{"id":6987,"date":"2005-07-08T15:50:20","date_gmt":"2005-07-08T15:50:20","guid":{"rendered":"https:\/\/zonda-develop.go-vip.net\/prosales\/article\/e-commerce-evolution_o"},"modified":"2025-06-27T02:06:33","modified_gmt":"2025-06-27T02:06:33","slug":"e-commerce-evolution_o","status":"publish","type":"post","link":"https:\/\/zonda-develop.go-vip.net\/prosales\/business\/e-commerce-evolution_o\/","title":{"rendered":"E-Commerce Evolution"},"content":{"rendered":"

You should be out of business by now. Or, at best, serving merely as a just-in-time local delivery service for lumber and building materials ordered online by former pro customers now dealing directly with manufacturers.<\/p>

But it didn’t turn out that way, did it? Most Internet-based commerce outlets that promised to cut costs out of a sloppy, cumbersome, and archaic LBM supply chain are now on the dot-com scrap heap, in bankruptcy court, or retooled for other industries while locally based, pro-oriented dealers thrive in remarkably steady market conditions. \u201cWe used to joke that builders and dealers were happy with faxes and cell phones,\u201d says John Crockett, president of ChanneLinx, a Greenville, S.C.\u2013based supply chain e-commerce provider that recently emerged from bankruptcy after trying its luck in the LBM realm. \u201cThe [dealer-builder] model wasn’t broken, so there was no need to fix it.\u201d<\/p>

To most dealers, even those who understood the concept of an electronic highway that bypassed their station, the way things played out was no surprise. Not that the Internet or electronic data interchange (EDI) systems aren’t becoming critical business tools for dealers, just not in the way it was presented at the turn of the century. \u201cWe thought the models made sense, but it wasn’t something we and our builders could put together at the time,\u201d says Ellis Goebel, senior vice president of business development and investor relations for Building Materials Holding Corp. (BMHC) in San Francisco, the nation’s fourth-largest dealer with more than $2 billion in 2004 revenue and 65 BMC West dealer locations in 10 states. \u201cThe technology was sitting out there, but it needed a willing buyer and seller.\u201d<\/p>

As it turned out, that willingness existed one or two steps upstream as an increasing number of dealers have initiated EDI and similar systems with their suppliers. Meanwhile, more dealer Web sites offer pro customers secure online access to their private accounts (if not the ability to estimate and pay for a materials package), partner with hardline shopping services, and provide portals to relevant and detailed information about products and services to deliver 24\/7 convenience if not to reap railcars of online revenue.<\/p>

That emerging model is a far cry from the one predicted to render the local dealer link obsolete. \u201cI don’t see LBM dealers being threatened at all [by e-commerce],\u201d says Sarah C. Bell, marketing director at Spruce Computer Systems, a Latham, N.Y.\u2013based software company serving nearly 500 pro dealer customers. \u201cThey’re leveraging technology to compete [in today’s market].\u201d<\/p>

Linking Upstream<\/b> Before BMC West could think about linking with its customers with any sort of e-commerce connection, Goebel says, the company needed to address its own tech capabilities. \u201cThere are a few systems and other technology initiatives we’re working through,\u201d he says, echoing other dealers that have recognized the same need for process development when incorporating e-commerce along the supply chain.<\/p>

What became clear for many dealers as they considered their own mainframes was that connecting upstream<\/i> was the first (and perhaps best) way to cut costs out of the supply channel. One-third of BMHC’s invoices with its vendors are processed through EDI, for instance, and the company is working to enable an electronic payment system. EDI is now used by about half of large pro dealers and nearly 75 percent of small operations, according to a February 2004 report on the residential LBM supply chain by Harvard University’s Joint Center for Housing Studies.<\/p>

And unlike past e-commerce models that shut them out, it’s dealers\u2014not necessarily vendors\u2014that are forcing the transition. \u201cWe’re driving that initiative … to get to some level of electronic transmission [with vendors] that reduces paperwork and data entry errors,\u201d says Lary O’Connor, vice president of information systems for LumberJack Building Centers, a six-location dealer based in Algonac, Mich.<\/p>

LumberJack is among several LBM yards (including TW Perry, the $120 million, Gaithersburg, Md.\u2013based operation whose information technology initiative won a 2003 PROSALES Excellence Award) that license Spruce Computer’s business management software. Spruce is one of only a handful of remaining vendors after significant industry consolidation that has left the company competing primarily with Aknaf Software and Activant Solutions (the latter, formerly CCITRIAD, acquired and supports Speedware, Enterprise, and Dataline products and is now used by members of the Do it Best network), and upstream-focused systems including Progressive Solutions.<\/p>

Among other features, these systems enable dealers to gather data and share it electronically corporate-wide and with suppliers. \u201cDealers want help integrating multiple yards and lowering support costs\u201d says Bell. \u201cThey see technology as a way to cut costs and help them get into new market segments.\u201d<\/p><\/div>

ChanneLinx, which supports the LBM dealers it corralled in the late ’90s but now focuses its sales efforts on other industry supply channels, offers a similar link between dealers and vendors. \u201cNew technology is making it easier to implement back-office system integration and interfaces with other systems,\u201d says Crockett, including hosted, Web-based solutions that add even more speed and integration to the process. \u201cThe big boxes started requiring electronic invoicing with their vendors, and it’s spilling over into the rest of the market.\u201d<\/p>

But not downstream with customers\u2014at least not yet. A mere 3 percent of the top 100 pro dealers, according to PROSALES’ 2005 Annual Survey of Leading Construction Suppliers, currently offer online payment, while just 14 percent enable online invoicing and purchase orders.<\/p>

Most dealers cite a lack of interest in direct online sales among builders and contractors. \u201cWe’ve had a total of 12 online orders since 2000,\u201d says Bernard Perrault, sales associate\/Webmaster for L.P. Adams, a single-location dealer in Dalton, Mass., that offers a materials order form, submitted via e-mail, for contractor accounts. \u201cWe thought it would be used quite a bit, but [contractors] don’t want anything to do with it.\u201d<\/p>

Customer Connections<\/b> Clearly, most pros seem content to rely on paper instead of a PC to pay their lumber suppliers. But that fact doesn’t mitigate the need to connect with contractors online. In essence, the definition of \u201ce-commerce\u201d is expanding to include features and conveniences that spur and support sales regardless of how the money moves.<\/p>

Lavalley Lumber, a three-location, $50 million operation based in Wells, Maine, for instance, provides pros with password-secured access to their account information via the dealer’s Web site, allowing them to view current and past invoices, check Lavalley’s inventory, and place (if not pay for) orders that are then estimated and processed by the dealer’s staff. \u201cWe have a few dozen customers signed up and using it,\u201d says marketing manager Martin Sheehan, who initially developed an in-house system before switching to Spruce Computer’s software two years ago.<\/p>

Sheehan plans to upgrade the service to provide customers with more detail about past orders and price packages, though stopping short of posting (and constantly updating) each customer’s negotiated materials prices. \u201cWe’re considering tools that make it more convenient and useful for our builders,\u201d he says, noting that most of Lavalley’s accounts are small builders with minimal office support.<\/p>

Similarly, LumberJack plans to add online account access to its Web site within the next year, if only to remain ahead of the acceptance curve among its contractor customers. \u201cBuilders don’t demand it because they don’t know to demand it,\u201d says O’Connor, who headed an in-house effort to build the company’s Web site and its features. \u201cBut they will once they use it and see the benefits.\u201d<\/p>

Like a growing number of dealers, especially those with a healthy share of homeowners in their revenue mix, LumberJack also contracts with a consumer hardline supplier to provide an online shopping mall. \u201cAs a retailer, we need to branch out and get our products to customers any way we can,\u201d says O’Connor.<\/p>

Unlike its pro accounts, LumberJack’s DIY customers demanded the online shopping option. \u201cIf there wasn’t, we would not have invested in it,\u201d O’Connor says. Still, he reports a minimal amount of revenue generated from that Web portal. \u201cIf you’re fixing a toilet, you’re not going to wait to get a part or tool delivered,\u201d he says. So, the mall is mainly a catalog of products available at LumberJack locations\u2014albeit one available around the clock instead of just during store hours.<\/p>

Online Destinations<\/b> Despite its place among the largest pro-oriented construction suppliers in the country, BMHC’s Web site leans toward the traditional: an electronic marketing tool for its various businesses, including BMC West, as well as for current and potential investors in the publicly held company. \u201cFor many of our BMC West customers, there’s no real reason to go to the Web site,\u201d says Goebel. \u201cIf we’re doing our job, we’ve already contacted them.\u201d<\/p><\/div>

That being said, the site is constantly being tweaked and updated, both in its content and navigation, to capture any untapped pros. \u201cThere are slight differences among our locations, so it allows a customer or potential customer to see what each of them does,\u201d says Leroy Custer, vice president of purchasing and marketing for BMC West in Boise, Idaho. \u201cThe goal is to properly channel the e-mails we get to make sure that person is contacted personally [by a salesperson],\u201d he says, crystallizing why the Web is unlikely to unseat relationships as the critical element in successful LBM sales.<\/p>

Custer also envisions the company’s Web site as a destination for pros and consumers that establishes BMHC and BMC West as an industry leader. \u201cIt’s an image issue,\u201d he says. \u201cThe Web site needs to be a professional, one-stop source of information about us and our industry and what affects it,\u201d<\/p>

That approach fits the profile of contractor computer users. Nearly all builders report having at least one PC and Internet access, according to a 2004 NAHB computer usage survey. More than two-thirds use that capability to find out about building materials or supplies, though 23 percent have never made an online purchase.<\/p>

In a separate study commissioned by ebuild, the building products information portal from PROSALES’ parent company Hanley Wood, LLC, the Internet shared the top spot with building industry trade magazines as the most-used source of product information relied upon by builders, a third more so than sales materials from a dealer and twice as popular as an actual sales representative. And if builders only had one choice, the survey says, they’d use the Web 3 to 1 over any other information source.<\/p>

The good news now and for the future is that pros are already online and, among the pages they can surf for building products and services, they primarily rely on manufacturer and dealer Web sites\u2014perhaps giving some hope to the LBM supply channel tapping into $1.4 billion in online purchase revenues reported last year. \u201cIt’s coming, we all know that,\u201d says Goebel. \u201cIf you don’t get on it, you just won’t be there … wherever \u2018there’ is.\u201d\u2014Rich Binsacca is a contributing editor for<\/i> PROSALES.<\/p>

E-Commerce: Signs of the Times<\/b> E-commerce in the narrow sense of online sales may not yet dominate the LBM supply channel, but other online and electronic tools are making their way to the mainstream. Here are a few tech tips to keep in mind if you plan to join in:<\/p>

  • Look into integrated point-of-sale software systems to streamline your internal operations and link locations.<\/li>
  • Query suppliers and manufacturers about their capability to share data, including invoices and other financial transactions.<\/li>
  • Consider providing contractors with online access to their account histories and an updated snapshot of your inventory.<\/li>
  • Investigate the benefits of collaborating with an online hardline supplier to test the waters of Web sales and satisfy consumers who are more comfortable with buying online.<\/li>
  • Develop a \u201cdestination\u201d Web site that serves as a single source of industry information, including links to manufacturers and catalogs, for contractors and consumers.<\/li>
  • Lead contractor customers into the Information Age by constantly adding features (and value) to your Web site.<\/li>
  • Use the Internet and e-mail to solicit interest among customers, then follow-up face-to-face.<\/li><\/div> ","protected":false},"excerpt":{"rendered":"

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