Scotty's Home Builders Supply Tribute Page

(1924 to 2005)


1924 thru 1967 - Home Builders Supply, Inc

1968 thru 1972 - Scotty's Home Builders Supply, Inc

1973 thru 2005 - Scotty's, Inc.

To our Big Florida Country Facebook page To our Big Florida Country Facebook page To our Mystery Fun House Facebook page To our Tropical/Florida Wonderland Facebook page To our Scotty's Facebook page To our Court of Flags Facebook page
BFC On Rides Mystery Fun House Wonderland Scotty's Court of Flags

 

Scotty's store in Key West on North Roosevelt Blvd

Daytona

Ormond

Scotty's Store #127 Cocoa, Florida

Orlando

Scotty's Key Largo

Closed Store in Sanford, Florida

34th Street Pinellas County Construction

Scotty's flatbed lift truck

Old Scotty's sign

Scotty's Stock Certificate

 

Wikipedia page I am trying to get started

To our Mystery Fun House Facebook page

Scotty's original website rebuilt. Click here, enjoy.

more to come! I know I have a box of a few things, like old scotty's catalogs, just need to find them.

 

Scott and Louie at Scotty's during the early 90's

 

 

I worked for Scotty's from 1987 until 1996. I started as a yardman and moved up the ranks to assistant manager

Between that time I had just about every position possible. I had some good time's and met lots of great people, customers and fellow employees alike.

I will miss the friends I made during my almost ten years at Scotty's.

I will never forget the Scotty's highland fling days at Disney. One of the few perks we got before GIB took over completely.

 

Remember PEP? our employee discount. They sure took care of us, well before the GIB group. Then like everyone else we had to shop at Home Depot, just kidding, they price matched.

 

 

My collection of Scotty's items

Thanks to my brother Shaun for helping me find a few of these things. Thanks to Louie for finding the large to truck trailer. Thank you Sabrina for the new white shirt.

 

 

Scotty's products

 

 

 

From George

 

From Jerry

 

 

 

A couple of items still located at an old Scotty's store

(which is now a Staples. Many of the old Scotty's were bought by Staples)

 

 

 

Scotty's truck fleet

 

 

 

Some old ads for Scotty's

 

Scotty's ad from 02-03-1977

 

 

Scotty's as a stock car racing sponsor

Eddie King #16


Scotty's 1976 Catalog - for PDF scans of each page - click here

 

Old Scotty's Stores

 

Job Openings

 

 

Get your own Scotty's Tee Shirt from Zazzle

 

 

Ray Cooney and James Sweet

 

 

James (Jim) W. Sweet (his father started the business)

James Sweet built Scotty’s to a chain of more than 100 stores and $500 million in sales during a 40-year career there. Scotty’s employed more than 5,500 people during his tenure. Fifteen-year member of the Florida Council of 100 business development group. Graduate of Winter Haven High.

 

JAMES SWEET, 91 Sweet's Inc. WINTER HAVEN - Mr. James W. Sweet, age 91, of Winter Haven passed away Wednesday, October 28, 2009 at Winter Haven...

James Sweet Guest Book
"This wonderful man has frequently been in my thoughts. it has been 20 years since I had the pleasure of working for him at Scotty's. Friends & former co-workers still talk about our experiences. Jim..." - Randy Kenny


"I was so sorry to hear of Jim's death. I was a Store Manager for Scotty's the first time I had a chance to have lunch with him. When he came to my store with several others, we walked to the car and..." - Rich Arthur

 

 

Documents

Wholly Owned Subsidiary of GIB Group

Bankruptcy chapter 7 document

Bankruptcy chapter 7 document

 

 

    trademark registered 11/26/1973, expired 11/05/2005

The Scotty's face logo trademark is for sale

 

 

Articles

 

 

Daytona Beach Morning Journal - May 3rd, 1980

 

 

 

James W. Sweet and Harold W. Taylor report to securities analysts and money managers on the performance of Scotty's Inc.

WINTER HAVEN, Fla., Nov. 15 /PRNewswire/ -- Scotty's, Inc. (NYSE-SHB) today reported that James W. Sweet, chairman and chief executive officer, and Harold W. Taylor, senior vice president and chief financial officer, addressed securities analysts and money managers in Boston and New York on Nov. 13 and 15, respectively.

Commenting on the previously announced seven percent increase in sales and six percent increase in net income for the first fiscal quarter ended Sept. 29, 1984, Mr. Sweet said this performance was achieved in the face of increased competition and high interest rates. He pointed out that competitors have added 1.5 million square feet of store space …


 

 

Scotty's Chairman Bows Out

August 27, 1988|By Kenneth Michael of The Sentinel Staff

A giant Belgian retailing company gained virtual control Friday of Scotty's Inc., the Winter Haven building-supply concern, resulting in a major shake-up in the company's top management.

James W. Sweet, 69, resigned as chairman, and he and his wife sold all of their stock in the publicly traded company for an undisclosed price to The GIB Group, the operating name of GB-Inno-Bm SA of Brussels. At $12.75 a share, the price before the sale was announced, the Sweets would have received $24.2 million for their stock. Because the price per share for the Sweet stock sale is unknown, the actual amount of the transaction could have been considerably more or less.

GIB Group is the largest retailer in Belgium and has annual sales in food and general merchandise of more than $3.7 billion. It has been a major investor in Scotty's since 1979.

 

 

Top Executives Leave Scotty's

Published: August 27, 1988

Scotty's Inc., a manufacturer of building materials and retailer of hand tools, said yesterday that its chairman, James W. Sweet, had retired. The company also said its president, Dennis Stults, had resigned to pursue other interests.

A director, P. Scott Linder, will succeed Mr. Sweet. Mr. Linder said that the board was considering several candidates for a new management team and that a new president and executive vice president for merchandise would soon be named. Scotty's is based in Winter Haven, Fla., Scotty's also said that Mr. Sweet and his family had sold about 1.9 million shares of Scotty's common stock to GB-Inno-BM S.A. of Belgium. With those shares, Inno raised its stake in the company to 42.7 of the outstanding shares.

In announcing his retirement, Mr. Sweet, 70 years old, said that he had wanted to retire for some time and that the sale of his family's stock had permitted him to do so.

 

 

Belgian Investors Start Revamping at Scotty's

Published: August 29, 1988

Belgian investors have begun a revamping of Scotty's Inc., a diversified building supply company in Winter Park, Fla., after completing an estimated $28 million stock purchase from the company's chairman, James W. Sweet, who has announced his retirement.

GB-Inno-MB S.A., a Brussels retail conglomerate, acquired more than 1.8 million shares from Mr. Sweet after the board of Scotty's voted on Friday to amend its bylaws to allow the sale.

The president of Scotty's, Dennis Stults, who is 45 years old and has been with the company for 28 years, announced his resignation. A Lakeland, Fla., industrialist, P. Scott Linder, 66 and a long-time director, replaced Mr. Sweet, who is 70, as chairman. Mr. Sweet's father founded the company in 1924 and Mr. Sweet joined it in the late 1940's.

Investment sources said Mr. Sweet was paid $15 a share for his stock, making the total price more than $28 million, according to a report published by The Ledger, in Lakeland. Scotty's stock closed on Friday on the New York Stock Exchange at $14.375, up $1.625, with 60,000 shares changing hands.

 

 

 

Scotty's Faces A New Strategy Home-building Giant Works To Regain Its Lost Market Share

October 1988

 

For decades, the winking Scotsman gracing Scotty's Home Center signs symbolized the thumbs-up confidence of a retailer comfortably dominating the home-improvement market in Florida.

But in recent years, the Scotsman's wink has weathered turmoil in the industry and at Scotty's Inc.'s Winter Haven headquarters.

Scotty's has suffered deteriorating market share, a development hidden by annual reports detailing growing sales but revealed stalled profits and average annual store sales. The trademark wink presided over management's mostly vain attempts to break from the modus operandi of a 64-year-old company in an effort to overcome the growing threat from warehouse chains.

 

 

 

Turf wars; Scotty's defends its native soil against invading Home Depot.

Published: July 1, 1994

Daryl L. Lansdale, the blunt-spoken chief executive officer of Scotty's, is getting a little tired of the questions about the imminent demise of his retail chain, which naysayers predict will be swallowed up in the tidal wave that is The Home Depot.

In town after town, the version goes, Home Depot enters with its warehouse stores, as quaking competitors throw up their hands in surrender and shutter their own meager locations. For years, Wall Street analysts have followed the Atlanta-based retailer's own March to the Sea.

A decade ago, Scotty's did not know quite what to make of this upstart moving into the state it had owned for decades. At first, James Sweet, the son of Scotty's founder who had been successful growing the chain when there were few national competitors around, stumbled badly. Poorly performing stores remained open, and all stores closed on Sundays - a big shopping day.

GIB Group, a $6.4-billion-in-revenues Belgian retail conglomerate that had had a small stake in Scotty's since 1979, threw Sweet a lifeline in 1988, buying his ownership stake and the rest of the company by 1989. GIB brought in Lansdale, who had run W.R. Grace & Co.'s home center retail operations, gave him the support to change the …

 

 

 

CEO Ousted at Scotty's Home Improvement Centers of Florida.

Feb. 21--Scotty's Belgian owners on Tuesday sacked the chief executive officer of the Florida chain of home improvement centers.
Gone is Daryl Lansdale, 56, who has been chief executive officer of the $650 million-a-year builders supply retailer for eight years. In his place as president is Thomas Morris, a longtime Sears, Roebuck and Co. executive who had been second-in-command at Winter Haven-based Scotty's for three years.
"To us Mr. Morris will be the boss; he will be running the company," said Jean Pitz, who oversees U.S. operations for GIB Group, Scotty's Brussels-based parent.
Neither Morris nor Lansdale could be reached for comment Wednesday. But …

 

 

 

The sad end of Scotty's, inc. life

Dec. 30-2004-LAKELAND, Fla. -- Scotty's Inc. has asked the U.S. Bankruptcy Court in Delaware to allow it to liquidate all its merchandise and go out of business.

The Winter Haven-based chain of hardware and home improvement centers filed for Chapter 11 reorganization Sept. 10, but it was unable to find financing that would allow it to stay in business, according to court documents.

A hearing on the company's request was still going on late Wednesday afternoon at the Delaware court. No information on the judge's decision was available.

Telephone calls Wednesday to Scotty's Winter Haven headquarters were unanswered. …

 

 

 

Scotty's Asks for Final Liquidation

 

 

So Long, Scotty's


By Amy L. Edwards, Sentinel Staff Writer, January 20, 2005
HAINES CITY -- The few remaining Scotty's stores are in the process of closing -- marking the end of a company that at one time was the dominant hardware outlet in Central Florida. Scotty's, known for its large, white, barnlike buildings, once had more than 160 stores in Florida and neighboring states. But in recent years, Scotty's Inc. closed many of its locations and downsized the stores that were spared. Today, there are fewer than 30 left in Florida and Georgia. Those that remain are undergoing liquidation, which is expected to take several months.

 

 

Building-Supply Retailer Scotty's May Have Violated Florida Sales Laws.

Tampa Tribune (Tampa, FL)|February 22, 2002 Byline: Frank Witsil

Feb. 22--TAMPA, Fla.--The state attorney general alleges Scotty's Inc. violated "going- out-of-business" sales laws as it closed 13 Bargain Outlet stores in 2001 and is asking customers to report complaints.

The building-supply chain said the allegation is baseless.

"Frankly, we feel like these are vague complaints and it's a waste of time on the attorney general's part, " said Lora Kellogg, Scotty's vice president of marketing.

The Winter Haven company announced it would close as many as 15 Bargain Outlet stores in June and began advertising "everything-must- go" liquidation sales.

The attorney general's office began investigating after The Tampa Tribune forwarded complaints from two shoppers who said they did not receive advertised discounts. The investigator's report concluded that, in addition to other violations, Scotty's inflated prices before the sale so there was little or no discount.

In one case, the investigator found a toy selling for $6.49 was $5.19 after a 20 percent discount. When the investigator removed the price tag, the original price was $5.49.

In October, the attorney general filed a lawsuit in the 13th Judicial Circuit Court in Tampa. The suit alleges Scotty's did not have the proper permits to hold liquidation sales and misled customers about its sale. The suit asks the court to award damages and to fine the company as much as $15,000 per incident.

Kellogg said the company did not need "going-out-of- business" permits because it is still in business.

About a dozen customers have responded to newspaper advertisements from the attorney general's office asking them to report complaints.

"We felt what they were doing was wrong," said Travis Berry, an assistant attorney general. "This is just a small piece of the information we're compiling."

 

 

 

Facts

Open in 1924 and incorporated on Monday, May 18, 1925

Changed named to Scotty's in 1968 with 30 stores

WBS - Wholesale Builders Supply - Scotty's stock warehouse (corp)

Corporate Address:
5300 N. Recker Highway
Winter Haven, Florida 33882
U.S.A

Telephone: (941) 299-1111
Fax: (941) 294-6840

Max Employees: 7,000

Sales Peaked at $650 million

Had over 150 stores

It's "contractor school" had 5,000 students

 

 

Where are they now?

James W. Sweet - passed away on Oct 28th, 2009

Dennis Stults (president) - Christian Home & Bible School ?

Scott Linder (ceo) - ?

Daryl L. Lansdale (ceo) - Hastings Entertainment, Inc.

Thomas E. Morris (president & ceo) - Clermont Development, LLC ?

 

 

 

Scotty's, Inc. History

Address:
5300 N. Recker Highway
Winter Haven, Florida 33882
U.S.A.

Telephone: (941) 299-1111
Fax: (941) 294-6840

 
Wholly Owned Subsidiary of GIB Group
Incorporated: 1925 as Home Builders Supply, Inc.
Employees: 7,000
Sales: $650 million (1996 est.)
SICs: 5251 Hardware Stores

 

 

 

Company History:

Scotty's, Inc. is a large hardware store chain, operating almost exclusively in Florida. It is one of the largest building supplies retailers in the country, and in Florida it is second only to the massive Home Depot chain. Scotty's operates over 100 stores. A few are so-called "superstores" of 40,000 to 50,000 square feet, while most are much smaller. The stores are found both in rural areas and in metropolitan neighborhoods. Scotty's has long specialized in the do-it-yourself home improvement market, selling to homeowners who prefer to do their own construction work rather than hire expensive contractors. This market segment grew enormously during the 1970s, when Scotty's was a publicly owned company on the New York Stock Exchange. About a third of Scotty's' sales currently come from professional builders, with the remainder coming from do-it-yourselfers and non-professional customers. Scotty's is now privately owned by a Belgian conglomerate, GIB.

 

Early History

Scotty's was founded in 1925 as Home Builders Supply, Inc. In 1968 the name was changed to Scotty's Home Builders Supply, Inc. Scotty's was a modest chain of hardware stores at that time, with less than 30 stores. Scotty's stores sold building materials and supplies, household fixtures, carpets, hand tools, and other typical hardware merchandise. Scotty's began to expand rapidly in the mid-1960s, with sales increasing twelvefold over a decade. Scotty's grew both by building new stores and by acquiring other building supply businesses. In 1970 Scotty's bought up both a lumber company in Punta Gorda, Florida, and a small chain of building supply stores in Ocala and Lake City. The next year Scotty's acquired Gator Lumber Company, and then bought a modular home manufacturer called Modu-Tech Structures, Inc., in Pembroke, Florida. Modu-Tech manufactured two models of prefabricated houses, a two-bedroom and a three-bedroom model. Modu-Tech was renamed Scotty's Instant Buildings, Inc., and operated as a subsidiary of Scotty's. The company bought more lumber yards and building supply retailers, including the $100,000 purchase of Truitt Building Supplies in Wauchula, Florida, in 1972. In 1973 the company changed its name from Scotty's Home Builders Supply to simply Scotty's, Inc., and the next year the company was listed on the New York Stock Exchange. Sales in 1974 were $80 million, and the firm now operated over 50 stores.

Scotty's had its eye on expansion, and suffered only one bad year in the 1970s. Fiscal 1975 brought a sharp downturn to the U.S. economy, and builders were particularly hard hit, as new home sales came to a standstill. Scotty's, which had traditionally catered to people who improved or rebuilt their existing homes, was also surprisingly affected by the recession. Even the do-it-yourselfers apparently put off building projects, and sales at Scotty's took an unexpected 25 percent dip. The company was building six to eight new stores a year, and in 1975 already had bought land for 12 new Scotty's. But the recession stalled these plans. Nevertheless, the company went ahead with a huge new computerized warehouse at its headquarters in Winter Haven, Florida. The warehouse and distribution center, which opened in January 1975, was a vast 160,000 square feet, able to store 65 percent of the inventory of the whole Scotty's chain. Inventory was handled by a central computer, which simplified ordering and made it easier to keep all the chain's stores well stocked. Perhaps the biggest advantage of the new warehouse was that it put less of a space burden on Scotty's individual stores. They did not need space to store their inventory, since it was being held for them centrally at Winter Haven, and thus new stores could be built smaller. This was to cut Scotty's construction costs by as much as 60 percent, and also reduce operating overhead.

Scotty's was one of a group of hardware chains that catered to the do-it-yourself builder, and it was followed lovingly on Wall Street because of high profits and enthusiastic projections. Scotty's benefited from several building trends in the late 1970s. By that time, more than half of U.S. housing was over 20 years old--the age when most houses start needing significant repairs and improvements. Scotty's customers were part of this growing group of homeowners with aging shelters, and so its customer base naturally increased. About 65 percent of Scotty's customers were people doing their own repair work, and the stores tried to make it easier for amateurs, with salespeople who could not only sell them the materials but provide basic instruction as well. Rising mortgage rates were also to some extent good for Scotty's. As mortgage rates climbed, more people were tempted to add on to their existing homes rather than buy new ones, and these people, too, became Scotty's customers.

Scotty's also benefited from a building boom localized in Florida, which gave the hardware chain an expanding pool of new home builder customers. Thousands of workers flocked to central Florida to work on the expansion of Disney World and other large construction projects there, and these people then needed housing. Scotty's was able to sell lumber to contractors making new houses, as well as to weekend refurbishers.

Aging housing, rising mortgage rates, and the influx of workers all contributed to profits at Scotty's that at times took astonishing leaps. For example, in fiscal 1978 Scotty's earnings increased 90 percent. Total sales were $156 million, almost double what they had been when the company was listed on the stock exchange four years earlier. The chain had grown to almost 70 stores, and plans were in place to grow to 100 over the next five years.

 

Challenges in the 1980s

Scotty's continued to rack up impressive increases in both sales and profits into the early 1980s, despite a more difficult business climate. Scotty's was dependent on home builders, and building rates were tied in large part to interest rates. As interest rates topped 12 percent in the early 1980s, building slowed. But because a significant percentage of Scotty's business came from the do-it-yourself market, its sales were not deeply hurt. Sales topped $200 million in 1979, and came to almost $250 million the next year. This was in spite of Scotty's management's complaints about a slackening home building market and troubling interest rates. A little less than 40 percent of the company's sales and profits came from building products, just over a quarter came from lumber and plywood, and miscellaneous other categories, such as plumbing supplies and lawn and garden goods, accounted for the rest.

Scotty's was increasing the number of its stores by about 10 percent a year, and one reason for its sales success was its profitable store opening galas. The company heavily promoted grand openings, and made them into three-day events. These galas were apparently well attended, and sales figures during openings sometimes ballooned extraordinarily. In 1981 the Scotty's chain had 81 stores, and single-day sales chainwide had never broken $2 million. But one grand opening weekend, the chainwide sales came in at $5.6 million, breaking the previous record rather impressively.

Though sales continued to increase as the chain grew, profits could not always keep pace. And beginning in 1982, Scotty's faced competition from national chains, which built up rapidly in Florida. The two chief competitors were Mr. HOW Warehouse and Home Depot. These national chains operated huge, brightly lit, fully air-conditioned stores that had tons of shelf space and stocked many more items than Scotty's. Between 1982 and 1985, Home Depot and other Scotty's competitors opened more than 2.5 million square feet of hardware and home center stores in Florida. By the mid-1980s it was not unusual to find four different building supply stores at a single intersection in some urban areas. These new stores tended to make Scotty's look old-fashioned, and Scotty's had to invest heavily in a redesign program. The typical Scotty's store before the influx of competitors had a split floor plan, with an air-conditioned selling space and then a much larger, nonair-conditioned warehouse. Scotty's began to build its new stores larger, with more air-conditioned space, larger displays, brighter graphics, and more items for sale. Scotty's also remodeled or rebuilt existing stores to conform with the new design.

By 1985, the Scotty's chain had grown to 113 stores, still almost entirely in Florida. Sales were at $425 million, though heavy investment in new stores and in redesigning old ones ate into profits. The company built a new data center for $2.5 million at its Winter Haven headquarters. The data center linked with the individual stores' point-of-sale terminals, so the chain could keep better track of daily sales and inventory needs. Scotty's also opened a new manufacturing plant in Winter Haven in 1985. This factory made trusses, vanities, and prehung doors that were then sold under Scotty's private label. Scotty's also extended its private label to a variety of items, from measuring tapes to cow manure. Many of these private label items were imports. The imports were mostly inexpensive, but because they did not have familiar brand names, they were put under the Scotty's label.

New Scotty's stores increased the total number of s.k.u.'s (shelf-keeping units) they stocked, typically from about 10,000 units to 13,000. This still lagged far behind Home Depot, which often stocked as many as 40,000 items. Scotty's also changed by expanding into some new product categories such as housewares, pet products, and auto parts. These improvements were made under pressure from Scotty's competitors. But one way in which Scotty's remained distinct from Home Depot and the other home center chains was in the size of stores. Scotty's did open some large warehouse stores, but most of its new buildings were 49,000 square feet and under. Scotty's management decided it was wiser to have a lot of smaller stores, especially in densely populated urban areas, than to build big stores that depended on customers driving long distances.

 

Transition into the 1990s

Scotty's had been on the New York Stock Exchange since 1974. Since 1979, some of its stock had been owned by a Belgian conglomerate, GIB Group. GIB was a retailer, with investments in a variety of U.S. hardware firms. In 1988, GIB bought up a large chunk of Scotty's stock which had been owned by former Scotty's president James Sweet. The purchase of Sweet's shares brought GIB's ownership to 43 percent. A year later, GIB bid $15 a share for all the remaining Scotty's stock. Scotty's became a private subsidiary, fully owned by the Belgian company. GIB also owned all or part of several Midwestern hardware chains such as Handy Andy and Central Hardware. At the time of the sale to GIB, Scotty's had grown to 162 stores. The chain was about even with Home Depot, each with roughly a 35 percent share of the home building supply retail market in Florida. However, the company was not performing strongly. It did not have the breadth of products Home Depot and the other national chains had. Scotty's stores also closed on Sundays, cutting weekend sales badly. Under new ownership, Scotty's received a new chief executive, Daryl Lansdale. Lansdale had been head of home center retail operations for W.R. Grace & Co, and he set out to correct some of Scotty's problems. Lansdale ordered a remodeling campaign, making some stores bigger, and closing down poorly performing stores. Lansdale doubled the variety of items sold in the chain's biggest stores, and increased the amount of air-conditioning. Some stores added a drive-through lumberyard, so customers could shop without leaving their cars. By 1994, Scotty's rebuilt 35 stores and increased the amount of merchandise in 50 others. Following Home Depot's lead, Scotty's began to emphasize the interior design aspect of home improvement by offering a bigger variety of fashion-conscious products. Scotty's also began putting out pamphlets with advice and instructions for do-it-yourself projects. Though it had long courted the do-it-yourself customer, the pamphlets were something learned from Home Depot. Scotty's also sponsored a Scotty's Contractor School offering a course in contracting that met state licensing requirements. The school was also a valuable marketing tool.

In spite of these changes, the profit picture at Scotty's was far from its double-digit heyday in the 1970s. By 1996, Home Depot passed up Scotty's in the Florida home building supply market. Scotty's was still one of the largest chains in the nation, ranked 13th overall. But Scotty's had dominated the Florida market for decades, and it did not seem a good sign that the chain now had to settle for being number two. In reaction, Scotty's Belgian owner fired CEO Daryl Lansdale and brought in Thomas Morris, a former executive at Sears, Roebuck. GIB's sudden action was tied to slipping sales at Scotty's--they dropped 1.2 percent in 1996--and to pressure in Europe to cut costs. When Morris took over, one of his first initiatives was to weed out excess expenses and simplify store operations. He abandoned Scotty's radio advertising and closed the corporate customer service department. Morris also hired a consulting firm to come up with a simplified store operating plan that could be consistent across the Scotty's chain. Scotty's bought new software to handle distribution from its central warehouse, and used a computer program to decide on the most effective way to schedule employees. Besides reducing expenses, Morris planned to increase Scotty's sales to professional contractors. The chain started running a special "pro yard" in each of its market areas. And to improve sales to do-it-yourself builders, Scotty's began stocking more products in new categories such as unfinished furniture. Scotty's also actively courted women customers, adding or improving departments dedicated to linens, floor coverings, and housewares. Brighter lighting and white paint jobs were also added into the Scotty's redesign plan, specifically to create an atmosphere more hospitable to women shoppers.

And Scotty's did not abandon its basic, smaller hardware stores. Morris's plan called for Scotty's to run a portfolio of stores of different sizes, depending on market needs. Store sizes ran from small hardware stores, contractor yards, and superhardware stores to large scale home centers. But the small stores were what contrasted most with the national chain home centers, and Morris hoped to attract customers who did not want to fight crowds at the bigger stores. Also with small stores, Scotty's could build in towns considered too insignificant for the national chain stores. With this in mind, CEO Morris planned to add as many as 50 new stores to the Scotty's chain by 1999.

In little over a year since taking over from Lansdale, CEO Morris had overseen the remodeling or re-merchandising of 33 stores. Sixteen poorly performing stores were closed. Scotty's contractor business increased, in part through the success of its contractor school. In its first two years, the contractor school had 5,000 students, and Scotty's direct-mailed to 90,000 contractors across the state. Per store sales increased about eight percent under the new management plan. New stores were opened with gala celebrations, with gimmicks such as coupons dropped on customers from a helicopter. These galas had worked well for Scotty's in the past, and they promoted a positive and celebratory atmosphere, even though the chain was in many ways struggling. GIB sold Handy Andy, the second largest hardware chain it owned, in 1996, and Handy Andy then liquidated. There was some speculation that Scotty's parent might unload it as well. But this remained only a rumor, and Scotty's management insisted that GIB was totally committed to Scotty's success. Though Home Depot had passed it up in market share in Florida, Scotty's was nevertheless a strong second, with stores of all sizes in rural and urban areas alike. And management seemed fueled by the fierce competition with Home Depot to implement fresh ideas, including the contractor school and pro yards, that encouraged customer loyalty. Thus, despite the company's decline in prominence with the entrance into Florida of the national chains, Scotty's appeared more vigorous than ever.

 

Further Reading:

  • Albright, Mark, "CEO Ousted at Scotty's Home Improvement Centers of Florida," Knight-Ridder/Tribune Business News, February 21, 1996, p. 2210171.
  • Brent, Elizabeth, "Scotty's Centralized Yards Focus on Serving Larger Builder Accounts," National Home Center News, August 5, 1996, p. D27.
  • Coletti, Richard J., "Turf Wars: Scotty's Defends Its Native Soil Against Invading Home Depot," Florida Trend, July 1994, pp. 66-69.
  • Cory, James M., "Scotty's New Strategy," Chilton's Hardware Age, March 1985, pp. 86-89.
  • "Florida Home Improvement Chain Scotty's to Air Drop Coupons from Copters," Knight-Ridder/Tribune Business News, September 5, 1997, p. 905B1131.
  • "GIB Buys Central Hardware, Bids for Rest of Scotty's," Chilton's Hardware Age, June 1989, pp. 15-16.
  • Hye, Jeanette, "Scotty's Rocks with New Mission Under CEO Morris," National Home Center News, July 15, 1996, p. 1.
  • Kelly, Joseph M., "Scotty's Aims at Women with Leased Categories," Home Improvement Market, November 1996, p. 15.
  • "Scotty's Changes Its Name, Picks Cooney As President," Wall Street Journal, October 29, 1973, p. 16.
  • "Scotty's Home Improvement Chain of Florida Broadens Product Selection," Knight-Ridder/Tribune Business News, March 7, 1997, p. 307B0962.
  • "Scotty's Inc. Says Net for Fiscal First Half Increased Nearly 28%," Wall Street Journal, January 12, 1979, p. 17.
  • "Scotty's: Ready to Stand Against All Comers," Chain Store Age Executive, April 1986, pp. 52-54.
  • "Scotty's Sees 25% Drop in Fiscal '75 Earnings," Wall Street Journal, February 10, 1975, p. 13.
  • Shakin, Bernard, "Building Supply Chains: They Profit from Persistent Do-It-Yourselfers," Barron's, October 27, 1975, pp. 11, 68-69.
  • Shuster, Laurie, "Scotty's Boosts Contractor Sales, Raids Competition for Sales Staff," Home Improvement Market, August 1996, p. 32.
  • ------, "Scotty's Looks to Stay Out of Home Depot's Way," Home Improvement Market, August 1996, p. 201.
  • ------, "Scotty's Takes Pro Sales Seriously," Home Improvement Market, August 1996, pp. 32-33.
  • Troxell, Thomas N., Jr., "Knock on Wood," Barron's, April 6, 1981, pp. 32-33.

Source: International Directory of Company Histories, Vol. 22. St. James Press, 1998.

 

 

 

 

 

 


 

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