Real Issues. Real Answers

In this month’s timely Real Issues survey, a next-generation family member involved with his company is concerned about the lack of a succession plan, and the absence of ownership transition.

What would you do as the manager of an LBM company who wants to embrace new business opportunities, but the owners of your company are more comfortable keeping things the way they are?

Gas prices are near record levels, and that’s a problem for the vast majority of LBM dealers and distributors who offer jobsite delivery.

This month's Real Issues. Real Answers question comes from a dealer in Colorado who is wrestling with the question of when to invest in new technology.

Today’s uncomfortably tight labor market is forcing many LBM dealers to focus more than ever before on effectively marketing and selling career opportunities to prospective team members.

This month’s Real Issues question is from an independent LBM dealer who wonders what the future holds for their company, and whether staying independent is the smart move, or if it’s better to consider buying or selling.

This month’s Real Issues. Real Answers. question asks how your company is navigating unexpected price increases.

This month’s Real Issues. Real Answers question, from a dealer in Rhode Island, acknowledges the opportunity for growth and asks, “where to start?”

This month’s Real Issues. Real Answers. survey is a variation on a theme from our September issue, in which we asked about creating a “sticky” workplace where people wanted to come to work—and stay long term.

It’s no secret that attracting and hiring good people remains a top challenge for many LBM companies.