Marvin’s: Community, connections and chainsaws
Oneonta, Alabama, a town of about 7,000 in the northern part of the state, isn’t well-known outside a famed covered bridge and perhaps a few hiking trails. But it’s the kind of place where it’s easy to find handy, accommodating and all-around helpful folks.
This warm, welcoming spirit was plain to see on a recent visit to a Marvin’s location in Oneonta. While there, HBSDealer.com met with Paul Comeau of Tyndale Advisors—which is under the Orgill and CNRG umbrella of leadership over Marvin’s stores. Comeau, who helps oversee 28 Marvin’s stores, was kind enough to share the latest on how Marvin’s is competing—and evolving—amid a furiously competitive hardware and building supply market. A snapshot of our discussion is transcribed below.
Q: Marvin's is CNRG's largest brand and has gone through some valuable lessons learned since the pandemic. Can you share some of these lessons?
Comeau: Don’t forget who you are and where you came from. Businesses frequently try to hit “the big home run” but forget the most important things. For us, during the disruption of the pandemic, our mantra was ‘run the damn ball,’ which is one way of saying “stick to your bread and butter” and what you do best. In Marvin’s case, that’s the outdoor lumber yard.
It all ties back to our basic core values. First, that’s taking care of the customer. To do that, it takes honesty and integrity. We also prioritize open communication in our stores. That goes from service in the lumberyard and making sure prices are right to ensuring we have what people need.
Q: Who are your customers, mainly, and who would you like to reach more of?
Comeau: Smaller contractors, retail, DIY folks. We would like to attract more medium- and larger contractors, but doing so requires major investments, so we’re taking a guided approach.
To reach those larger contractors requires different equipment, inventory and even sales people. It’s a change to the business model, but it’s something we can do and are looking at.
About Marvin's
- 40+% of Marvin’s business comes from the outdoor yard areas (lumber, building materials, lawn and garden).
- 23 employees at Oneonta store (roughly 600 Marvin’s employees total, approximately half and half full-time/part-time split).
- Oneonta store has 4.3 out of 5 stars from 141 Google review votes at press time.
- Bread and butter: Smaller contractors, DIYers, landscapers and also working with municipalities, such as schools or local governments.
- CNRG bought Marvin’s in 2015.
- Community-based events include customer appreciation days, which may offer discounts, cookouts or even pony rides.
- Charitable efforts are up to store managers and their team’s discretion and range from donating seeds to high school horticulture departments to building beds for kids in need.
We have to win people to come back. We strive to build genuine connections in our communities. To do that consistently, I ask our people to be open with me. I’ll be honest, some folks call me and tell me I lost my mind. But it’s important to be upfront, and you have to be willing to hear hard truths if you want to improve.
Q: Can you discuss the development of Marvin's “prototype store” and how it will be used across the brand?
Comeau: We’re doing a big remodel in Eufala, Alabama. We’re taking out every rack and reconfiguring, repainting and expanding our service area for Stihl products. That’ll allow us to bring in more (and more up-to-date) inventory. We’ll be offering more efficient plan-o-grams to increase visual appeal.
Our “Solution Centers” <a central hub within Marvin’s stores that serve as a “helpdesk” to support customer questions, ranging from fixing a toilet to building an entire home> will stay but will be refreshed also. There will be more data sharing among our 28 locations to make sure stores have best-selling items and the most up-to-date, in-demand products.
Eufala is the test market to see how the new changes go.
Editor’s note: (Per Comeau, the manager of Marvin’s in Eufala is a fishing guide for those keen on reeling in hefty bass or perhaps even paddlefish from Lake Eufala.)
Q: Are there any new technologies or platforms that you are currently using or are being planned?
Comeau: Right now, we’re doing remote training for a new point-of-sale system. In September, we’re going to an EPICOR Eagle system that will transform the entire checkout experience, as well as streamline things like inventory transfers and other product tracking. We’re also changing HR systems for scheduling efficiency. The new UKG platform, which will be rolling out to all CNRG brands, empowers employees and managers through self-service workflows in the areas of compensation, timekeeping, performance management and talent acquisition.
Moncks Corner, S.C., which is our largest store, is piloting FanBuilder, a customer rewards program. FanBuilder gathers customer information for the purposes of sending rewards or discount offers based on purchase history or to coincide with events like birthdays. With that tool, you can track if you see someone buys filters every four months. You can initiate a contact along with a relevant and timely discount offer.
Q: What industry trends are you observing, and what trends do you foresee emerging in the near future?
Comeau: FanBuilder will help us get ahead and stay connected, which ties in to the overarching “search for value” we’re seeing nationwide. People are tightening their belts and are more in tune to value. Now, value doesn’t equal “cheap.” We focus on making sure we have high-quality products at the most competitive prices we possibly can offer.
Q: Which aspects of CNRG's business are currently performing exceptionally well?
Comeau: The seasonal trends. Lawn and garden has done really well. Hunting supplies and equipment have done really well for us. Power tools <Comeau notes Stihl, Diablo and Milwaukee, in particular> have also been performing well.
Using MAP pricing <when the vendor establishes “minimum advertised prices”> has helped with power tools and appliances because it enables us to compete with big-box stores.
Q: What obstacles or volatility are you facing right now, and how are you addressing these challenges?
Comeau: Replenishment and supply chain have gotten better since the pandemic disruption. Our biggest challenge right now is staffing to be able to support customers and find solutions to their problems.
One thing I always say is that our staff is the most important thing. It’s not the building, not the inventory. It’s the people. We want people who want to be here.
Getting pricing back to the right level continues to be a challenge, too, but we’re getting there.
Q: How do you keep your employees engaged and happy in their work?
Comeau: We have to give people a reason to be at work. I don’t use the “family” term many companies use—or maybe misuse. But we have to have open communication and let people know how the company’s doing. We need to accommodate their needs. How can we support you? What can we do to improve? You have to ask these questions to the people who actually know and may have good answers.
People see that, recognize it and appreciate it. Our employees know if they have a problem, they can pick up the phone anytime. That trust goes a long way.
Employee recognition takes work. CNRG recently started a podcast to improve some of that companywide connection. We also have a manager’s discussion board on the company’s internal resource center, where they can post pictures of giveaways, charity events or other store news.
