marketing costs hit 28%.price. Ultimately marketing costs hit 28%.
Case Study: Sears S.F.I. ProgramCase Study: Sears S.F.I. ProgramSubject: AMRE ($250 Million S.F.I.)Subject: AMRE ($250 Million S.F.I.)
The PromiseThe Promise
We are strategic partners.We are strategic partners.
The ProblemThe Problem
AMRE grew to a $250 million plus AMRE grew to a $250 million plus company while operating on a 1 year company while operating on a 1 year contract renewable at the option of contract renewable at the option of Sears.Sears.
Case Study: Sears S.F.I. ProgramCase Study: Sears S.F.I. ProgramSubject: AMRE ($250 Million S.F.I.)Subject: AMRE ($250 Million S.F.I.)
ObservationsObservations
SFI helped build AMRE, Facelifters and SFI helped build AMRE, Facelifters and Melani Brothers to their positions. Melani Brothers to their positions. Once attained, it is up to management Once attained, it is up to management to modify and augment arrangements to modify and augment arrangements to better suit their needs.to better suit their needs.
FinancingFinancingIssuesIssues
Jim Borschow, PresidentJim Borschow, PresidentFirst Consumer Credit, Inc.First Consumer Credit, [email protected]@firstconsumercredit.com
Mr. Borschow has been involved in home improvement consumer finance for most of his adult life with over 30 years of experience. As president of FCC Finance, Mr. Borschow utilizes his extensive expertise in home improvement lending to create opportunities for bringing financial transactions to completion. He could be described as a traditionalist, dedicated to understanding the business of his customers and committed to pursuing profitable business opportunities.
Home Improvement Financing - - 2009Home Improvement Financing - - 2009
• Current economic environmentsCurrent economic environments• Lender issuesLender issues• Creating optimum contractor opportunityCreating optimum contractor opportunity
Current Economic EnvironmentCurrent Economic Environment
• Tremendous uncertaintyTremendous uncertainty
• UnemploymentUnemployment
• Liquidity / Most effective use of capitalLiquidity / Most effective use of capital
Lender IssuesLender Issues• PricingPricing• CostCost• LossesLosses• Cash flowCash flow
Creating Optimum Contractor OpportunityCreating Optimum Contractor Opportunity
• Understanding the lenders issues and needsUnderstanding the lenders issues and needs
• Maximizing approvals / FundingsMaximizing approvals / Fundings
The Economic and The Economic and Financial OutlookFinancial Outlook
Robert Genetski, Ph.D.Robert Genetski, Ph.D.Classic Principles Classic Principles [email protected] [email protected]
Dr. Robert Genetski is one of the nation’s premier interest rate forecasters and investment advisors, providing insights to economic, financial and investment matters. In the early 1980s, he correctly forecast that tax cuts would end the nation’s economic malaise by boosting productivity, reducing inflation and interest rates. Dr. Genetski has served as Senior Vice President and Chief Economist for a major Midwest bank and headed asset management, investment research and investment banking operations. He has taught economics at several major university and served on numerous boards of directors.
Modern Economic Principles
WSJ January 6, 2009 As layoffs and store closures grip the U.S., families hope frugality will see them through. But thriftiness is a major reason the downturn may not soon end.
Frugal Families Aggravate Nation’s Economic Woes
Classical PrinciplesClassical Principles
Low tax ratesLow tax rates
Free marketsFree markets
Protect individual property rightsProtect individual property rights
Stable pricesStable prices
GDP--Major Countries-(Based on Purchasing Power Parity)
0
5
10
15
20
25
1980 1985 1990 1995 2000 2005 2010 2015 2020
Japan
China
United States
India
France
UKGermany
Brazil
Source: World Bank; IMF; classicalprinciples.com
Government “Stimulus”(billions of dollars)
• Beginning deficit $250• Early stimulus 170• Bailout Fannie & Freddie
200+• Fallout from Fannie & Freddie bailout
700• Citi, AIG bailouts
500+• Help auto companies retool 25• Bailout Detroit so it can retool
25• Obama proposed “stimulus” 790
• Total over $2,500
Factors Affecting Credit MarketsFactors Affecting Credit Markets
Fed’s monetary policy - further downturnFed’s monetary policy - further downturn
Cascading recession - borrowers squeezedCascading recession - borrowers squeezed
Government borrowing - scarcity of creditGovernment borrowing - scarcity of credit
Banking crisis - banks attempting to Banking crisis - banks attempting to recapitalizerecapitalize
FDIC insurance hike - $13.5 billion tax on FDIC insurance hike - $13.5 billion tax on banks banks
Business StrategiesBusiness Strategies
Survival mode - focus on cash flow Survival mode - focus on cash flow
Conserve capital, allocate funds cautiouslyConserve capital, allocate funds cautiously
Monitor and adjust budgets monthlyMonitor and adjust budgets monthly
Credit sources will remain Credit sources will remain scarce/expensivescarce/expensive
Prepare for major swings in spending, Prepare for major swings in spending, inflation and interest ratesinflation and interest rates
Avoid fixed price contractsAvoid fixed price contracts
Implications: Personal StrategiesImplications: Personal Strategies
StocksStocks
BondsBonds
Real AssetsReal Assets
Growing Your Business Growing Your Business in a Changing in a Changing
EconomyEconomy
Brian Smith, Senior Account ExecutiveBrian Smith, Senior Account ExecutiveDave Yoho Associates Dave Yoho Associates [email protected]@briansmith.com
Joined Dave Yoho Associates as part of a “turn-around team” after almost 20 years experience in Sales Management with some of the largest and most successful home improvement retailers in the US. He now practices as a Senior Account Executive working on a broad range of consulting assignments throughout the home improvement/remodeling industry. He has developed programs for large and mid-size home improvement companies covering almost all products which are sold directly to home owners.
ISSUES & CONCERNSISSUES & CONCERNS Traditional advertising sources are producing less leads
per dollar invested
The ability to contact prospects or re-contact customers by phone is impaired by DNC legislation
Changes in lead sources require modification of the sales model
Effective marketers reduce cost by implementing more
creative lead distribution and instituting revised sales models
Increased marketing costs are a major contribution to lower profitability
A key ingredient in a successful home improvement marketing/sales plan is: The quality and quantity of leads generated is measured against the quality and quantity of the salespeople who are issued the leads which were generated
The cost of a lead is increased (or reduced) by the efficiency and sales ability of the person to whom it is issued
ISSUES & CONCERNSISSUES & CONCERNS
A “90 DAY CASE STUDY”A “90 DAY CASE STUDY”CASE STUDY WDT-41CASE STUDY WDT-41
SALES ISSUESSALES ISSUES PriorPrior @90 @90 DaysDays IncreaseIncrease
Demo rate - vs. leads issued Demo rate - vs. leads issued 68%68% 75%75% 11.5%11.5%
1st call close rate - vs. leads issued1st call close rate - vs. leads issued 10%10% 19%19% 90%90%
1st call close rate - vs. demos1st call close rate - vs. demos 17%17% 30%30% 76%76%
Close rate (2nd call, etc.) - to leads issuedClose rate (2nd call, etc.) - to leads issued 10%10% 11%11% 10%10%
Close rate (2nd call, etc.) to demosClose rate (2nd call, etc.) to demos 17%17% 18%18% .06%.06%
Average net sales per monthAverage net sales per month $812,040$812,040 $1,026,437$1,026,437 $214,393$214,393
Projected annual volume (based on annual average by month) as of June 1st - $9,283,817
Projected annual volume as of September 1st - $11,245,262
MARKETING MARKETING ISSUESISSUES
PriorPrior @90 DAYS@90 DAYS INCREASEINCREASE DECREASEDECREASE
Marketing CostsMarketing Costs 17.01%17.01% 12.96%12.96% 4.05%*4.05%*
Efficiency Efficiency RatingRating $2,351$2,351 $2,673$2,673 $322$322
Average Leads Average Leads Issued Per Mo.Issued Per Mo. 408408 386386 2424
* Increased earnings (4.05% decreased marketing costs) - - $123,172.44
A “90 DAY CASE STUDY”A “90 DAY CASE STUDY”CASE STUDY WDT-41CASE STUDY WDT-41
Joe Talmon, PresidentJoe Talmon, PresidentLarmco Windows – Home Solutions Larmco Windows – Home Solutions [email protected]@larmco.com
Joe Talmon is President of Larmco Windows – Home Solutions an Ohio based company, he is a 22 year veteran of the window and home improvement industry. He transformed a small regional wholesale window manufacturer into a respected retailer of high end replacement windows, siding and other products. His passion is quickly uncovered when you hear him speak about one call selling, sales training, and working shows and events.
We will continually be faced with many great opportunities that will be brilliantly disguised as problems or challenges.
When we move the dirt away and dig past what we think we see we will discover those great opportunities and the profits they provide.
We will continually be faced with many great opportunities that will be brilliantly disguised as problems or challenges.
When we move the dirt away and dig past what we think we see we will discover those great opportunities and the profits they provide.
In 2007 we recognized that the landscape in our market looked confusing, different, more challenging and not at all like what we wanted to see.
The foreclosure crisis had hit Ohio in a big way and it seemed the one thing everyone wanted to talk about was foreclosure.
A competitor who had not existed 5 years earlier was now spending over $100,000 per month in radio and TV advertising according to a competitive media research study.
We suddenly realized we were no longer the Big Dog in town that we had thought we were.
In 2007 we recognized that the landscape in our market looked confusing, different, more challenging and not at all like what we wanted to see.
The foreclosure crisis had hit Ohio in a big way and it seemed the one thing everyone wanted to talk about was foreclosure.
A competitor who had not existed 5 years earlier was now spending over $100,000 per month in radio and TV advertising according to a competitive media research study.
We suddenly realized we were no longer the Big Dog in town that we had thought we were.
By mid 2007 I made a discovery
The need to change and the want to change had little to do with changing the organization.
It didn't matter how much we talked about change or agreed to change, something was missing.
In the end the single key ingredient turned out to be discipline the discipline to change.
By mid 2007 I made a discovery
The need to change and the want to change had little to do with changing the organization.
It didn't matter how much we talked about change or agreed to change, something was missing.
In the end the single key ingredient turned out to be discipline the discipline to change.
I decided we had to do 6 things
1.We had to stop toying with canvassing and learn to do it well
2. Show and event marketing had to be taken to a new dimension 3. Create a serious contact program for our existing customer base
4. Increase sales training to work with new lead sources
5. Tighten up lead management systems
6. Introduce new products
I decided we had to do 6 things
1.We had to stop toying with canvassing and learn to do it well
2. Show and event marketing had to be taken to a new dimension 3. Create a serious contact program for our existing customer base
4. Increase sales training to work with new lead sources
5. Tighten up lead management systems
6. Introduce new products
The new and improved canvassing program produced leads and allowed us to expand in to more effective show and event marketing evolving into a fun experience for our guests and show staff.
We adopted a new philosophy for training canvassers and show crew, "Sesame Street Training 101" Greed - Need – Lead.
We added a few new rules for shows and events:
• We will now go anywhere there are people• No chairs allowed, no one is allowed in the booth unless they are with a prospect• No-one is allowed to pass our booth that we don't stop and engage
The new and improved canvassing program produced leads and allowed us to expand in to more effective show and event marketing evolving into a fun experience for our guests and show staff.
We adopted a new philosophy for training canvassers and show crew, "Sesame Street Training 101" Greed - Need – Lead.
We added a few new rules for shows and events:
• We will now go anywhere there are people• No chairs allowed, no one is allowed in the booth unless they are with a prospect• No-one is allowed to pass our booth that we don't stop and engage
It started in a small town an hour north of our primary market at the Marion County Popcorn Festival.
We took our concept on the road where no one really knew us and decided to be over the top, be ridiculously aggressive and see what happens.
In a few long days, well off the beaten path, down the street nearly two blocks, then down another street nearly to the end of that section of the street we found our booth.
If location is everything we had nothing.
We set 57 appointments in 4 not so busy days.
From that event on everything changed for us.
It started in a small town an hour north of our primary market at the Marion County Popcorn Festival.
We took our concept on the road where no one really knew us and decided to be over the top, be ridiculously aggressive and see what happens.
In a few long days, well off the beaten path, down the street nearly two blocks, then down another street nearly to the end of that section of the street we found our booth.
If location is everything we had nothing.
We set 57 appointments in 4 not so busy days.
From that event on everything changed for us.
Today we have slot machines in our show and event booths and we just set a new company record by using our new and improved approach setting 203 appointments in 4 1/2 days at our home and garden show.
We have added some new products – and – with the help of Terry Ferraro, E-Shield attic insulation is booming for us.
We have zero service, easy installation, and great profit. We have even started to take a “window no demo” and turn it into an “insulation sales”.
Today we have slot machines in our show and event booths and we just set a new company record by using our new and improved approach setting 203 appointments in 4 1/2 days at our home and garden show.
We have added some new products – and – with the help of Terry Ferraro, E-Shield attic insulation is booming for us.
We have zero service, easy installation, and great profit. We have even started to take a “window no demo” and turn it into an “insulation sales”.
The past customer contact program was a home run.
We discovered far less service than we thought we would.
We found that nearly everyone loves us (nearly everyone)
And while we believed it to be true, we rediscovered that selling to our previous customers was 10 times easier than selling to anyone else.
We now make QC calls to every completed installation and every completed service. We end every call with a scripted line.
"Before I let you go I'm excited to tell you about a new product."
The past customer contact program was a home run.
We discovered far less service than we thought we would.
We found that nearly everyone loves us (nearly everyone)
And while we believed it to be true, we rediscovered that selling to our previous customers was 10 times easier than selling to anyone else.
We now make QC calls to every completed installation and every completed service. We end every call with a scripted line.
"Before I let you go I'm excited to tell you about a new product."
We are now selling new work for the first time to people within one week of a completed service or completed installation.
As a result of the decision to add discipline change began to happen.
By the end of 2008 our central Ohio region had overtaken our numbers from 2007 - - More importantly our profits grew.
I see 2009 being an up year in both sales and profits over 2008.
I believe that the future will offer us amazing opportunities that will be brilliantly disguised as problems or challenges.
We are now selling new work for the first time to people within one week of a completed service or completed installation.
As a result of the decision to add discipline change began to happen.
By the end of 2008 our central Ohio region had overtaken our numbers from 2007 - - More importantly our profits grew.
I see 2009 being an up year in both sales and profits over 2008.
I believe that the future will offer us amazing opportunities that will be brilliantly disguised as problems or challenges.
Rick Wuest, Owner & PresidentRick Wuest, Owner & PresidentThompson Creek Window Company Thompson Creek Window Company [email protected]@thompsoncreek.com
Rick Wuest is the Owner and President of Thompson Creek Window Company. Thompson Creek’s headquarters is in Landover MD, and services customers in Maryland, DC, and Northern Virginia. The company is a specialty remodeler marketing and installing widows, siding, entry doors, and gutter systems. The company manufactures their own replacement windows and Gutter Systems.
Sal Ferro, President & CEOSal Ferro, President & CEOAlure Home ImprovementAlure Home [email protected]@alure.com
Salvatore (Sal) Ferro is President and CEO of Alure Home Improvement of East Meadow, NY, a full service home improvement company with revenues of over $45 million annually. Starting as a Production Manager a scant 20 years ago, he enabled his company to grow from a small painting contractor to the successful multi-product giant of today. He has received numerous rewards from both industry and consumer groups. His company has participated six times on the ABC Extreme Home Makeover show and most notably, his company acquires over 40% of their business from referral leads.
Tim Musch, Business Development Dir.Tim Musch, Business Development Dir.MarketSharp Software MarketSharp Software [email protected]@marketsharp.com
Tim Musch is Director of Business Development for MarketSharp Software located in Lacrosse, WI. Prior to that, he spent 15 years gaining experience in a family owned remodeling company in Central Wisconsin. MarketSharp has supplied computerized marketing solutions to over 2000 of the country’s most successful remodelers. Tim has spent the last 18 years developing and refining computerized database marketing systems for the remodeling industry.
Efficiency!
Grow Your Business
This Year By 34%
While...
Only Getting 6%
Better At What You
Do!
A Quick Lesson In Knowing Your Numbers...
UPS trucks drove 2.5 billion miles last year, but the company says it’s research found by doing ONE THING saved driving 28,541,472 million miles, and three million gallons of fuel.
Any Idea What It Is?
What AreYOUR Company’s
Left Turns?
The Lead(inquiry)
The Call(inbound/outbound)
Pre-ApproachActivities
Presentation
SystematicLead Follow-up
(asset recovery)
Repeat/Referral Strategies
(customer replication)
Leverage Your Business’ FLEX Points!
Great Brainstorming Tool!
It All Starts Here!
Planning Worksheet…
Brainstorm Meeting…
Let’s Trade…
=XYZ Windows1300 Main StreetYour Town, USA800-555-1212
Michelle NowlanGeneral Manager
To Sum Up…
•Know your numbers
•Continuously strive to improve
“…the best way to put distance between you and the crowd, is to do an outstanding job with information. How you gather, manage, and use information will determine whether you win or lose.“
- Bill Gates
Report Example…
MarketingMarketingSavvySavvy
ADVERTISING CASE HISTORY (NEWSPAPER) #170NP
SUBJECT: Large window replacement retailer, $20MM annual revenue – major eastern city.
GOAL: Contain/reduce marketing costs (13% in 2007). MAY 2007 meeting with competing major newspapers (reps) (together in conference room).Each given purchase order for $20M advertising (1 mo).Each given instructions to use $20M to produce as much advertising as possible for one month.
Each informed: publication producing most inquiries (leads) would receive a contract for balance of the year.
RESULTS AT END OF MAY
• Newspaper (A) stuck to rate card produce results less than fair
• Newspaper (B) use company’s ads as fillers, special projects, inserts
• Newspaper (B) advertising produced 171 leads, 86 appointments. Cost per lead issued $232Net revenue $182,333Net advertising cost 11%
ADVERTISING CASE HISTORY (NEWSPAPER) #170NP
OVERVIEWNewspaper (B) utilized special projects. Probably equal to $90M – $100M based on lineage.
FOLLOW THROUGHNewspaper (B) was asked to agree to a contract for $20,000 a month not to exceed 12%.
2008 PROJECT• Newspaper (B) continued project for $20M per month for entire year• Conditioned by “not to exceed” 12%• Incoming calls monitored by “Call Cap” (or similar) shared with newspaper rep• Reviewed at the end of each month with rep
2009 PROJECTSame as above
ADVERTISING CASE HISTORY (NEWSPAPER) #170NP
ADVERTISING CASE HISTORY (MAGAZINE) #183MP
SUBJECT: Suburban company – near a major city – windows/siding
(A) Community magazines (city, county) contracts volume based.
STRUCTURED AGREEMENT• Rates are paid by actual gross volume sold• Window volume at 10%, siding volume at 6%• Use 800 number with monitor check in publication and/or Call Cap• At net volume cost not to exceed 12% total
(B) Monthly news insert (mail delivered)• Arrangement similar to above• All rates are at 12% net volume
STRUCTURED AGREEMENT • Not to exceed total of 12% of volume
ADVERTISING CASE HISTORY (RADIO) #191R
SUBJECT: Established company suburb – windows, sunrooms, siding, volume $12MM
GOAL: Promote brand in-market while producing cost-effective leads
RESEARCH METHOD:• Listen to different radio show daily• Determine – the number of (“self-promoting”) charity and/or public interest ads indicating “non-revenue” advertising
• Visit station personally• Trial program 60 days
$50 per lead – and 12% of net sales Utilize first station results as benchmark for additional programs
ADVERTISING CASE HISTORY (TELEVISION) #194TV
SUBJECT: Suburban company, third level market – siding, windows, roofing, heating, annual volume $13MM
GOAL: Television advertising in a market supported by 6 channels – per inquiry
MARKET DEFINITION: 4MM population extending 75 to 90 miles from company base. Four stations affiliated with major networks, 2 independent
METHOD: All contracts based on per inquiry, space available and run of schedule
COST: Per inquiry – $50-$80 each
CONTROL: Shared 800 numbers with control check, reviewed monthly
THE PLUS: During January/February (normally slow for stations) may get 10-20 runs per day
THE MINUS: During elections, where majority of the time is booked, fewer runs
Discussion on
Ron Sherman, PresidentRon Sherman, PresidentRon Sherman Advertising Ron Sherman Advertising [email protected]@ronshermanadv.com
Ron Sherman is the President of a multi-million dollar ad agency headquartered in Little Rock, Arkansas. He specializes in producing programs for the home improvement industry. He acts as producer and spokesperson for many of those in the room today. In any given time, throughout the US, you can count on running into a Ron Sherman production television program. He has dedicated his business and his modern production studio to the art of – producing leads.
A form of direct response in which the advertiser
receives free commercials while paying only for
results.
Also known as:• “Cost Per Lead” or CPL• “Pay Per Lead” or PPL• Cost Per Action
1. Establish a favorable arrangement for both parties
2. Create a unique, dynamic, performance-based relationship with your media partner
3. Mutual respect is needed for the model to thrive
Advantages:
1. Expanded awareness of your company
2. Risk-free leads
3. Gives many home improvement companies the opportunity to use TV for the first time
Disadvantages:
1. Many stations only offer P.I. in the 1st and 3rd quarter
2. Many stations will pull a P.I. program without notice
3. High percentage of stations offering P.I. programs have smaller audience which results in a dramatic drop in leads after initial campaign
1. Create two very different commercials with the shared goal of getting the phone to ring
2. Request a complete list of all commercial times to ensure you are not getting a high percentage of weekend and over-night placement
“Advertising revenue will drop 13% this year,
but improve to a decline of just 1.5% in 2010” (According to tvnewsday.com)
TV spot revenue down 4.9% in ‘08• Biggest loser for TV spots is markets 101-210• The only area to show growth was Hispanic cable
and cable TV
1. Top 50 markets rates in 1st quarter are down 10-20%
2. Markets 51-100 are very erratic
3. Markets 101-210 show rate reductions up to 50%
The total TV market revenue will be a determining factor, whether the TV stations will aggressively
work on a P.I. basis or sizable rate reductions.
Market Market Size RevenueAbilene 162 $12MGainesville 163 $19MFlint-Saginaw 63 $45MTulsa 60 $80MMinneapolis-St. Paul 14 $295MHouston 11 $450M
(According to National Association of Broadcasters)
Internet Internet MarketingMarketing
Jim Cory, EditorJim Cory, EditorReplacement Contractor Magazine Replacement Contractor Magazine [email protected]@hanleywood.com
Jim Cory is the editor of Replacement Contractor, a HanleyWood publication for roofing, siding and window contractors. Prior to the launch of Replacement Contractor, in the fall of 2002, he was Senior Editor at Remodeling, another HanleyWood publication. He currently contributes to both Remodeling and Replacement Contractor as well as the respective Web sites. He organizes the Replacement Contractor Executive Conference, an annual event focusing on sales and marketing in the home improvement industry.
Tom Audette, Business Development Dir.Tom Audette, Business Development Dir.Three Deep Marketing Three Deep Marketing [email protected]@threedeepmarketing.com
Tom Audette is the Business Development Director for Three Deep Marketing; a digital marketing agency that does search engine optimization, paid search management and email marketing. He has over 17 years of direct industry experience as a sales rep, sales manager, marketing manager, and business executive and as VP of Marketing for a large home improvement company where he generated over 30% of revenues via the Internet with marketing costs under 10%.
Yellow Page advertising in 2008 dipped below their 1998 levels. In the next 4 years, ad spending will drop an additional 39%. (Media Futurist)
The Death Of Old The Death Of Old MediaMedia
Newspapers have lost 23% of their revenues since 2005 and circulation is now at its lowest point in 62 years. (WSJ)
The Death Of Old The Death Of Old MediaMedia
Average DVR user sees only 46% of the commercials in the programs they watch.
70% of advertisers now feel the DVR will “reduce or destroy” the 30 second commercial.
The Death Of Old The Death Of Old MediaMedia
Online Industry Online Industry StatisticsStatistics
85% of product / service inquiries now start on the 85% of product / service inquiries now start on the Internet Internet (B2B Magazine)(B2B Magazine)
US Internet ad spending will grow by 8.9% in 2009 to US Internet ad spending will grow by 8.9% in 2009 to $25.7 billion. $25.7 billion.
Paid search spending will grow by 14.9% in 2009, to $12.3 Paid search spending will grow by 14.9% in 2009, to $12.3 billion billion (Emarketer)(Emarketer)
Why?Why?– It’s where homeowners are searchingIt’s where homeowners are searching– It’s cost effectiveIt’s cost effective– It’s highly measurableIt’s highly measurable
Contractor Advertising DollarsContractor Advertising DollarsTraditional Focus vs. New FocusTraditional Focus vs. New Focus
Traditional Traditional FocusFocus
Yellow PagesYellow Pages NewspaperNewspaper TelevisionTelevision Direct MailDirect Mail RadioRadio Home ShowsHome Shows CanvassingCanvassing
New FocusNew Focus Paid SearchPaid Search
SEOSEO Local SearchLocal Search
EmailEmail RadioRadio
Home ShowsHome Shows CanvassingCanvassing
Search Engine OptimizationSearch Engine Optimization
““Studies show that web users Studies show that web users predominantly click on the predominantly click on the top four top four resultsresults for any particular search, and then for any particular search, and then move on.” move on.” (Forrester Research)(Forrester Research)
Paid Search – Pay Per ClickPaid Search – Pay Per Click
The The fastestfastest way to get listed in those way to get listed in those
precious top four results.precious top four results.
You only pay if a prospect “clicks” the ad
The higher the bid “per click” the higher your ad appears.
Geographic targeted ads
Extremely measurable if implemented correctly
The Growth Of Local The Growth Of Local SearchSearch
FACT: Google has over 75% market share in online search
If your customers can’t find you there…you aren’t even in the game!
Continuous ImprovementContinuous Improvement Fix Every Sell Cycle InefficiencyFix Every Sell Cycle Inefficiency
SpecificLandingPage &
Lead Capture
Internet Lead
SalesAppointment
DealClosed
50% Appointment
Set Rates
30% Sales Close Rates 15%
ReferralRates
In a down economy, you must fix every revenue gap in your selling cycle!
AB
C
Jesse Cory, CEOJesse Cory, CEOOHM Creative Group OHM Creative Group [email protected] [email protected]
Jesse Cory is the CEO of Ohm Creative Group, a Marketing and Public Relations Firm. With a lifetime of achievements in Motion Pictures, New York’s Fashion Industry and Digital Marketing, Jesse has become an expert at bringing all his talents together to manage a diverse client base, including CBS Radio & Detroit Public Television. Utilizing his vast professional experience to turn results and profits for numerous clients.
Todd Bairstow, Founding PartnerTodd Bairstow, Founding PartnerKeyword Advisors Keyword Advisors [email protected] [email protected]
Todd Bairstow is a Founding Partner at Keyword Advisors, a lead generation company specializing in home improvement leads and appointments. They currently work with large home improvement brands in the gutter protection and one day bath categories, their programs have generated tens of thousands of high quality home improvement leads and appointments via the Internet in the last 3 years. Todd has a background as a copywriter and associate creative director at Arnold Worldwide, one of the largest and most successful ad agencies in the US.
Elements of Today’s Internet Lead Generation
Search Engine
Optimization
Paid Search Advertising
Third Party Online Lead Companies
Anatomy of A Search Results Page
natural search resultspaid search results
Search Engine Optimization“Leveraging ‘Free’ Media”
Make your site ‘friendly’ to search engines
Pick 2 keywords per page to optimize forThink about how your prospects search for you
Manage expectations - optimize for local & default terms(i.e. “replacement windows boston”, “ABC Window Company”)
Look to distributor and/or brand to optimize for national and generic terms(i.e. “replacement windows”)
Coordinate with dealers & your national brand“In unity there is strength”
Paid Search Marketing (Pay-Per-Click)“Buy Your Way To The Top”
Buy hundreds/thousands keywords, place dozens of ads
Drive traffic to response-oriented landing pagesNot necessarily your website
Critical: Actively track & evaluate your results constantly
Manage by the numbers! Your campaigns are only as good as your results in terms of volume and cost per lead
Buying Leads From Online Lead Companies“You Get What You Pay For”
All Internet leads are not created equal
- - Caveat emptor - -
Determine lead types that fit with your business:
Exclusive vs. Non-Exclusive
Branded vs. Un-branded
Telephone leads vs. Web leads
Travis Jenkins, PresidentTravis Jenkins, PresidentAll-Tex ExteriorsAll-Tex [email protected]@alltexexteriors.com
Travis Jenkins is President of All-Tex Exteriors, Houston, TX. They specialize in siding, windows, sunrooms and roofing. By redirecting the marketing efforts of his company, he made a transition from the largest showroom in Houston to an Internet marketing lead generation company which now provides 10 salespeople with leads from this source. Only 30% are “pay-per-click”, 70% are from organic search and his web optimization.
THE NEBULOUS (INDEFINITE) THE NEBULOUS (INDEFINITE) LEADLEAD
• Uncovers “remote” prospectsUncovers “remote” prospects
• A supplemental - - low cost leadA supplemental - - low cost lead
• Creates “now” and “future” leadsCreates “now” and “future” leads
• Requires training (re-training)Requires training (re-training)– Scripts for lead taking/confirmingScripts for lead taking/confirming
– Sales training (finessing)Sales training (finessing)
THE BOOK “PLAN”THE BOOK “PLAN”
• Published bookPublished book
• Available in book stores & Available in book stores & AmazonAmazon
• Registered in the Library of Registered in the Library of CongressCongress
www.WindowHelpBook.com
• Door hangers, postcards Door hangers, postcards and handouts available to and handouts available to retailerretailer
• Bound books available Bound books available for retailer/salespeoplefor retailer/salespeople
• Script for phone follow Script for phone follow up available for up available for retailer/salespeopleretailer/salespeople
THE BOOK “PLAN”THE BOOK “PLAN”
www.WindowHelpBook.com
CONSERVATIVE CONSERVATIVE PROJECTIONPROJECTION
• Inquiries per Inquiries per week.................................................................week.................................................................66
• Projected for 12 months..................................................Projected for 12 months..................................................300300
• Estimated 40% fall-off inquiry to leads issued.............Estimated 40% fall-off inquiry to leads issued.............180180
• Estimated 70% “sit rate” (presentations)...................Estimated 70% “sit rate” (presentations)...................126126
• Estimated 20% close rate (1 out of 5) sales made.......Estimated 20% close rate (1 out of 5) sales made.......25+25+
CONSERVATIVE CONSERVATIVE PROJECTIONPROJECTION
Assuming an average contract of $8,000Assuming an average contract of $8,000
Gross sales: Gross sales: $200,000$200,000
Assuming an average contract of $7,000Assuming an average contract of $7,000
Gross sales: Gross sales: $175,000$175,000
Assuming an average contract of $6,000Assuming an average contract of $6,000
Gross sales: Gross sales: $150,000$150,000
DiversityDiversity
Sal Alfano, Editorial DirectorSal Alfano, Editorial DirectorHanley Wood Business Media Hanley Wood Business Media [email protected]@hanleywood.com
Sal Alfano is Editorial Director of a group of Hanley Wood Business Media magazines that includes JLC, Remodeling, Upscale Remodeling, Coastal Contractor, Professional Deck Builder, and Replacement Contractor. He brings “hands-on” experience to his editorial role. For 20 years he managed his own design/build remodeling company in Vermont. He has been active in the residential/construction industry for more than 35 years.
Todd Miller, PresidentTodd Miller, PresidentClassic Metal Roofing Systems Classic Metal Roofing Systems [email protected]@classicroof.com
Todd Miller is President of Classic Metal Roofing Systems, Piqua, OH, a leading manufacturer of residential metal roofing products, using pre-painted steel, aluminum, copper and zinc. The company stays on the leading edge of coatings, metal forming, and environmental technology. Classic Metal Roofing Systems is active in educating the public as to the benefits of metal roofing. Todd is a Board Member of the Metal Roofing Alliance (MRA) and Metal Construction Association (MCA) and chairs the Governmental Relations Committee.
Diversity
• Capitalize on your good nameBring additional products to past customers
• Stretch your leadsOffer something else to old leads
• Get more from your advertisingStretch those dollars
• Increase your company valueAdd a profit center
• Increase your franchiseSpecialty products - - - Exclusive territories
• Stay on the cutting edgeRespond to trends
• Sell upscale but non-discretionary itemsRoofing is not a luxury
• Maximize your referralsSell high profile “stand out” products
Diversity
Chris Ripley, OwnerChris Ripley, OwnerSmarter CoatingSmarter [email protected]@SmarterCoating.com
Chris has been involved in the Home Improvement Industry for eleven years, eight as a manufacturer, with dealers from coast to coast covering 26 states, Chris has a birds eye view of consumer trends. As a member of the Society of Industry Leaders, private equity firms and Hedge Fund managers have relied on Chris's insight to plan multi-million dollar trading strategies in the remodeling field. Chris owns Smarter Coating a Boston based coatings distributer.
During times of constricted consumer spending:
Consumers will often abandon the need for references and competitive bids when they perceive the items as a need and the outlay for the product is perceived as low.
A product’s terms of purchase will often be more important than price.
Items of need always out pace luxury goods.Given items of the same perceived need, the lower cost of the two will be purchased.
Diversity in HIP: Diversity in HIP: The opportunity to use your CURRENT and PAST customers to increase your bottom
line.
Each Dollar earned in a trough of a recession and Each Dollar earned in a trough of a recession and invested is worth two to three times more at the invested is worth two to three times more at the
end of the recession end of the recession
Offer your current customers lower cost items of need
Only add product lines that are turnkey
Every Dollar counts now more than ever!
Leverage your PC list with lower cost need based items first
Partner with firms that offer need based products
Offering a cost effective menu of "need" products Offering a cost effective menu of "need" products to PC's and currents will often net a better return to PC's and currents will often net a better return
in today’s economyin today’s economy
Large multi-product firm with several branches
Mid-Size single product firm
Use in place staff to call on current customers
First 8 days of the program saw ~$111,000 in net sales Close rates above 55%, average jobs size of $6,600
Developed a program with a turn-key product
Program has current net sales of $175,000
Close rates above 45%, average jobs size of $5,700
Terry Ferraro, President & CEOTerry Ferraro, President & CEOPro Materials Direct Pro Materials Direct [email protected]@aol.com
Terry Ferraro is President and CEO of Pro Materials Direct a distributor of specialty products to home improvement companies. They currently serve over 40% of Replacement Contractors’ (magazine) top 100. Since 1975, when he first joined Alside, he has dedicated his career to the industry. His distribution company, American Wholesale Supply, has branches in 7 southeastern states. He is a founder and director of EBank, a founder of Magnolia Windows and Gutter Protection products of America.
The Energy Lead
Starts a new conversation with your customer
Puts you back in your customer’s living room
In recent surveys energy efficiency has become the consumer’s top priority when choosing products for their home
Every where we turn energy
efficiency is right in front of us
Even this month’s National Geographic Magazine features saving energy on
it’s cover.
Today entire magazines are dedicated to Energy Smart
Homes!
How are Americans
spending their home
improvement budgets?
Americans are spending 42% of their home-improvement dollars on Green Products and Energy
Efficiency.
A growing trend across the country
is that homes must under go an
energy performance audit before they can be placed on
the market.
Marketing Case Studies
Presented by Brian Smith
Senior Account Executive
Dave Yoho Associates
Case Study 3871CCanvassing Program Instituted
Location: West Coast
Products Sold: Roofing, Windows, Textured Coating
Annual Revenue (Volume): $9.8 million
Average Contract Price: $14,353
Number of Sales People: 10
Major Lead Sources (’07): Radio (1), direct mail and print (2), Events (3)
Canvassing Program Instituted: Nov 2007
Number of Canvassers (currently): 6
Daily Schedule: 11AM – 5:30PM including (2) 15 min breaks & 30 minute lunch
Canvasser Compensation: $20 per hour, 1% of net business
Number of leads: 1.36 per person per hour, 41 per day
Issue rate: 54%
Presentation (Demo) Rate: 60%
Close rate to issue: 16%
Net Close: 14%
Retention: 90+%
Cost of Canvas Program: (fully loaded) 9% (current)
Cost per Issued Lead: $76
Case Study 3871CCanvassing Program Instituted
Details: Leads are called into call center from customers’ homes – canvassers (average age) over 40. Most have some sales background – canvassers work with a presentation book to sell the appointment (not the job). Canvassers carry mini presentation books, they are scripted and prepared to overcome objections to sell time and attention based on visual observations of problems. They operate in predetermined (upscale) neighborhoods, i.e. previous completed jobs and demographics. Each lead is called into the call center (and scheduled) from the customer’s home.
Concerns: Issue rate (54%) – presentation (demo) rate 60%.The program has become their number one lead source. It created a backlog of leads, which were often set too far out. The latter reduced both the (set) and (presentation) rate.
Case Study 3871CCanvassing Program Instituted
Case Study EC 77(90 day turn around)
Location: Mid Atlantic
Products: Windows, Siding, Sunrooms, Gutter Protection, One day bath remodeling
Company Volume: 12 million
Marketing Efficiencies: .25 lead per hour written; .11 appointment per hour and 19% issue rate to the sales department
Fully Loaded Marketing Cost: 35%
Case Study EC 77(90 day turn around)
Evaluation: Company was a one source lead generator. They relied on sweepstakes at shows, on tv, internet etc… to generate all inquiries causing an enormous amount of leads and an enormous amount people to process those leads. It took 2 data entry people, 2 managers, 39 call center operators and 5 confirmers to issue 40 appointments per day. Company was severely understaffed in the sales department based on number of new inquiries.
Case Study EC 77(90 day turn around)
Solution: Redirect efforts to face to face appointment setting from the event or door called into a confirmer on the spot and eliminate the sweepstakes approach from all other sources. Reduce call center staff to 9, 1 manager, 1 supervisor, 1 data entry and 2 confirmers.
Results: 14.9% reduced marketing cost .39 set appointment per hour; 32% issue rate, net savings $910,000 annually.
Current Concerns: Sales department is still severely understaffed which is preventing a higher issue rate.
VISIT OUR WEBSITES VISIT OUR WEBSITES FOR FREE BUSINESS FOR FREE BUSINESS
INFORMATIONINFORMATIONwww.DaveYoho.comwww.DaveYoho.com
www.SuperSalesTraining.netwww.SuperSalesTraining.netwww.HIPseminars.comwww.HIPseminars.com