All processes will be performed in a timely manner. Inthe company began two years of rapid expansion. In addition to merchandise for rtendlines woodworker, Post Tool stores carried power and hand trendlines woodworking tools & supplies pdf and accessories for general mechanical and automotive work. Stanley Black carved out two markets targeted at upscale baby boomer enthusiasts. Search Submit Random.

But the shift from catalog to retail proved costly, and fiscal saw another first--a decline in profits. Analysts put the blame on the rapid expansion and poor site selection, combined with a weak holiday season and blizzards throughout New England and the Northeast, the company's major market. To correct the situation, Black made some major management changes, bringing in people with experience in large retail chains. In October , the company hired Richard Griner, from Family Dollar Stores, to become president, and a few months later lured Walter Spokowski from Home Depot to be executive vice-president in charge of merchandising.

Within an 8-month period, the company also added senior staff experienced in the areas of information management, distribution and transportation, and real estate management. The new team closed several underperforming Woodworkers Warehouse stores and one Golf Day shop, cut the number of openings almost in half, and consolidated distribution facilities. They also changed the company's marketing approach, replacing the "everyday low prices," with sales on targeted items to bring people into the stores for a specific purpose.

Stores reported the promotional change worked, with more store traffic and higher sales of both the promoted items and regular-priced merchandise.

In line with a more focused approach to expansion, the company closed three stores and opened 26 new ones: 10 Woodworkers Warehouses, five Post Tools, and 11 Golf Days.

This brought the total number of locations to The retail side of the business continued to account for a growing percentage of the business, reaching 67 percent of the company's total sales.

During , the stores themselves got a lot of attention. The company unveiled a new prototype for each chain at the Revere headquarters. The model used brighter colors, displayed brand name logos along every wall, organized better product displays, and improved lighting. The new design was expected to add only a few thousand dollars to the cost of a new store and was to be used in all new Woodworking and Golf Day stores.

The existing stores would be redesigned over time. The new team also reorganized the company's structure, combining the two chains into a single field operation and centralizing merchandising responsibility at the district manager level. The company's financial picture continued to improve. In the first half of the fiscal year, net income was percent above that of , and both of Trend-Lines' markets were growing.

The "Woodworking in America" survey, sponsored by the American Woodworker Magazine, found that an estimated Furthermore, the study found that they tended to pursue their woodworking hobby for an average of 15 years. On the golf side of the business, the National Golf Foundation's report on the sport in the U.

The popularity of Tiger Woods helped interest more young people in the game, and women represented the fastest-growing segment of the sport. Trend-Lines responded to these figures with special marketing programs and discrete sections in the new store model. Stanley Black carved out two markets targeted at upscale baby boomer enthusiasts.

After discovering that it took more than salesmanship and entrepreneurial sense to successfully expand his chains, he quickly hired people with the retail management skills a larger operation needed. With stores, located primarily in the Northeast, Trend-Lines had most of the country available for new locations, and could continue to use its catalogs to identify areas where mail-order customers lived and where their name recognition was greatest.

Both the woodworking and golf markets were highly fragmented, with no single chain dominating either business. Taking these factors together, several analysts were predicting good things for Trend-Lines into the new century.

James Press, As consumers, we often take for granted all the hard work that goes into building a great company. We see them around but we don't know what goes on behind the scenes. Finally, we can read about how these great companies came about with Company Trendlines Woodworking Tools Supplies Limited Histories. Copyright c Company-Histories. All rights reserved. Privacy Policy. Search Submit Random. Quick search. Company Histories As consumers, we often take for granted all the hard work that goes into building a great company. Share This Story - Share.

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