Rick Schumacher
Rick Schumacher is the editor and publisher of LBM Journal, and has more than 25 years experience covering the industry. Rick@LBMJournal.com
A case study in crisis management
2020 has been an adventure for everyone in our industry. Instead of a fun, “choose your own adventure,” it’s been the type in which we expect one thing (a healthy year for business) and are hit over the head with something completely unexpected (global pandemic).
Tough Call: Is the biggest fish worth it?
Securing the business of the biggest builder in your area could mean sacrificing your existing customers' needs. What would you do?
Embracing change
Our goal remains the same: to deliver the best information and insights available to help you build your sales, your business, and your brand.
Tough Call: What if it costs too much to serve your best customer?
You were hired to perform a "cost to serve" analysis. Implementing your suggestions may just cost you your biggest customer.
Tough Call: The case of the side-stepped sales rep
One of your biggest builder customers is bypassing your salesperson and going straight to the vendor rep. What would you do?
Connecting the LBM community
It started, like so many great things do, with a simple suggestion.
LBM Strategies Conference 2020 going virtual
Due to uncertainties about travel and social distancing, combined with concerns about the health and safety of our LBM community, we've made the hard decision to take this year's event virtual, and then plan to return to a traditional live event in 2021.
Tough Call: Overworked and under pressure
Your sales are up, but your people are stressed and tired. How do you keep your team members from burning out while serving your growing customer base?
What Dee would do
Faced with an incomprehensible threat, Dee didn’t run and hide and hope the problem would solve itself. She picked up a broom and went into battle.
The reality of staying strong
History shows clearly that every economic downturn results in winners and losers. The winners work hard to use the downturn to study their business and their operations—to leverage their strengths and work on their weaknesses.