In a year forecasted to be somewhat tumultuous—presidential election, interest rates, a bleeding labor force—it’s always a good idea to lean on one another for tips on the best ways to move forward.
With that in mind, FCNews reached out to numerous top executives in the industry to glean some insight into strategies for success in 2024. From a sharpened focus on education to tightening up your daily operations, these tips aim to assuage the burden of the unknown as we enter the new year.
Plan to hire more people in 2024 Despite the tight labor market, 2024 could be an optimal time to hire new talent for your team. While labor costs are not going to be decreasing, even in the mild recession we are projecting, there will be some reduction in the workforce and, therefore, a greater number of people looking for work. Since many of them will already be employed by 2025 and 2026, your company’s best chance to find new employees or poach from a competitor will be in 2024. Hiring new employees while the economy is in recession will help your business in the long run as your team will be fully trained and prepared for the increased business activity that will accompany economic growth starting in 2025.
Alan Beaulieu, president, ITR Economics
Build your product knowledgeThere are so many products and specifications today. It’s imperative to have the knowledge to better inform consumers on what is best for their requirements. Consumers can easily be confused today and, thus, it’s the industry’s job to better educate them on what works best for each requirement.
Raj Shah, co-CEO, MSI
Front–load your projects in 2024 Being an election year, 2024 may only have three productive quarters. Advertising and social media marketing will not only be expensive but cluttered with conflicting messages. Plan to conduct more promotions earlier in the year, more direct mail events (postage cost does not change) and clean up pipelines of current customers in the first three quarters. With such a focus you may even have a better fourth quarter.
Pami Bhullar, VP of business development, TDG
Partner with domestic suppliersIt’s common knowledge that U.S.-made products can be attractive to many consumers with the place of manufacture influencing their purchase decisions. It’s critical for retailers to partner with suppliers focused on making ongoing investments in U.S. manufacturing. While patriotism and customer service are certainly key drivers, it’s also just good business. Through domestic manufacturing, stateside suppliers are able to provide improved service and inventory flexibility while supporting the U.S. economy and jobs.
Brian Carson, president and CEO, AHF Products
Embrace technology in your businessWhen you look at the flooring business over the last 100 years, there hasn’t been a lot of change; it’s very fragmented. We know that shopping for floor covering is often a terrible user experience, and most retailers don’t have much ability to change that. Retailers should invest in solutions and systems to improve the consumer experience while at the same time implement tools that will help them be more efficient and scale their business. Employees are looking to join a store that embraces technology. People don’t want to work in the ’90s. They want to work in today’s technology-driven age.
Jeff Bieber, VP of marketing, Broadlume
- It’s all about preparation. Strap in, it’s going to be a bumpy ride. I’m a big believer in preparing for the worst and hoping for the best. I hope 2024 is at least the same, if not better, than ’23.
Anne Funsten, president & CEO, Tom Duffy Co.
- Keep your word. Don’t take yourself too seriously and deliver on your promises.
Olga Robertson, president, FCA Network
- Put your promotions to work. Promote a brand, not just a product. There are products and then there are brands. This enables retailers and other customers to effectively showcase brands and create an instantly recognizable experience.
Steve Ehrlich, VP business & operations, Novalis 
Educate your RSAs. Continue to educate and remind RSAs that flexible LVT provides unlimited design possibilities, allowing consumers to create distinctive floors in stylish spaces. It’s a unique differentiator that affords margin opportunities for retailers who make that customization possible.
Bill Anderson, CEO, Karndean
- Tackle the challenges head on. Stay vigilant regarding the rapidly evolving challenges that will impact your business in the near future.
Kaye Whitener, director of operations, FCEF - A little bit of everything goes a long way. Pray often; empower your leaders; diversify with retail, builder and commercial; and own the buildings you conduct your business out of whenever possible.
Deb DeGraaf, owner, DeGraaf Interiors 
Focus on the high end. There’s huge opportunity in presenting shoppers with premium products. Demand for natural wood looks in light, clean grains and long planks isn’t going away. Set yourself up for success with colors, collections and branding made to attract shoppers—making the price conversation far easier.
Doug Jackson, president, Cali
- Explore opportunities to cross sell. Today, materials are not only used on floors but walls, counters, pavers, etc. Retailers are spending a lot of money to have consumers enter their stores or look at their websites. In addition, most home remodels are not just for one room or one surface. Retailers can significantly enhance their overall economics, increase consumer satisfaction and amortize customer acquisition costs.
Raj Shah, co-CEO, MSI
Look for ways to differentiate. Focus on the key differentiation of being a flooring specialty store and provide customers with an unmatched in-person shopping experience that offers a level of personalized service to meet each customers’ unique and specific needs. Typically, true specialty flooring stores offer a more curated product offering versus overwhelming customers with an abundance of choices. This also allows retailers to be experts on each product they offer.
Jeff Striegel, president, Elias Wilf
- Invest in yourself first. I am amazed how many people invest in their businesses but not in themselves. Having a leadership position does not make you a leader—leading does. There is no greater investment you can make in your business and your team than to allow them to see you striving to be the best you can be.
Scott Humphrey, CEO, WFCA
Be flexible. Look for suppliers who are flexible and will work with you to build your business. Have backup options. Supply chains have been stressed, but not every supply chain issue affects every supplier. In addition, be proactive in sharing information about promotions, marketing plans and any changes in product demand.
Drew Hash, president & CEO, Southwind- Practice collaborative marketing strategies. Work collaboratively with your flooring distributor on marketing initiatives. This could involve joint advertising campaigns, co-branded promotional materials or even shared social media efforts. By aligning marketing strategies, both parties can increase brand visibility, attract more customers and generate higher sales.
Ted Kozikowski, president & CEO, Galleher
Training programs are a must. Fancy is fun, but games are won with blocking and tackling. The industry has gotten away a bit from product knowledge training in recent years. Certainly, COVID-19 protocols had a lot to do with that a few years ago, but we seem to have settled into a norm that is less than ideal. My advice is to create formalized training programs and formalized training times monthly. Ensure that vendor partners train on categories as well as their own products. Understanding and justifying differences in quality that add value and therefore command a higher price will help upgrade sales.
Scott Rozmus, president & CEO, FlorStar Sales
- Keep an open mind to new ideas. It’s critical to adapt to the rapid rate of change in virtually everything. Consumer shopping trends such as shop at home accelerated during COVID-19 and haven’t shifted back. The increase in consumer options and choices for how and where they buy has exploded—as it’s very easy to handle and ship. Also, competition has evolved with new players like Floor & Décor replacing ColorTile from yesteryear—or Lumber Liquidators more recently.
Jeff Striegel, president, Elias Wilf
- Help your employees grow. Many people assume the interview only takes place when you hire someone, but it is likely that much has changed about your employees and your business since they came on board. Ask questions to determine what they like about their job, what they would do differently, challenges they are facing and what their aspirations are. This small investment of time can have a dramatic impact on turnover. Scott Humphrey, CEO, WFCA
Collaborate with interior designers. Build relationships with local interior designers; they can offer valuable insights into current design trends. By collaborating with designers, retailers can gain a first-hand understanding of the styles and flooring choices that resonate with consumers and share those insights with their flooring distributor to develop new products, styles and colors that meet consumer demand.
Ted Kozikowski, president & CEO, Galleher
Increase your average ticket sales. 2023 saw a decline in flooring sales overall, which means fewer customers are visiting your store. So, increasing the overall sales ticket of every customer you sell is important. Add an area rug or upgrade the pad or find another “add-on” to increase the ticket value to keep your volume intact.
Don Karlin, director of broadloom sales, Nourison
- Emphasize quality over quantity. Reduce clutter at the bottom while improving the top. With flooring business normalizing, you are not going to get more customers; therefore, get more out of each customer by creating higher value for them. Customers want quality materials, craftsmanship and an experience to buy from a quality store. Customers want to buy the best they can afford.
Pami Bhullar, vice president of development, The Dixie Group
- Loyalty matters. The University of Texas football coach Darrell Royal once said: ‘Dance with the one that brung ya.’ Meaning stick with what made you successful. Remember not everything is about a new low price. John Sher, president, Adleta
Choose products wisely. My advice would be to choose the products you carry carefully. The cheapest is often not the best value. Products that perform well and give the consumer a reason to pay more are the most valuable on your floor.
Pat Theis, vice president of sales and marketing, Herregan Distributors
