Orgill Case Study | 15 One of the first steps in the transition plan included switching over the store’s exterior to reflect the new Home Hardware brand. This refresh included a change of signage as well as new paint, both on the store’s exterior and interior. These changes were done early and were the most obvious signs that the former H&M Lumber Company was now operating under a new brand – Home Hardware Center. The layout of the store was largely left intact, although some fixtures were lowered to create better sightlines throughout the sales floor. Some departments were expanded with additional fixturing to better fit the product mix the CNRG team was aiming for. In the drive-through lumber and building materials area, some small changes were made to create better flow and efficiency, but for the most part, these were minor adjustments. Other changes included updating the website and other promotional materials to reflect the new Home Hardware brand. According to Helms, the previous owner andmanagement team had run a very wellorganized, merchandised and assorted store, which would require only minimal branding and assortment-related changes to the operation once the transition in ownership occurred. As part of the CNRG team that helps integrate stores into the CNRG brand family, Helms has unique insights into the process. Prior to joining CNRG, Helms was the owner of Town &Country Ace Hardware, which was acquired by CNRG in 2012 so he has seen acquisitions through both sides. “For H&M Lumber Company, the store already had a look and feel that was closely aligned with the Home Hardware brand, so that made this whole process a lot easier,” Helms says. “We just had tomake some small shifts, but they had run a very tight ship before the acquisition.” Because physical changes were minimal, the larger changes in product assortment and operational adjustments were completed at the same time. “In many ways, the store already had a look and feel that was closely aligned with the Home Hardware brand, so that made this whole process a lot easier. We just had to make some small shifts, but they had run a very tight ship before the acquisition.” John Sieggreen, CNRG president and CEO
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