sucess secrets Turf - December 2015

7/24/2019 sucess secrets Turf - December 2015

1/59

December 2015

fmagazine.com


2/59

Youre viewing the digital edition of Turf, our environmentally

friendly format, that offers the same informative content as

our traditional print edition. Our improved online edition helps

you find what you need more quickly. Flip to the contents page

with one click, and get additional information from advertisers

by clicking on their links.

Choose another region:

Thank you for taking a look at our improved digital edition.

Please let me know if you have suggestions for making it even

better.

Sincerely,

Nicole Wisniewski

Group Editorial Director

[email protected]

F R O M C O N C E P T T O C O M P L E T I O NDEC 15 TURFDESIGNBUILD.COM

DESIGN

Top 6 Trends YouAre NOT

Thinking About

HARDSCAPE

Inside a SustainabilityAward Winning Project

IRRIGATION

TruGreen NowOffers Irrigation Services

Get informed andremain relevant to

build your landscapedesign/build business.

Turf Design Build

Snow Business

NewPlantsfor 2016

December2015

American Nurseryman

POWEREDBY

GIG.T

urfMagazine.c

om

Green Industry Guide Mow More 2015

Additional Resources

Welcome to Turf North!
mailto:[email protected]:[email protected]


3/59

SINCE1927 SINCE1948 SINCE1957 SINCE 1923 SINCE 1960 SINCE1916

LEGENDARYPOWER

IN THETIGHTESTCONDITIONS

A supplement of TURF.


4/59

Alban CATwww.albancat.comBaltimore, MD800-492-6994

SINCE 1927

Foley, Incorporatedwww.foleyinc.comPiscataway, NJ732-885-5555

SINCE 1957

Giles & Ransome Inc.www.ransome.comBensalem, PA877-RANSOME

SINCE 1916SINCE 1948

Cleveland Brotherswww.clevelandbrothers.comMurrysville, PA888-232-5948

Milton CATwww.miltoncat.comMilford, MA866-385-8538

SINCE 1960

H.O. Penn Machinerywww.hopenn.comPoughkeepsie, NY844-CAT-1923

SINCE 1923

2015Caterpillar.AllRightsReserved.CAT,CATERPILLAR,BUILTFOR IT,their respective

logos,Caterpillar Yellow,thePower Edgetradedressaswellascorporateandproduct

identityusedherein,aretrademarksof Caterpillar and maynot beusedwithout permission.www.cat.com www.caterpillar.com

All the legendary strength and power you expect from Cat in a stable compact size t hat

makes your workday more productive. The full l ine of Mini Excavators means we have a

powerful machine for your most challenging project. Key featur es include:

Powerful engine and hydraulics will comfortably run a powerful Cat hammer

Best in class bucket and st ick forces

Form footing and stability in our most compact models

High visibility operator area with simple independent controls

Backed by the industry s most dependable dealer network

To see the full line of mini excavators, v isit www.necatdealers.com/hex


5/59

CONNECTICUT

MIDDLETOWN

Midstate Tractor &Equipment Co.860-347-2531

NORWALK

Wesco Tractors & Equipment203-847-2496www.wesco-inc.com

DELAWARE

DELMAR

Burke Equipment Company302-248-7070

www.burkeequipment.comFELTON

Burke Equipment Company302-284-0123www.burkeequipment.com

NEWARK

Burke Equipment Company302-365-6000www.burkeequipment.com

MASSACHUSETTS

AYER

Toreku Tractor & Equip., Inc.978-772-6619www.toreku.com

HOLYOKE

Leahy Equipment, Inc.413-536-8901www.leahyequipment.com

WILLIAMSBURG

Bacons Equipment413-268-3620www.baconspowerequipment.com

WRENTHAM

Norfolk Power Equipment508-384-0011www.norfolkpower.com

NEW JERSEY

ELMER

Roorks Farm Supply, Inc.856-358-3100www.roorks.com

MARLTON

Cherry Valley Tractor Sales856-983-0111www.cherryvalleytractor.com

SOUTH HACKENSACK

Wilfred MacDonald, Inc.201-804-1000888-831-0891

NEW YORK

BREWSTER

Westchester Tractor, Inc.845-278-7766www.wtractor.com

CALVERTON

Farm-Rite, Inc.631-284-3127

CANASTOTA

Whites Farm Supply, Inc.315-697-2214www.whitesfarmsupply.com

CHARLTON

Emerich Sales & Service, Inc.518-399-8574www.EmerichSales.com

CLAVERACK

Columbia Tractor, Inc.518-828-1781

800-352-3621www.columbiatractor.com

FULTONVILLE

Randall ImplementsCompany, Inc.518-853-4500www.randallimpls.com

LOWVILLE


NORTH JAVA

Lamb & Webster Inc585-535-7671800-724-0139www.lambandwebster.com

PINE BUSH

Pine Bush Equipment Co., Inc.845-744-2006www.pbeinc.com

SALEM

Salem Farm Supply, Inc.518-854-7424800-999-3276www.salemfarmsupply.com

SPRINGVILLE

Lamb & Webster Inc716-592-4923800-888-3403www.lambandwebster.com

WATERVILLE


WOODHULL

Lamb & Webster Inc607-458-5200www.lambandwebster.com

PENNSYLVANIA

ALBURTIS

Canns-Bilco OutdoorPower Equipment610-966-3733800-245-8080www.canns-bilco.com

BLOOMSBURG

TPC Power Center570-784-0250www.tpcpowercenter.com

ELIZABETHTOWN

Messick's717-367-1319800-222-3373www.messicks.com

NEW BERLINVILLE

Erb & Henry Equip., Inc.610-367-2169www.erbhenry.com

PIPERSVILLE

Pipersville Garden Center215-766-0414www.pipersvilletractor.com

STATE COLLEGE

Walker & Walker Equipment II814-364-0891www.wandwequipment.com

MT. POCONO

Pocono Power Center570-895-4884www.poconopowercenter.com

WEST CHESTER

Conway Power Equipment610-696-6198www.conwaypower.com
http://www.wesco-inc.com/http://www.wesco-inc.com/http://www.burkeequipment.com/http://www.burkeequipment.com/http://www.burkeequipment.com/http://www.burkeequipment.com/http://www.burkeequipment.com/http://www.burkeequipment.com/http://www.toreku.com/http://www.leahyequipment.com/http://www.baconspowerequipment.com/http://www.norfolkpower.com/http://www.roorks.com/http://www.cherryvalleytractor.com/http://www.wtractor.com/http://www.whitesfarmsupply.com/http://www.emerichsales.com/http://www.columbiatractor.com/http://www.randallimpls.com/http://www.randallimpls.com/http://www.whitesfarmsupply.com/http://www.whitesfarmsupply.com/http://www.lambandwebster.com/http://www.pbeinc.com/http://www.salemfarmsupply.com/http://www.lambandwebster.com/http://www.whitesfarmsupply.com/http://www.lambandwebster.com/http://www.canns-bilco.com/http://www.tpcpowercenter.com/http://www.messicks.com/http://www.erbhenry.com/http://www.pipersvilletractor.com/http://www.wandwequipment.com/http://www.poconopowercenter.com/http://www.conwaypower.com/http://www.conwaypower.com/http://www.poconopowercenter.com/http://www.wandwequipment.com/http://www.pipersvilletractor.com/http://www.erbhenry.com/http://www.messicks.com/http://www.tpcpowercenter.com/http://www.canns-bilco.com/http://www.lambandwebster.com/http://www.whitesfarmsupply.com/http://www.lambandwebster.com/http://www.salemfarmsupply.com/http://www.pbeinc.com/http://www.lambandwebster.com/http://www.whitesfarmsupply.com/http://www.randallimpls.com/http://www.columbiatractor.com/http://www.emerichsales.com/http://www.whitesfarmsupply.com/http://www.wtractor.com/http://www.cherryvalleytractor.com/http://www.roorks.com/http://www.norfolkpower.com/http://www.baconspowerequipment.com/http://www.leahyequipment.com/http://www.toreku.com/http://www.burkeequipment.com/http://www.burkeequipment.com/http://www.burkeequipment.com/http://www.wesco-inc.com/


6/59

TURF

| December 2015 |1www.turfmagazine.com

Cover design: Keith Higginbotham

Cover photo credit: istockphoto

18 6

25

TURF (4115) ISSN 1092-1192, December 2015, Volume 28, Issue 12 is produced and published monthly at Suite 1, 200 Croft Street, Birmingham, AL, by Grand View Media. Printed in the U.S.A. Copyright 2015 by Grand View Media. All rights reserved including ri ght toreproduce advertising layouts and designs prepared by our staff. No part of this publication may be reprinted or otherwise reproduced without written permission from the publisher. Publisher is not responsible for damages resulting from typographical errors. Notice of anysuch error has to be made within 48 hours of publication. Subscri ption Rates: $35.00 per year (two years, $55). Single and back issues $5.00. Subscription Correspondence and Change of Address: TURF, P.O. Box 1272, Skokie, IL 60076-8272. The publisher only acceptssubscription requests that meet the qualification criteria for this magazine. For renewals or change of address, include the address label from your most recent issue. For gift subscriptions include your own name and address as well as those of gift recipients. Advertising: Currentrate card will be sent on request. POSTMASTER: Send address change to TURF, P.O. Box 1272, Skokie, IL 60076-8272. Periodicals postage paid at Birmingham, AL and additional entry offices. Acceptance of all advertising is subject to publishers approval and agreement bythe advertiser to indemnify and protect the publishers from loss or expense on claims or suits based upon contents of s uch advertisement. This includes suits for libel, plagiarism, copyright infringement, and unauthorized use of a persons name or photograph. The publi shersdo not assume liability for errors in any advertisement beyond the cost of the space occupied by the individual item in which the error appeared.

Mission Statement

Turfadvances the growth and profit-

ability of the landscape industry by

providing green industry business

owners information on emerging

trends, best practices, operational ef-

ficiencies and business development.

In This IssueDECEMBER 2015 NORTH EDITION

Cover Story24 Success Secrets

Steal these business-building ideas from someof the industrys greatest minds.

25 Stop Thinking Like a LandscaperFind out how these three business owners manage

to stay steps ahead of their competitors.

29 Think BigSome of the biggest landscape businesses in the market tell you

how to compete against them.

Features

Inside Business

18 Working Outdoors and Lovin It

Turf Science

33 Seeds of Disruption

Soil Science

40 Worried About Climate Change?Soils Have Our Backs

42 When Soil Isnt Soil

Departments2 Letter From the Editor

4 In Your Own Words

6 Lessons Ive Learned

8 Contractors Corner

10 Business Insights

14 Landscape Leader

16 Inside Innovation

50 Marketplace

52 Keeping It Green

Landscapes Making a Difference

44 Lucky Dogs

46 Landscapes Save the Day
http://www.turfmagazine.com/http://www.turfmagazine.com/


7/59

2| TURF

| December 2015www.LawnSite.com

Letter From The EditorBy NICOLE WISNIEWSKI

Turfis a Grand View

Media publication.

Group Editorial Director/Editor in Chief

Nicole [email protected]

Editor at Large

Ron [email protected]

Assistant Editor, Digital Media

Danielle [email protected]

ADVERTISING

VP of Sales

Dave [email protected]

Group Publisher

Jason [email protected]

Group Director of Direct Sales

Paula [email protected]

Senior Account Manager

Tim [email protected]

Administrative Sales CoordinatorJamie Rogers

[email protected]

Reprints

Lyndsey [email protected]

Vice President of Finance & ITSharon Ferland

PRODUCTION

Production Director

Lori A. [email protected]

Art Director

Keith [email protected]

Graphic Design

Charles Peerson | Javin Leonard | Colby H ooper

MARKETING

Marketing Director

Annee Cook

Marketing Manager

Nina Diamantis

DIGITAL OPERATIONS

Digital Business DirectorStuart Anderson

AUDIENCE MARKETING

Audience Marketing Manager

Anna [email protected]

ONLINE COMMUNITIES

Moderator, Online Communities

Michael [email protected]

GVMG ADMINISTRATION

Group President

Vicki Denmark

Chief Content Officer

Garrett Lane

Chief Revenue OfficerChris Dolan

Chief Marketing OfficerMary Beth Shaddix

Vice President of Audience Marketing

Delicia Poole

Interim Chief Technology OfficerCarin Obad

Financial Director

Randy Lyle

Production Director

Andy Estill

Billing Address

PO Box 698Birmingham, AL 35201-0698Phone 888-431-2877

Overcome BusinessChaos ... STAT!

Theres one thing all of us have in commonwhether our businesses are large or small or focused

on maintenance or design/build or are located in a busy city or a small town: Despite having one

million and one things to do each day, we all have the same 24 hours in a day to get them done.

The end result is typically a day full of buisness chaosrunning around, putting out fires, falling behind

and not making any time for planning ahead or planning at all before just calling the day quits as a result

of exhaustion. Rinse. Repeat.

Some common causes of chaos in a small business are easy to spot. If youre feeling overwhelmed,

make it a New Years resolution to identify which one (or more) of these youre suffering from and what

steps to take in 2016 to turn business around for the better.

1. Youre wearing all of the hats.When you start your business, there is typically no one else to

depend on other than yourself. You manage everything to ensure it all gets done. But as you grow

your business, this becomes harder and harder to do efficiently without burning out. You dig yourself

a hole that becomes nearly impossible from which to escape.

How do you get a handle on this situation? Step one: Read The E-Myth Revisited: Why Most Small

Businesses Fail and What to Do About It by Micheal Gerber. It documents this situation perfectly.

Part of the challenge is identifying what youre best at and delegating the rest to people who are bet-

ter at those tasks than yourself. For instance, maybe its accounting or billing that you dont enjoythat takes up too much of your time. Save yourself time and money by hiring a part-time accountant

to tackle these tasks and leave you time to focus on sales or customer service. It will be worth it for

your business ... and your sanity.

2. You have trouble figuring out how to grow your business.Finding, serving and retaining customers

is what generates cash flow and pays your bills. Customers must come first. Sit down and prioritize

how you and your team members should spend their time when it comes to serving your paying

customers right. This will increase referrals and positive reviews (as long as you ask for them),

naturally growing your overall customer base. In the meantime, your sales team can also work on

finding new customers.

3. Youre growing all wrong.With growth, comes more employees, more billing, more relationships

to maintain, etc. This is where The E-Myth Revisited will come in handy again, sharing tips for

setting up systems. By being able to teach your people how to repeat what you do effectively with

systems, you can more easily continue to grow without falling into chaos.

4. You dont have focus.Taking it one day at a time is OK, but it needs to be done with a bigger goal

in mind. Take time to strategize and formalize your business plan. What are your goals? What is your

vision? Are you a residential maintenance business that wants to grow its commercial customer

base? Are you a commercial maintenance business that wants to take on bigger clients? Decide,

focus and execute. This will push the unnecessary interruptions off of your priority list and keep you

moving in a positive direction.
http://www.lawnsite.com/http://www.lawnsite.com/http://www.lawnsite.com/mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]://www.lawnsite.com/mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]


8/59

WALK

STAND

RIDEPredator-Pro

QuickCat

Hydro-Drive Float-Deck

BOB-CAT Mowers New MOW WITH CONFIDENCEWarranty

BUILT TOUGHWITH WARRANTIES TO PROVE IT.

Our groundbreaking 6-year / 2,750-hour warranties on Predator-Pro and ProCat

and 3-year / 2,500-hour warranty on our walk-behinds are the best in the industry.

The tough new QuickCat is now covered for 6 years or 2,000 hours. We back our

mowers so you feel as confident as we do in the durability of the products we build.

Durability, quality of cut and ease of ownership, thats the BOB-CAT Promise

and we stand behind it!

HUNT DOWN YOUR NEAREST BOB-CAT DEALER ATBOBCATTURF.COM | 866-469-1242

DURABILITY - QUALITY OF CUT - EASE OF OWNERSHIP
http://www.bobcatturf.com/http://www.bobcatturf.com/


9/59

4| TURF


In Your Own Words Lawn care and landscape professionals speak out

How Should I Lay Out My Property?

Ever been in the position to design a facility to fit your exact

business needs?

One contractor found a space hed like to build on and

looked to his peers at LawnSite.com to get some ideas on the best

ways he can lay out the space.

Q

Working Man:Ive been looking for a new shop for a couple of

years and have not found the right place to buy or rent. We do

a lot of maintenance work and are growing the landscaping side of the

business. I found a property that I can get a great deal on. I want to build

on it and Im trying to figure out how to lay it out. Looking for ideas on

how to set up the property so that I can sketch something to take to the

township for approval before I pull the trigger on the property.

I know that we need a shop (storage and mechanic), office, parking

for equipment (seven trucks and trailers and a skid-steer), employee

parking (10 to 15 cars) and some space for materials (bigger bay for

salt). The property is 2.5 acres and has entry/exit to three roads (two

of them are very busy). Heres a picture of the property. Any Ideas?

A JFGLN:Make it bigger then you think you will need.

On a call: Always leave room for expansion. Exposure is always a

good thing ... well, unless you are sloppy.

Efficiency: You sure its zoned correctly for your use? I doubt they

want a contractors yard next to a retail strip center.

If you can make the lot work with zoning, take what you think is

a reasonable number for costs and double it. There will be permits

and inspections you didnt expect. You will need things like a 6-foot

privacy fence, a hard surface and a detention basin to handle runoff.

grassmasterswilson: Our city would require curb/gutter, landscap-

ing, handicap parking, fencing, etc. I like that you are taking it to the

planning/zoning people before buying. I might even suggest hiring a

survey firm for a consultation to see about design and permit costs.

C & T Landscaping:I had a few extra minutes to mess around.

The pink lines are gates.

The lime yellow are a chain link fence/employee only.

The lime green are storage bays for materials and salt.

The blue/grey are employee customer parking.

That should be enough room for trucks to park and turn around and

leave via the truck exit and not the employee lot. Reason for leaving

via the truck exit is so that you can go to the light and turn left/right

or go straight as opposed to the employee lot where you can only turn

right and must make a U-turn.

C & T Landscaping:Here is another one I messed around with when

I had more time.

In Your Own Words is contributed from the forum at LawnSite.

com. Check it out and join in the discussions.
http://www.lawnsite.com/http://www.lawnsite.com/


10/59

2015 Wright Manufacturing, Inc

wrightmfg.com

BEFORE

WE PERFECTED

THE STAND-ON

MOWER,

WE INVENTED IT.
http://www.wrightmfg.com/http://www.wrightmfg.com/


11/59

6| TURF


Lessons Ive LearnedBy STEVE RAK II

You Cant Afford to Miss

Next Years GIE+EXPO

Its been a month since I returned from the GIE+EXPO in Louisvil le,

Kentucky, and Im still on a high from the experience. This years

event was one powerhouse show for landscape professionals. If

you have never been to the GIE+EXPO, then you are missing out on

the premiere education and trade show for our industry. There is so

much to learn and do and see that I cant possibly list it, but here are

a few highlights from my trip.

1. Incredible networking opportunities.There is nothing better than

getting to hang out and network with other people from our indus-

try. I have made some good friends over

the years at this show, and we always

end up hanging out and talking shop. I

always meet new and interesting people.

2. Educational seminars rule. Yes, I know

that sitting in a classroom-type settingfor more than an hour is not on most

peoples lists of favorite things to do. But

learning how other landscape business

owners grew their companiessome

to more than $100 million in annual

sales gives you great information and

inspiration to take home. And that was

just from one seminar.

3. Big, bad equipment everywhere. If you

are an equipment junkie, then this is the

place for you. There was everything from

a battery-powered zero-turn rider with a

60-inch cutting deck to a mower with a

jet enginealthough I dont think that

one was for sale. The event also features

a huge outdoor power equipment area where you can run every-

thing from lawn mowers to skid-steers to big tractors. This year

the weather was perfect with blue skies and temperatures in the

low 70s, so the outdoor demo area was particularly busy.

4. Great evening entertainment. This is where you get to have a

little fun, sip a few drinks, eat some tasty food and just hang out

with friendsnew and old. There is always a band playing on 4th

Street Live!, a city block in the middle of Louisville that is blocked

off to vehicular traffic and lined with restaurants and entertain-

ment venues.

5. Sharing what youve learned. My brother, Jeff, and I did a pre-

sentation for one of the pre-show ticketed classes offered by the

National Association of Landscape Professionals (NALP). We had

a great time as we shared what weve learned in running our busi-

nesses and other ideas with fellow landscape professionals in

the audience. Public speaking is a rewarding

experience. To be able to do it at a show like

this added to the whole experience.

Overall the GIE+EXPO is a really great

event. Please try to get there October 19-21,

2016. Keep an eye on the GIE and NALP web-sites for details.

I know it costs money to attend this event

but I believe you always get your moneys

worth and more. I also hear the excuse that

its hard to take time away from your compa-

nies and that is true. However, you have to

realize there is never a perfect time to take

time off.

I believe that constant learning and

personal development is part of the respon-

sibility of being a business owner.

If you attended this years GIE+EXPO, let

me know what you thought about the show

and seminars.

Steve Rak is the president of Southwest Landscape Management

near Cleveland, Ohio. He and his brother, Jeff Rak, offer business

management advice to the owners of small landscape companies.

Comment on this column, ask a question or contact Steve at steve@

sw-landscape.com.


12/59

POWERORFUEL SAVINGS that was your choice. Until now. Say hello to theall-new Command PROEFI 824.With best-in-class*torque and horsepowerits ready to take on any terrain. And with the$600/year**you save on fuel, itsthe most fuel-efficient engine weve ever made. Man, its good to be king.

*Class defined as vertical-shaft, commercial 800cc to 875cc gasoline engines. **Compared to a comparableKOHLER carbureted engine under comparable loads and duty cycles. Based on 600 hours of annual operation.

KohlerEngines.com/824
http://www.kohlerengines.com/824http://www.kohlerengines.com/824


13/59

8| TURF


Contractors CornerBy RICK CUDDIHE

The Awesome Powerof Peer Groups

Successful contractors continue working in winter. The nature of

work changes from season to season, but they keep working.

But, even as contractors stay busy with their seasonal

chores, smart contractors continue to build upon their business man-

agement skills. Some do this by networking with other successful

contractors. In my opinion, the development, popularity and participa-

tion in peer groups among landscape contractors is one of the most

powerful business-building trends the industry is experiencing.

Whats a peer group? Simply explained: A peer group is a relatively

small group of like-minded contractors of similar-sized companies

from non-competing markets that regularly share their individual

business-related experiences. A peer group generally consists of six

to 10 members, although there is no defined size.

I facilitate several peer groups, which meet face-to-face or via

teleconference a few times each year. My Young Guns peer group isan example of contractors helping each other by sharing their knowl-

edge and experiences. Young Guns members are generally younger

contractors, but many have been in business for more than 10 years,

and all have the entrepreneurial spirit.

Being a part of any green industry peer group is invaluable, says

Adam Linnemann, president of Linnemann Lawn Care & Landscap-

ing, Columbia, Illinois, in the St. Louis market. The knowledge from

others in the industry that is shared and usually confidential will help

your business succeed and grow.

To create real benefits for members,

peer groups require a lot of planning by

the facilitator, who develops and distributes

business-related topics prior to group discus-

sions. This agenda gives members time to

gather ideas and other valuable information

to participate in the conversations.

During discussions, each member weighs

in with comments and suggestions focusing

on common business problems and issues.

Confidentiality and respect are vital because

members often share sensitive information.

Some discuss their business plans, where each member wants to

be in five years, hiring and retaining good people and customer rela-

tions issues.

Peer group membership is a valuable opportunity for contractorsto learn from each other, says Mike Mason, vice president of Lawn

Pro, Louisville, Kentucky.

When a member brings an issue to the group, the group helps

resolve the issue with suggestions that have worked them on similar

problems. Matters like problems with a difficult employee or hiring a

manager result in a spirited discussion and everyone benefits. Peer

group membership is by invitation and members are expected to

attend scheduled meetings or conference calls. Usually members are

from different markets or regions, which eliminates the fear of shar-

ing your knowledge with a local competitor.

Members help each other build better busi-

nesses by actively participating and sharing

their experiences and knowledge.

Rick Cuddihe is president of Lafayette

Property Maintenance, works with Lets

Be Green Landscaping and helps business

owner improve their operations. Contact him

at [email protected].

Peer Group Positives Peer groups act like a board of directors.

Members must be active participants and be willing

to share their experiences and knowledge.

Mutual respect and confidentiality are vital

within peer groups.

Peer group members usually form lasting, friendly

and mutually beneficial relationships.

Working together and exchanging ideas helps everyone.
http://www.lawnsite.com/mailto:[email protected]://www.lawnsite.com/mailto:[email protected]


14/59

REPRINTS & E-PRINTS

Turfmagazine sets the standards in content reprints and e-prints with out-

standing quality, unparalleled customer service and attention to detail.

High-impact uses for Turfmagazine content include:

Content Marketing

Website Enhancement

Corporate Literature, Newsletters & Annual Reports

Trade Show Signage & Handouts

Direct Mail

Marketing & Sales Kits

Education, Training & Recruiting Material

Order your professionally-produced, customizable article

and advertisement reprints today!

Contact Lyndsey Farnsworth at [email protected]

or 802-751-0962 to get started.
mailto:[email protected]:[email protected]


15/59

10| TURF


Business InsightsBy CHRIS NOON

Boost Sales by FollowingUp Immediately

M

y fiancee, Nicole, and I are planning our wedding. We now

realize why the wedding industry is a multi-billion dollar

industry. The two of us have worked through the first chal-

lenging phase of the wedding planning process, picking a location

and date. The wedding is planned for next August in Newport, Rhode

Island, which is not an inexpensive place to have a wedding.

We are now on to the second phase of gathering quotes from ven-

dors. One of the vendors we met with was a wedding photographer.

My fiancee and I immediately hit it off with her and were impressed

with her professionalism and portfolio of work. We made up our

minds to hire her assuming her price met our budget. Days then

weeks went by and still no proposal from her. With our chaotic sched-

ules, we simply forgot to follow up with her.

Finally, she called us expressing concern about why we had never

responded to her quote. She said she had emailed it to us. We toldher we never received an email from her and we assumed that she

got busy and never sent it. Soon we both realized she had sent the

proposal to the wrong email. She had jotted down an incorrect email

for us during our initial meeting. It turned out that her mistake worked

to our benefit. The photographer offered to decrease the price by 15

percent if we were still interested in hiring her.

The lesson here is that this vendor could have avoided all of this

(and not denied herself 15 percent of her fee) if she had simply called

a day or two after emailing the quote to confirm that we received it.

All she had to do was ask us if we had any questions regarding her

quote. This is a sensible thing to do, of course. Every service provider

that puts out a proposal should follow up soon after submitting the

proposal. But you would be surprised how many business owners I

consult with dont have a standard policy to do this. The sales peo-

ple at my company is required to follow up via telephone and email

until they connect with their prospects and get a yes or no from

them for our lawn care services. The reasons for doing this should

be obvious.

In some cases, the estimates that we furnish are very detailed and

take time to create, so as professionals we have a vested financial

interest in following up with our prospects. Also, consider the market-

ing and advertising dollars that we invest in generating leads.

The lesson here is you never know what happens after you pro-

vide prospects with your proposals until you get a response (verbal

or email, although verbal is better). And, yes, you will get your share

of no responses. But even when a prospect responds negatively,

you can obtain valuable information that can help you make the next

response a yes. Ask why the prospect turned down your proposal.

This is a great opportunity to see how your pricing and service are per-

ceived by prospects in your market. This kind of feedback is invaluable

in refining and improving your company and your sales efforts.

Chris Noon is CEO of Smart Lawn Franchise Systems and director

of Green Light Consulting. Contact Chris at [email protected]

More Sales in 3 Simple Steps

Follow up:Always follow up with your sales prospects within 24 hours

of providing them with estimates. I recommend using at least two dif-

ferent forms of communication such as the telephone and email. The

example I used above about my wedding photographer serves as a

cautionary lesson. Never assume anything until you verify with your

prospects. Always verify they received your estimate before jumping to

any conclusions.

Be persistent:Call until you get a yes or no. It doesnt matter how

many call attempts you make, persistence is the key to sales success.

Remember, our customers lead busy lives, so call and email them until

you get a response from them.

Ask why:Whether or not a prospect hires your company, always askwhy. This information will tell you whether your pricing holds up in the

market and what they liked or disliked about your sales presentation.

Mine your marketing data:Prospects you could not contact or those

declining your proposal remain valuable leads weeks, months and

even years after you provided the original estimates. Every couple of

months my sales people pull gave estimate reports. They call and

email these past prospects to follow up on their initial quotes. We have

the data from these prospectslawn size, estimate and other valuable

informationstored in our database. The close rate is high on our

gave-estimate calls, and they add up in quantity as time goes by.


16/59
http://www.permagreen.com/http://www.permagreen.com/goldmailto:[email protected]


17/59

if youre going to

move mountains,do it in one trip.

R A M

c h a s s i s c a b

best-in-class 39,100 GCWR1

available proven 6.7L cummins

turbo diesel engine

6.4L HEMI

with MDS fuel saver technology

best-in-class available 74-gallon dual-tank fuel capacity 1 UP TO

IN ON THE JOB

INCENTIVESIN ADDITION TO

CURRENT OFFERS2

1 Based on 35 pickup-based conventional cab chassis over 10,000 GCWR. 2 Includes $500 On The Job (OTJ) Upfi t BonusAllowance on most 2015 and 2016 Ram Commercial vehicles (excludes 2500 and 3500 pickups). Must take delivery by1/4/16. See participating dealer for OTJ incentive details and eligibility requirements. 2015 FCA US LLC. AllRights Reserved. Ram is a registered trademark of FCA US LLC. Cummins is a registered trademark of Cummins Inc.


18/59


19/59

14| TURF


Landscape LeaderBy TOM CRAIN

Scott JamiesonThis leader believes in participatory

leadership, where the best ideas come

from many minds working together.

Scott Jamieson might have a hard time convincing people hes

not a natural born leader.

The vice president of Bartlett Tree Experts leads Bartletts

Midwest division and corporate partnership efforts. He also heads

the Bartlett Inventory Solutions team in providing innovative and tech-

nologically advanced tree management plans.

On top of that, hes the president of the National Association of

Landscape Professionals, and is also active on the board of Chicago-

based Openlands and is the former chairman of the board of the Tree

Care Industry Association, as well as a former board member for the

National Safety Council and the Alliance for Community Trees.

He received a Bachelor of Science in urban forestry from Purdueand a Master of Science in urban forestry from Michigan State Univer-

sity and a Master of Business Administration from DePaul University.

Jamieson shares his belief in a consensus leadership style and

talks about the tools he uses to become a better leader.

Q How would you describe your style of leadership and whydoes this work for you?

A I have always described my style as participatory, believingthat the best ideas come from many minds working together.

When those you are leading have a stake in the game, they will com-

mit to the direction chosen. I always try to involve as many people as

possible in making decisions. Leading from the top down has not

been my style, but sometimes the quarterback has to call the play. At

times, consensus leadership can be a slower process, but its all

worth it in the end because the best decisions are made that way.

Q How do you work daily at consistently becoming betterat leadership?

A There are natural born leaders, and then there are those whomust learn to be leaders. I am not a natural born leader. The

way I get better is to lead from the heart and keep learning about how

to be a better leader. At a week-long leadership program at Harvard,

I learned that leadership is a lifelong process of learning from others.

The biggest breakthrough I received was learning about why I do what

I do and why others can do what they do. Its an inside-out game

for learning about what causes me to react and respond in various

ways. The more I learn about myself, the more I learn about others.

Q What leadership books inspire you and why?

A Its our Ship: The No Nonsense Guide to Leadership by Cap-tain D. Michael Abrashaff. Its all about how this commander

took over the lowest-ranking ship in the navy and turned it into amodel of efficiency with amazing cost savings, highest gunnery score

in the Pacific Fleet and a highly motivated and top performing crew.

He believes in leadership from the bottom up.

Q What have you done as a leader that you are most proud ofand why?

A As a leader of my family, I feel positive every time I think aboutthe accomplishments of my kids. I also feel proud of the suc-

cess of other people on my team knowing I had a hand in it.

Whenever someone tells me: I appreciate what you did for me, Im

humbled and gratified that perhaps I have made a positive impact.

Q If you were to give young leaders one piece of advice, whatwould that be?

A Make your mission all about making those around you better.I tell my kids the path to success is to follow your passion.

Even if it doesnt lead you the biggest pot of gold, you want to enjoy

your life because you have followed your calling. The money will follow.

Tom Crain is a freelancer writer who lives and works in Akron, Ohio.

For more Q&A from this leader, visit this story at turfmagazine.com.


20/59
http://www.gordonsprofessional.com/


21/59

16| TURF


Inside InnovationBy RONNIE HALL

Solitare WSL Herbicide

Whether its clients pressuring them

or budget constraints making them

feel the pinch, lawn care operators

are constantly under pressure to do more with

less.

Combining multiple modes of action in one

product formulation helps LCOs maximize their

time while keeping clients happy by controlling

all of their weeds.

Ken Hutto, technical service manager for the north half of the coun-

tryeverything from Maine to Hawaiifor FMC, works closely with

product development managers to place commercialized products

into university research trials. He also provides technical support for

FMCs market specialists. Here, he talks about the innovation of the

companys Solitare herbicide.

Q Please share a brief history of the development of Solitareherbicide.

A Our product Dismiss herbicide is a postemergence productwith sulfentrazone as the active ingredient, which is effective

on nutsedge and kyllinga. It also has some broadleaf weed activity.

But customers told us they needed better options for controlling

crabgrass. As FMC is a customer-driven company, that led us to com-

bine quinclorac with sulfentrazone to produce Solitare. A combination

product, Solitare still maintains the level of nutsedge and kyllinga

control that you get with Dismiss, but also provides effective crab-

grass and broadleaf control.

Q This past summer FM introduced Solitaire as a water solubleliquid (Solitaire WSL). What does that mean for applicators?

A Solitare WSL goes into solution easily and reduces theamount of agitation you need, which makes it much more

user-friendly for applicators using backpacks or ride-on sprayers.

Q More of these combo products with multiple actives arecoming into the market. Why?

A By combining multiple modes of action in one formulation youbroaden a products spectrum of control. Turf managers are

constantly under pressure, whether it be from their clients or budget

constraints, to do more with less. Combination products can help

reduce those constraints.

Q Lets talk turf weed control in general. What advice wouldyou share with lawn care pros to get the most value from any

herbicide they use?

A The first thing is to identify the weeds you are trying to control.Understanding the most effective time to control the target

weeds is important especially for preemergence herbicides. Most

preemergence herbicides must be applied prior to weeds emerging.

With postemergence herbicides like Solitare WSL, applying at a par-

ticular growth stage of the target weed improves control.

For example, fall is the most effective time to apply Solitare for

wild violet control. In the fall, perennial weeds begin to store up car-

bohydrates in their roots so they have an energy reserve for spring

emergence. Wild violet is more susceptible to Solitare in the fall than

in summer.

Correct weed identification and establishing a competitive turf-

grass must be the foundation for an effective weed control program.

Q Herbicide resistance is becoming an issue in golf turf, andsome lawn care pros are becoming concerned, as well. Can

you share a thought or two on what they can do to reduce the riskof herbicide resistance?

A Always use labeled rates of herbicides. Any time you use anherbicide below the labeled rate, in my opinion you are basi-

cally spoon-feeding the development of resistance. Research studies

suggest if you rotate chemistries with different modes of action you

will reduce or prolong the likelihood of resistance development.

Q Finally, this past year FMC made a $1.8 billion investment inbuying Danish chemical company Cheminova. What does

that mean for our industry?

A That has been really exciting. Acquiring Cheminova expandedour company dramatically from a global standpoint and pro-

vides a nice extension to our product pipeline. We are very excited

about all the different possibilities for development -- whether these

possibilities are herbicides, insecticides or fungicides.

Ronnie Hall is editor-at-large of Turfmagazine. He brings more than

30 years experience reporting on the green industry. Contact Ronnie

at [email protected].


22/59

Walker has spent 3 years trying to determine the

most productive mower in the industry . . .

Visit thewalkeradvantage.com to learn more and

request a free demonstration

thewalkeradvantage.com
http://www.thewalkeradvantage.com/http://www.thewalkeradvantage.com/http://www.walkermowers.com/


23/59

18| TURF


Inside BusinessBy RONNIE HALL

Working Outdoors

and Lovin ItGreg Stewart builds a uniquely diverse application company

in Oregons Rogue Valley.

Aman who wakes up early every morning and looks forward

to working outdoors in a career he loves is a for tunate man.

Greg Stewart says hes one of these lucky fellows.

After serving in the military and working for an agricultural co-op,

Stewart, 46, an avid outdoorsman, founded Greenway Spray LLC,

which is located in Eagle Point, Oregon. I went out on my own two

years ago and I love it, says Stewart. The difference between work-

ing at a store and working at customers homes is night and day. I

spend time with them and get a feel for their expectations. I even

know the names of their kids and dogs.


24/59

TURF


The Road To Success Is Easier With A Better MapEvery year we assist business owners like you reach their goals. We provide them withproven systems that have helped build the largest network of commercial grounds care

professionals in the country. Explore converting your business to a U.S. Lawns franchise

Attending the GIE+EXPO?Visit us at booth# 2005

www.uslawnsfranchise.com 866.781.4875

I AMA LANDSCAPEPROFESSIONAL

Visitbit.ly/turfmagto learn more.

Membershipin NALP takes theprofessionalism of your

organization to a whole

new level.

Jim Campanella, Lawn Dawg, Inc.

EDUCATION | PROFESSIONALISM | ADVOCACY
http://www.turfmagazine.com/http://www.uslawnsfranchise.com/http://www.uslawnsfranchise.com/http://www.bitly/turfmaghttp://www.bitly/turfmaghttp://www.bitly/turfmaghttp://www.turfmagazine.com/http://www.bitly/turfmaghttp://www.uslawnsfranchise.com/


25/59

20| TURF


Inside Business

Eagle Point is a city of about 8,200 people located 12 miles north

of Medford, the largest city and economic hub of the Rogue Valley.

The Valley, located in southwest Oregon, is relatively isolated lying in

the rain shadow of the Cascade and Siskiyou Mountains. The Valleysunique climate and economy are providing Stewart the opportunity to

grow a one-of-a-kind application company.

The Valleys hot, sunny summersmore similar to the California

Central Valley rather than Portland 270 miles northoffer a long

growing season. The abundance of sunshine (the region gets 170

days on average annually) encouraged settlers in the mid 1800s to

begin planting fruit trees. To this day, the Valley, 70 miles wide and

60 miles long, remains an important commercial pear producer and

is a designated wine region, as well.

While developmentespecially in and around Medfordis spread-

ing into the countryside due to a continuing influx of retirees drawn

to the region because of its beauty, climate and its enviable health

services, agriculture remains vital to the Valleys economy. Its the

regions agriculture that gives Stewarts Greenway Spray such a

unique position within the green industry.

Licensed for every jobNot only does Stewart and his two part-time employees provide resi-

dential and commercial lawn application services and structural pest

control, but they also offer agricultural crop and riparian spraying.

Thats because Stewart gained much of the necessary training and

some of the licenses required to provide this wide range of applica-

tion services while assisting customers with their landscape andagricultural needs at the Grange Co-op. He earned additional applica-

tion licenses after leaving the co-op.

I wanted to do as many things for each customer that I could,

whatever they needed. I needed to be licensed and ready, says Stew-

art. Right now, Im focusing on balancing everything.

When I started Greenway Spray, I thought I would be doing pest

control primarily, Stewart adds. Now pest control is something that

I add as a service to customers that I already perform other work for.

I came to realize that I enjoyed working outside with grass, trees and

agriculture more. My passion is plants.

Stewart offers commercial and residential applications on an as-

needed basis. If a property doesnt need treatment, he doesnt

treat it.

Customers are his friendsI go out and look at the lawns and talk with customers about them

and find out what they need. Then well apply what those lawns need

to correct their problems. And I charge that way, says Stewart.

My customers are my friends. I know the name of their dogs and

their kids. I get to watch their kids grow up. Its the perfect job for

me.

Lawns in his market are primarily perennial ryegrass and turf-type

tall fescue. Lawns in the Valley face the same challenges lawns

elsewhere faceinsects, diseases and weeds. Broadleaf weeds and

nutsedge, in particular, can make lawns look ragged. Stewart usesSolitaire Herbicide for control on these properties. He says he sees

results in only a few days.

Summer heat and a dearth of summer rainfall is another challenge

for lawns in his southern Oregon market. This past summer the

region received a total of 1.2 inches of rainfall.

Our falls, winters and springs are generally green here. But by

mid summer we can get as many as three weeks with temperatures

near or over 100 degrees. Our landscapes definitely need irrigation,

says Stewart.

Rainfall or not, Stewart is growing the lawn care side of his busi-

ness. This past summer he took on 4 acres of turfgrass at the

Jackson County Airport.

They had every weed under the sun. They have poor clay soils,

and the pH was out of whack. Plus, they fertilized with ammonium

Pears, Pears & More PearsEntering the 20th Century, commercial fruit production boomed

in the Rogue Valleyapples, cherries, peaches, walnuts and

pears. Apples reigned for several decades, peaking with 400

growers with about 10,000 acres under production by 1910. Dur-

ing the 1920s pear orchards began replacing apple orchards,

according to Oregon State University.

In 1910, Samuel Rosenberg purchased Bear Creek Orchards,

which produced Comice pears near Medford. Comice pears

are highly sought because they are sweet and juicy. Following

Samuels death in 1914, sons Harry Holmes and David Rosen-

berg, having earned agricultural degrees from Cornell, began

managing the company. The brothers, aggressive marketers,

began selling pears first to buyers in Europe, and then to large

metropolitan U.S. markets, such as San Francisco and New York.

In 1934 their Bear Creek Orchards began selling fruit mail

order, and in 1946 they renamed their company Harry & David, a

name many of us are familiar with today because of its popular

gourmet fruit and gift baskets. The company suffered several

ownership changes and financial ups and downs in the early

2000s, and was purchased by Internet retailer 1-800-Flowers in

2014.

Pear productions acreage has dropped by half from its peak

in the 1930s, but growers have more than tripled yields per

acre. Urban development resulting from the migration of new-

comers (especially retirees) from California and elsewhere con-

tinues to gobble up the regions farmland. Even so, the Rogue

Valley still produces 45-percent of the Northwest-grown Comice

pears and about a quarter of the Seckel crop, according to the

Oregon-based Pear Bureau. Other popular varieties grown in

the Valley include Green Bartlett, Red Anjou and DAnjou.


26/59

TURF


Consistently Sharpen

Rotary Mower BladesOne major issue is overlooked by lawn

care professionals is the consistency

of the cutting edge angle. Inconsistent

angles greatly reduces the life of the

mower blade and provides a poor cut

of the turf itself. Save time, money

and blades by using Magna-Matic

professional sharpeners.

60 second sharpening time

Cool cutting, without burning

Constant 30 degree angle

No limit to cutting edge length

Right or left-handed cutting blades

No wheel dressing All safety guards included

Vac hook-up ready

MADE

IN USA

MADE IN THE USA FOR OVER 50 YEARS

www.magna-matic.com

800-328-1110Call for Free Catalog

MAG-9000 Sharpener shown
http://www.turfmagazine.com/http://www.magna-matic.com/http://www.superthrive.com/http://www.allprogreens.com/traininghttp://www.k-100.com/http://www.turfmagazine.com/http://www.magna-matic.com/


27/59

22| TURF


Inside Business

sulfate when it was 100 degrees outside, he recalls. After aerating

the turfgrass to reduce thatch and open the soil to irrigation and

nutrients, he applied an herbicide for winter weed control. Its been

exciting to conquer the challenges of new accounts like this one,says Stewart.

Steady agriculture workWhen he isnt treating lawns, he could be providing any number of

other application services in Jackson and Josephine Counties. The

day Turfmagazine chatted with Stewart he just finished injecting a

row of struggling arborvitae trees with micro-nutrients and sending a

soil sample to a laboratory for testing.

We do a lot of ornamental spraying, conifers and deciduous

trees, he adds. Due to the diversity of our services we are more

than able to keep busy year-round. Our customers consist of farmers,

young professionals in the medical field, larger estates, municipali-

ties as well as your neighbor next door.

Stewart and his part-time help could be treating an apple or pear

orchard, or perhaps alfalfa or grass hay fields, given the season and

the need. To make agricultural spraying more efficient, this past sum-

mer he acquired a GPS-guided, 14-foot boom sprayer equipped with

a 30-gallon tank.

Himalayan blackberry scourgeOne of the most troublesome noxious weeds in the Valley (as it is

throughout much of the Pacific Northwest) is the Himalayan black-

berry (Rubus discolor, Rubus procures). The noxious weed is an

evergreen shrub that grows to about 10 feet in height with canes

covered in thorns. This invasive species of blackberry overruns ripar-

ian zones, roadsides, woodlands, open forests and disturbed areas.

Once established and left undisturbed, a stand of Himalayan black-

berries form an impenetrable thicket and will replace smaller, native

species and reduce wildlife diversity. It can spread via rhizomes, from

fallen canes rooting at the tips and by the spread of seeds by birds

and small mammals. It is incredibly difficult to eradicate.

Yes, I do right-of-ways, brush and riparian areas for blackberries,

says Stewart. They have taken over all of the creeks and are crowd-

ing out our native plants.

The vegetation management aspect of my business focuses on

blackberries, poison oak, riparian areas and bare-ground work. The

Greg Stewart, owner of Greenway Spray LLC, uses a variety of spray equipment to serve residential, commercial and agricultural clients.


28/59

TURF


PREMIUM COMMERCIAL

SPREADING & SPRAYING EQUIPMENTCall or visit us online to find out more about our

models and the Ground Logicadvantage.

WWW.GROUNDLOGICINC.COM | 877.423.4340

Pathfinder (shown)

Rover XR (shown)

Return on Investment. It starts with the right equipment

for your application followed by exceptional service.

Thats our promise to you. We have many innovative

spraying equipment options and look forward to

discussing the best possible solutions for your needs.

800-706-9530 | [email protected]|gregsonclark.com

The true measureof a sprayer is ROI.

bare-ground applications fall during the rainy season. Greenway Spray

has year-round work because it is diverse, he adds.

If you get the impression from this short article that Stewart is a

workaholic, hes not. He loves his work, but he also loves his wifeLaura and his 17-year-old son Levi, and he makes time for them and

for himself. While he has cut back on his hunting trips, he and his

son love to test their angling skills at some of the best trout fishing

rivers in the United States.

Its easy to get caught up in the spring rush and to over-commit.

That does not serve me, my family or my customers in the long run,

says Stewart.

The only regret Stewart has in getting into the application business

is that he didnt make the move sooner.

I have found if you are honest, show up when you say you will,

return phone calls promptly and follow through on your commit-ments, he says, you cant help but succeed at whatever you choose

to do in life.

Ronnie Hall is editor-at-large of Turf magazine. Do you have a

business story youd like to share? Comment on this article or send

your contact information to [email protected].
http://www.turfmagazine.com/http://www.groundlogic.com/mailto:[email protected]:[email protected]:[email protected]://www.gregsonclark.com/mailto:[email protected]://www.gregsonclark.com/http://www.groundlogic.com/http://www.turfmagazine.com/mailto:[email protected]:[email protected]


29/59

24| TURF


Cover StoryBy NICOLE WISNIEWSKI

Success SecretsSteal these business-building ideas from someof the industrys greatest minds.

Everyone who owns a landscape business has another busi-

ness they aspire to be like.

Maybe its the large business down the street that seems

to have incredible systems and employees with a positive and

professional attitude and trucks that are polished and incredibly

branded. Maybe its that business in a neighboring state with an

owner who has great leadership skills and is at a revenue size to

which you aspire your business to grow. Maybe its a national player

with solid employee retention and top-notch marketing that makes

it seem like the most talked about business in each neighborhood

it services.

In each case, sitting those owners down and picking their brains

on how they operate, how they grow, how they handle setbacks and

challenges is beyond worthwhile for any small business entrepreneur

trying to make a name in the landscaping.

This year in October at the Green Industry & Equipment Expo in

Louisville, Kentucky, the National Association of Landscape Profes-

sionals (NALP) had two incredible sessions that each contained

some of the most well-recognized leaders in the green industry. In a

no-holds-barred Q&A, the leaders shared their honest feelings about

everything from the most important lessons theyve learned in busi-

ness to their greatest business mistakes to how they focus their

time as CEOs to their insights on the greatest opportunities in the

landscape industry.

Dive in to their candid thoughts and ideas and learn the secrets

to their success.


30/59

TURF


Stop Thinking

Like a LandscaperFind out how these three business owners manageto stay steps ahead of their competitors.By Nicole Wisniewski

If youre worried about how youre going to separate your mowing

technique from that of the business down the road, you may want

to rethink your competitive strategy.

This from one of the leading landscapers in the industryJim

McCutcheon, CEO of HighGrove Partners in Austell, Georgia, and past

president of the National Association of Landscape Professionals

(NALP), who says his mantra today is, Stop thinking like a land-

scaper. Instead, McCutcheon focuses on being a service-oriented

business that just happens to do landscaping.

And his co-panelists (Scott Jamieson of Bartlett Tree Experts and

Frank Mariani of Mariani Landscape in Chicago) at the Lessons

Learned from Industry Giants session at NALPs LANDSCAPES 2015

at the recent GIE+EXPO agree. Planning ahead (as well as having mul-

tiple backup plans) and differentiating yourself from the competition

in unique ways can help ensure lasting success. And these business

owners should know. HighGrove has been around 26 years, Bartlett

is a 108-year-old business and Mariani Landscape just celebrated its

50th anniversary.

Moderated by industry consultant Marty Grunder, these three

industry leaders share everything from their business cultures to

their definitions of leadership to the biggest mistakes theyve made

in business and how they learned from them.

Marty Grunder:What is your business vision or culture?

Jim McCutcheon: Culture is critical to everything we do. We have

a two-and-one-half day retreat every year. Our people our tired andPHOTOS:PHILIPPE

NOBILEPHOTOGRAPHY

From left to right: Scott Jamieson, Jim McCutcheon and Frank Mariani


31/59

26| TURF


Cover Story

burned out when we start, but by the time

they leave they are reinvigorated. Taking 60

people out of town for two-plus days costs

roughly $40,000 but it ends up only costingus $10,000 because our vendors want to be

a part of it and help cover the cost.

Frank Mariani:We have a company intranet

where we share interesting things that are

happening around the company. In our mis-

sion statement, we have 10 different things

we highlight as a way to show how we need

to treat each other and our customers every

day. At the end of each story we put up

there, we refer to part of the mission state-

ment so employees can continually see how

people are using that each day. Its like our

10 commandments that help guide us to

make decisions each day. This builds our

culture because it empowers people.

Marty Grunder:What does leadership mean

to you?

Jim McCutcheon: I was a micromanager

when I started out, but then I realized that I

could only grow to a point where I could put

my hands on something. Ultimately, I had to

change how I operated. Today, Im a hands-off type of person. I have a senior leadership

team of four people. Ive done their jobs

before, but I cant do their jobs as well as

they can. I try to find folks who are stronger

and better than I am at particular tasks and

try not to be afraid to find someone smarter.

You have to understand what you love to do

and then find people around you who can fill

in the areas where youre weaker.

Scott Jamieson: Leadership shows up indifferent styles and demeanors. You have

to be OK with who you are and who youre

not. Even if youre not a big personality, you

can still have an impact on someone else at

your company so its important to channel

that energy.

Frank Mariani:You have to listen and learn

and think about what people are saying.

You need to do simple things. You have to

put your associates and your clients before

yourself. You have to not be afraid to make

mistakes. You have to be able to get in front

of your team and not be afraid to say you

made a mistake. You also have to under-

stand what youre capable of. Im good at

driving sales and assembling a team. I know

what I do well and I can surround myself

with people who cover my shortcomings. Its

nice if your team knows you have the guts to

handle anything that comes your way.

Marty Grunder:What role does planning play

in the success in your companies?Frank Mariani: I love strategic planning. We

live it all the time. We like to get everybody in

a room together talking about S.W.O.Tour

strengths, weaknesses, opportunities and

threats. At our company, we get into smaller

groups, and usually people all across the

company will think of threats and weaknesses

that I never thought of. While the process can

be tedious, having a leader keep track of

the process and lead the effort and trackprogress from the meetings is crucial. Then,

because we put multiple plans in place, I no

longer lose sleep at night wondering about

whats going to happen because I know we

have a backup plan for different situations.

Scott Jamieson: Most people are looking

at their sales goals for just one month.

What Ive found is that an organization that

works mostly on strategic planning helps get

employees to look further out and brings

more purpose to their jobs.

Jim McCutcheon:We have a mantra at our

place: Stop thinking like a landscaper.

For instance, we recently brought our nurs-

ery suppliers in and told them they had the

quality I was looking for but they all thought

too much like nurserymen. If I asked them

about their operation, theyd show me plants

and brochures. But, to be honest, if they all

dropped off the same plant, I wouldnt be

able to tell the difference between them. But

if they thought more like logistics people,

they would turn my head because if they arelate or they dont have the supply I need,

thats when theyre killing me.

So we told our people the same thing. If

you think our customers can tell the differ-

ence between the way we mow, edge and

prune, well they just cant. The way we dif-

ferentiate ourselves is with service-oriented

issues. We consider ourselves a service-

oriented business that just happens to do

landscaping.

One example of how we do this is were

certified in real estate. We give seminars to

our customers each year on real estate top-

ics and this helps them fulfill their continuing

education credits for real estate. That gives

customers extra value from us.

Marty Grunder:What do you do for fun? How

do you deload?

Scott Jamieson: Boating is a big deal on

Lake Michigan, so our family does a lot ofJim McCutcheon, Scott Jamieson and Frank Mariani (from left to right) enjoyed sharing theirexperiences as landscape business owners to a full house at NALPs LANDSCAPES 2015.


32/59

TURF


that. Im also a big road cyclist; Ive done

the 600-mile Tour des Trees bike ride twice.

Jim McCutcheon:I love to run, but I havent

been able to do much of that with knee sur-

gery that I have to have. Fly fishing is my

thing. I like walking the creek and just the

nature of the sport.

Frank Mariani: I like golf and I have a pas-

sion for cooking. I have a fabulous vegetable

garden and we have Sundays at Franks

where I invite anyone who wants to come

over and have dinner and we might even

drink some red wine.

Marty Grunder:What books do you read?

Scott Jamieson:Its Your Ship by MichaelAbrashoff and Just Mercy by Bryan Ste-

venson.

Jim McCutcheon:Im a big time reader and

love continuing to learn. If you havent read

Atlas Shrugged by Ayn Rand, read that

book. Good to Great: Why Some Companies

Make the Leap And Others Dont by Jim

Collins is a necessity. I think being a lifetime

learner is so important.

Frank Mariani: Jason Clarks books and

The Devil in the White City by Erik Larson.

Marty Grunder:What is the biggest mistake

you made in business?

Frank Mariani:Early in my career, I was so

competitive. I wanted every job. But that

wasnt smart. Not every job is for us. Now

we only take jobs right for us. I wish I would

have learned that sooner.Jim McCutcheon: Years ago, I thought I

could conquer the world. I had offices in

multiple locations and offered every service

imaginable. I felt like we could do it all. I

learned that wasnt for us. We decided to

narrow our focus and become better at

offering our niche and its worked out muchbetter for us.

Scott Jamieson:I had a rough day one day

and was walking into the office preparing

for a challenging conference call. I walked

right past my employees and didnt say

hello or acknowledge anyone because I

was so focused on what was coming. After-

ward, my employees told me they thought

I was mad at them. That made me realize

that as a leader in my organization people

are always watching me. I learned to be

more conscious of the impact I have on

others. In tough times, I now make sure to

tell our people what is going on and why I

may be distracted so they better understand

whats going on.

Ecolawn #1 Choice!

Sustainable Lawn Care

Practices - the Fastest

rowing segment in the

Green Industry

Visit website for Action

Videos, Demo requests,

Financing options, Marketing

materials, FAQ, Tips &

Contacts.

Call now:

802-673-9077

Big Leaders, Big AdviceHere are the top nuggets of wisdom these industry leaders shared with the Green Industry &

Equipment Expo audience. The best way to retain someone is to pay

attention to them.

Its OK to have people who work for you

who are smarter than you.

Know that as a leader you are always mak-

ing an impact on your employees.

Dont be afraid to make mistakes.

Its OK to be vulnerable and own up

to your mistakes. Be honest about your

mistakes.

Stop thinking like a landscaper.

Dont be reactive; be proactive.
http://www.turfmagazine.com/http://www.ecolawnapplicator.com/http://www.snowblowersatjacks.com/http://www.mowersatjacks.com/http://www.jackssmallengines.com/http://www.turfmagazine.com/


33/59

28| TURF


Cover Story

Communicating your vision to prospective customershas never been easier with PRO Landscape design software.

Start Speaking Their Language Today!prolandscape.com | [email protected] | 800-231-8574

What we say to customers

What they hear

Since obtaining our UA60T AERA-vator we have been able

keep our over used playing surfaces at a safer playing level.

The ability to aerate during seasonal play really makes a

huge different for us. We have 45 acres of athletic fields at 8

locations that we maintain, so having the ability to be mobile is

a huge plus for us.

One major plus we have found using the UA60Tis when working

hard infields. We have inherited a few infields from our local

parks department. These infields are basically all clay. After arain when the sun comes out in the summer, the infields become

hard as bricks. With adding minimum moisture the infields the

UA60Tdoes a nice job of creating a softer safer playing surface.

1stproducts.com

800.363.8780 / [email protected]

See product videos + demo schedule:

VP of Athletic Facilities

Play Rec Sports

Nashville, TN

THEO

LANKFORD

Marty Grunder:What is one thing you would like to get off of your

chest that frustrates you about the landscape industry?

Frank Mariani:This country is the greatest country in the world, and

Im tired of political bickering. We need to unite and return to a placewhere everyone can succeed.

Scott Jamieson:Someone I respect and admire recently told me he

was going to drive prices so low that competitors either go out of busi-

ness or he purchases them. That devalues the industry. If you race to

the bottom with your prices, theres no where to go from there.

Jim McCutcheon: In this country, people seem to be anti-business.

Theres a war on business. If youre a successful business person,

you are the enemy. There are 230 people at my company who are

working hard everyday to help achieve our goals and live the lives they

want to live. In our industry it seems that people are afraid to make

a profit. They think its bad. But if you dont, you cant provide all ofthe things you need to to create opportunities and jobs. We should be

damn proud to make a profit and say were landscape professionals.

Nicole Wisniewski is editorial director and editor-in-chief of Turf. Her

favorite leadership quote is: A ship in a harbor is safe in a harbor, but

thats not what ships were built for. Share yours at LawnSite.com.

Reach Nicole at [email protected].
http://www.lawnsite.com/http://www.prolandscape.com/mailto:[email protected]://www.1stproducts.com/mailto:[email protected]:[email protected]://www.prolandscape.com/http://www.1stproducts.com/http://www.lawnsite.com/mailto:[email protected]:[email protected]:[email protected]


34/59

TURF


Think BigSome of the biggest landscape businesses in the market tell

you how to compete against them.By Nicole Wisniewski

Want to know how to compete against some of the biggest

landscape businesses in the industry?

During the National Association of Landscape Profes-

sionals (NALP) session at GIE+EXPO, Town Hall with the Top Thought

Leaders of the Industry, moderator and industry consultant Judy

Guido asked four key members of the landscape market tough ques-

tions about how they recruit and retain people, key metrics they use in

business and how they would compete and price against themselves

if they were small business owners.

Learn how to think big in this up close and personal dialogue with

Jennifer Lemcke, COO of Weed Man USA/Turf Holdings; Mike Bogan,

CEO of TruGreen LandCare; Craig Ruppert, CEO of Ruppert Landscape

and Jon Georgio, COO of Gothic Grounds Management.

Judy Guido:What are one or two words that describe your brand?

Jen Lemcke:Integrity. Its about treating people right whether they are

employees or customers. Treat people how you want to be treated.

Craig Ruppert: People-focused. We strive to provide them with the

opportunities to grow, learn, take on responsibility or earn more.

Mike Bogan:Care. We look out for our people and create an environ-

ment where they feel like they belong.

Jon Georgio:Customer-centric. We have an intense focus on the cli-

ent. We had a customer once who had 300 guests coming to a party

and the caterer didnt show up. So our crews pulled out grills and

fixed burgers and sides, saving the day. We have created a culture

where our employees knew they had the autonomy to make that deci-

sion. They did it on their own.

Judy Guido:What one word would you use to describe yourself?

Mike Bogan:Passionate.

Jon Georgio:Fun.

Jen Lemcke:Energetic.

Craig Ruppert:Slow maybe.

Judy Guido:Where do you spend your time and focus as a CEO?

Mike Bogan:When I became involved, the business had a tough time

retaining talent. So I wanted to create a brand that could attract tal-

ent to the organization. So this is my No. 1 focus because its about

the people and creating a culture thats attractive.

Jon Georgio: Walk-around management. I like to see what people

are going through, take the pulse of the organization, see what the

challenges are and try to address them. Because we have a solid day-

:

I

L

I

I

I

From left to right: Craig Ruppert, Jennifer Lemcke,

Jon Georgio, Mike Bogan and Judy Guido.


35/59

30| TURF


to-day team, I try to get in front of them and

anticipate where were going and how were

going to get there.

Jen Lemcke: I spend a lot of my time inspreadsheets. I work for the head office of

Weed Man so my customers are my franchi-

sees. I try to bring value to the franchisees

through metrics and data and analyzing

things that will help them move the needle

forward. I spend time figuring out ways we

can bring customers to franchisees and look

at things that impact customer retention.

Customer service is a big part of it.

Craig Ruppert:I should be spending time on

strategy and culture, but I spend a lot of time

on execution. Its easy having a strategy, but

its hard to execute on it. My focus is more

on the people; it allows me to use my time

more efficiently and that has a bigger impact

on the customer.

Judy Guido:With labor costs rising the way

they are, how are you focusing on recruiting

and retaining people and rewarding them

from the field side on up?

Jon Georgio: The best way to staff is to

not lose staff. We start with retention. Webeefed up our staff so we have a couple of

people focused on getting the right people in

the door and retaining them. When they are

on board, we get them the tools they need

and make sure they have a clear understand-

ing of their roles and that they are going out

and working safely. We provide training for

them through Gothic University, which is a

certification program through NALP. Its hard

work for them but they get a lot of satisfac-

tion from it. We also have a profit sharing

program. The more you learn, the more you

earn. Youre not guaranteed compensation

when you continue to learn but it slides them

into cue for promotions and bigger roles at

the company.

Jen Lemcke: We have a profit sharing pro-

gram where franchise owners are evaluated

based on retention, growth of the company

and EBITA. We work through a 10-year busi-

ness plan with owners and give them training

tools to retain good talent and create oppor-

tunities for their employees.

Craig Ruppert: Retention is No. 1. Lots of

our focus goes there. Providing opportunitiesfor growth is at the top of the list. We train

people right, respect them, listen to them.

We constantly try to improve and question

how we can make working here better.

Judy Guido: What are one or two key met-

rics your company lives by, and how do you

enforce and reward those metrics?

Jon Georgio: There are two types of met-

ricslagging metrics (revenue, gross profit,

etc.) and predictive metrics. Were more

focused on predictive metrics recently. This

is how much you book during a month in

sales so it gives us a better prediction of

how that month will look.

Craig Ruppert:Most important for us is profit

because its a measure of performance. We

also look at turnoverour retention rate with

employees and customers. We also look

at our backlog in landscape construction

making sure we have the right work at the

right time for the future.

Mike Bogan: Client retention, the renewalrate for maintenance customers. If they like

you, they come back. The next one for us is

profit or gross margin. There are lots of ways

to get profit on the bottom line but cutting

costs on overhead isnt always the way to

get to profit.

Jen Lemcke: Retention, customer acqui-

sition and EBITA because our managers

receive a bonus on those metrics.

Judy Guido:Two of the most significant forces

in business today are technology and global-

ization. What role does technology play in

your company?

Jen Lemcke: We are not early adopters of

technology. So were not a company that

wants to change and look at new technology.

Its a little bit on purpose. We dont need to

fix something thats not broken. Sometimes

you can go down a rabbit hole with technol-

ogy and you have to ask what will it do and

what do I need it to do. We also want it to be

simple for the user. If it adds another level

of complexity to our business, its probably

not a good fit.

Mike Bogan:Were not early adopters either.

Its embarrassing that my crews still fill out

paper time sheets. Were doing things nottoo much differently than we did 20 years

ago. Its nothing Im proud of. Sometimes

were our own worst enemy because we limit

ourselves. We dont want our crews to have

smartphones because we dont want them

to be on them all day, but we forget that

maybe they can use them in smart ways like

finding the cheapest gas stations.

Craig Ruppert: Were struggling here, but

were adapting quickly because our custom-

ers expect us to, and its relatively easy

to do. Our field managers all carry smart-

phones. We are filling out reports now and

passing on job cost information and direc-

tions to the job electronically. I expect it to

keep changing and well keep adapting.

Judy Guido:With 58 percent of purchase man-

agers being women and women making 90

percent of all choices in the home, how do you

tap into women as customers and employees?

Cover Story

Jennifer Lemcke, COO of Weed ManUSA/Turf

Holdings, is all smiles at the recent GIE+EXPO.


36/59

TURF


Jen Lemcke: We didnt always pay a lot

of attention to those metrics but we were

recently introduced to big data. Part of what

were looking at doing is relaunching ourwebsite and using big data on top of that.

Looking at this data will help us focus our

marketing efforts based on who were mar-

keting to. That will play a big part in our

messaging and how we sell our brand.

Jon Georgio: Were woman-founded so we

have an advantage: our culture is based on

things she brought to the table. Thirty-three

percent of our executive team is female, and

were proud of that.

Craig Ruppert: We have women in almost

every position in the company, but its still a

huge untapped opportunity for us. They bring

an interesting and valuable perspective.

Judy Guido:Knowing what you know today, if

you were a small company competing against

yourself, what would you do?

Craig Ruppert: Smaller companies have a

lot of advantages over bigger ones. Their

leadership can be bigger to customers. And

smaller companies are easier to manage.

All of us have the experience of being muchsmaller and, in some cases, we still know

what its like competing against smaller com-

panies. Weve lost jobs before because our

price was too high. I spend a lot of time

reminding people to ignore that and dont

pay attention to that as a reason. In many

cases, its not the truth. We try to take away

the excuse and not focus on why we lost the

job but instead what we can do to get it.

Mike Bogan:From a competitive standpoint,

I would always rather pitch to a customer as

a smaller local business than a big company.

That way I can say Im in their com

Documents

sucess secrets Turf - December 2015