Saundra’s Furniture Wins the Home Furnishings Association’s Retailer of the Year (Under 50 Employees)

For over 30 years, Saundra’s Furniture in Colville, WA, has been more than just a furniture store—it has been a cornerstone of the community. From offering top-quality furnishings to embracing the local culture with their beloved mascot, Big Al the Bigfoot, Saundra’s Furniture has carved out a unique identity that resonates deeply with customers. Their dedication to exceptional service, community engagement, and innovative business strategies has earned them the prestigious Home Furnishings Association’s Retailer of the Year award for businesses with under 50 employees. Here’s why they stood out among the competition.

A Community Hub, Not Just a Store

One of the most defining aspects of Saundra’s Furniture is its commitment to serving as a gathering place for the Colville community. After recovering from a devastating fire, the store was rebuilt with a fresh vision that included the addition of BIG AL’s Mercantile & Coffee, a heartfelt tribute to Alan Wilma, the late father of Saundra, the store’s owner. This unique space offers far more than just furniture—it provides locally sourced goods like jams, jellies, artisanal sourdough, handcrafted cheeses, and Jabe’s Beef, raised on the family ranch.

The mercantile also features a cozy seating area and an inviting balcony overlooking Main Street, where visitors can sip on coffee while enjoying the scenic view of historic

downtown Colville. Local artwork, Bigfoot-themed novelties, and regional treats like hand-scooped huckleberry milkshakes and root beer floats further enrich the experience, making Saundra’s Furniture a beloved local attraction.

Business Planning with a Purpose

Over the past year, Saundra’s Furniture has pursued several key strategies to expand its reach and strengthen its impact on the community:

• Enhanced Community Engagement: The store increased its partnerships with local producers, expanding the selection of locally sourced goods at BIG AL’s Mercantile. Western oil paintings and handcrafted items by local artists now adorn the 28,000-square-foot showroom.
• Improved Customer Experience: Creating welcoming spaces, such as the balcony and seating area, has transformed the shopping experience into a relaxing and enjoyable event.
• Increased Brand Awareness: A heightened focus on social media and participation in local events led to a noticeable rise in both foot traffic and online engagement.

These initiatives have translated into tangible success, with Saundra’s Furniture experiencing a 5.3% year-over-year increase in sales and a 20% growth in new and repeat customers. Additionally, the company has played a major role in local traditions, such as the annual Christmas Tree Extravaganza & Gala Dinner, which attracts visitors from surrounding counties, Idaho, and even Canada.

A Strong Company Culture

Saundra’s Furniture has cultivated a work environment rooted in integrity, teamwork, and customer service. Employees are not just workers; they are part of a family dedicated to upholding the store’s mission of community engagement and high-quality service. The team actively volunteers with local organizations such as the Chamber of Commerce, Elks, and City Planning Department, reinforcing their deep ties to Colville.

Core values such as honesty, transparency, and fairness are evident in every customer interaction. Staff members provide personalized, knowledgeable service, treating every shopper with respect and care. This people-first approach has contributed to high customer loyalty and a growing reputation as a trusted local business.

Unparalleled Customer Service

At Saundra’s Furniture and BIG AL’s Mercantile, customer service is more than just a transaction—it is about fostering meaningful relationships. From the moment customers walk in, they are met with a warm, welcoming atmosphere. The sales team listens attentively to their needs and provides tailored recommendations, ensuring a stress-free shopping experience.

To maintain high customer satisfaction, the company continuously gathers feedback through in-person conversations, online reviews, and follow-up calls. In addition, they host engaging community events, such as local artisan markets and Chamber “After Hours” gatherings, which bring customers and local producers together in a fun and interactive setting.

Furthermore, Saundra’s Furniture goes beyond standard retail offerings by employing an in-house service team trained in wood, upholstery, and window blind repair. This commitment to quality and post-purchase support underscores their dedication to long-term customer satisfaction.

Commitment to Social Responsibility

Saundra’s Furniture is not just a business—it is a force for good in the community. Their socially responsible initiatives include:

• Supporting Local Agriculture and Schools: The store supplies 10,000 pounds of Jabe’s Beef annually to the Colville School District, ensuring that students have access to nutritious, locally sourced meals.
• Sustainability Efforts: Eco-friendly initiatives include offering area rugs made from recycled fibers, mattresses crafted from recycled plastic bottles, and reusable shopping bags. Energy-efficient lighting has also been installed to reduce electricity consumption.
• Promoting Local Artisans: The showroom highlights handcrafted furniture, artwork, and decor from regional artists, reinforcing the store’s commitment to local craftsmanship.

Looking ahead, Saundra’s Furniture plans to expand these initiatives, exploring additional green certifications and renewable energy options.

A Well-Deserved Recognition

Winning the Home Furnishings Association’s Retailer of the Year (Under 50 Employees) award is a testament to Saundra’s Furniture’s exceptional work in enriching the Colville community. Their ability to seamlessly blend retail with community service, sustainability, and innovation sets them apart as an industry leader.

Through its dedication to high-quality products, outstanding customer service, and a deep-rooted commitment to its hometown, Saundra’s Furniture has proven that a small business can have a big impact—a fitting tribute to Big Al and the legacy of family, community, and excellence that continues to thrive in Colville, WA.

The NEW Buyer Journey: Digital and On-Demand

The days of quick, impulse-driven furniture purchases are long gone. Today’s consumer expects instant clarity, confidence, and even control from the products and companies they choose to invest their hard-earned money with. If your website doesn’t deliver—especially on the product page—the sale stalls.

It’s no longer enough to have a clean and easy-to-navigate website. Buyers want the brick-and-mortar experience without showroom dependency. That means bringing the showroom to the shopper—digitally, visually, and on their terms. In a 2018 study, 83% of shoppers said product imagery was an extremely influential factor in their online purchase decisions (eMarketer). With new technology expanding the already vast world of eCommerce tools and countless agencies offering their take on solutions, what are the next best steps to bridging the gap between these statistics and shortening the digital sales cycle?

That’s why retailers ask themselves, How do we turn browsers into buyers faster using eCommerce tools?

What’s Standing In The Way?

To answer that, it is imperative to understand what’s not working in the eCommerce buyer’s journey for home furnishings. Picture the average buyer’s journey for a new living room armchair.

Firstly, the modern consumer wants to “try before they buy”—to visualize the chair in their space, explore fabrics, and compare leg finishes. When a consumer does not have access to this kind of visualization, it can be confusing and frustrating, removing their confidence and encouraging them to browse elsewhere.

Second, they expect a premium, personalized experience. Seeing a swatch isn’t enough—they want to imagine how the fabric feels. The sale is at risk if they have to visit a store to get their questions answered. Nearly 50% of shoppers say they’ve abandoned a purchase because product details were unclear or insufficient (Baymard Institute).

Third, competitors are a step ahead. The best brands already deliver immersive, digital buying experiences, so doing nothing is not working.

The solution? A 3D product configurator designed specifically for the home furnishings and décor industry.

What are 3D Visual Product Configurators—and Why Does It Matter

A 3D visual product configurator, also known as a product configurator visual configurator or, more casually, a build-your-own feature, is an interactive tool that allows shoppers to customize a product’s features in real-time and directly on the seller’s website. Brands within home furnishings (Palliser, Uttermost) and outside the market (Nike, Zara) are updating their eCommerce approach by implementing product configurators.

While plenty of agencies offer 3D visual product configuration for product pages, the functionality and features within the tool sets it apart. Features with 3D visual product configurators can include,

• drag-and-drop options
• real-time pricing updates
• animations like reclining
• flexible camera angles
• split screen features
• hyperrealistic upholstery and wood visualization

Features like these and more create a dynamic, immersive shopping experience, especially when combined.

This is especially powerful for custom furniture and décor, where hundreds of combinations are possible—from fabric and finish options on a kitchen chair to arm style, back type, or tech add-ons on a living room sofa.

What makes configurators even more compelling is how they integrate with other digital tools—like view-in-room with AR technology experiences—creating a cohesive ecosystem where imagination meets reality. This level of transparency gives today’s consumers what they crave: clarity, confidence, and control.

And it matters: over 60% of consumers say they’re more likely to buy from a brand that offers 3D or augmented reality experiences (Global Newswire).

Three Ways 3D Visual Product Configurators Speed Up Purchase Decisions

It’s almost impossible for retailers to believe one eCommerce tool can do so much for their bottom line, but the proof is in the sales. A survey by Aberdeen Group noted a 105% increase in sales among companies that implemented product configurators (Forbes).

1. They Eliminate Doubt and The Desire to Shop Around

When shoppers can clearly see finishes, materials, and dimensions, it builds trust and reduces the need to second-guess, shop around, or visit any showroom. Furniture product configurators with hyperrealistic visuals are especially powerful. When combined with view-in-room technology, they allow consumers to shop with full confidence in their choices.

2. They Empower Self-Service for Faster Action

Today’s shoppers want control. A configurator gives them just that, letting them explore styles, compare features, and make decisions at their own pace. There is no need to visit a store, wait for a reply from customer service, or dig through a catalog for options. Consumers move from curiosity to commitment more quickly when answers are built into the experience, such as live pricing, variant previews, or compatible add-ons.

3. Pre-Qualify Serious Buyers

While engagement with a configurator can be a case of casual browsing—it’s more likely a signal of serious interest. Customers who spend time customizing a product are further along the buying journey and more likely to convert. This helps pre-qualify in-store visits. If a shopper walks into a showroom after engaging with a furniture product configurator online, they’ve already narrowed their preferences and eliminated most questions.

It’s Time to Help Customers Buy Faster

A well-executed 3D visual product configurator isn’t just nice to have—it’s a strategic tool for delivering clarity, building confidence, and accelerating the path to purchase. However, not all configurators are created equal. The most effective solutions go beyond visualization alone—offering rich feature sets, seamless integration with tools like AR, and the flexibility to scale with your product line. Dynamic scaling, dynamic draping, and real-time pricing updates are some features to look out for, as is the ability to work with other tools like view-in-room features.

If you’re wondering how to bring this to life on your site, now’s a good time to explore. Look for a digital partner who understands the demands of the home furnishings industry and can deliver hyperrealistic visualization and  3D visual product configurators that turn customization into conversion.

A concerning reality persists in furniture and mattress retail: between 60-80% of furniture shoppers and 30-50% of mattress shoppers walk out without purchasing. This “walk-away rate” translates to approximately $150 million in lost furniture and $30 million in lost mattress sales across the United States daily.  According to a 2023 Consumer Furniture Buying Trends survey, 92% of shoppers conduct online research before visiting a store, meaning today’s customers arrive more informed and overwhelmed by choices than ever before. The question becomes how to attract and connect with these shoppers once they arrive. In this blog, we will explore the successful strategies for your sales team to make personal customer connections.

Getting Attention vs. Giving Attention: The Fundamental Paradox 

Dress someone in a gorilla suit to spin a sign at a busy intersection, and you’ll certainly grab attention. Blast radio ads announcing a major sale, and foot traffic will increase. The furniture and mattress industry collectively spends over $4 billion annually on advertising to drive store visits. 

But these tactics address only half of the equation. 

While getting attention brings shoppers through your doors, giving attention converts shoppers into customers. Retailers spending thousands on advertising often invest shockingly little in the customer experience once prospects are in-store. 

The Three-City Experiment: A Revealing Journey 

To investigate this disconnect, I conducted a straightforward experiment. I visited three different mattress retailers across three cities and three time zones, positioning myself as a genuine customer seeking a new mattress. 

I evaluated each retailer on three critical metrics: 

1. Connect: How effectively did they link mattress quality to health and longevity? 
2. Collect: Did they gather my contact information for follow-up? 
3. Continue: Could they maintain the conversation if I didn’t purchase immediately? 

The results were both illuminating and troubling. 

The Uniformity of Missed Opportunity 

Despite geographic and brand differences, my experience was remarkably consistent across all locations. Each retailer demonstrated solid product knowledge, and sales associates could confidently discuss memory foam densities, coil counts, and cooling technologies. 

The presentations were competent when it came to connecting products to health benefits. I heard about proper spinal alignment, pressure point relief, and improved sleep quality. 

However, the approach was overwhelmingly product-focused rather than customer-focused. Across all three locations: 

• Sales associates spent 70-80% of the interaction talking rather than listening 
• Questions focused primarily on budget rather than lifestyle or sleep habits 
• Product features dominated the conversation instead of my specific needs 
• When I indicated I wasn’t ready to purchase, engagement rapidly declined 

Most tellingly, no location attempted to collect my contact information before I left. Three different stores, three different regions, one identical missed Opportunity. 

The Data Behind the Disconnect 

This pattern reflects a widespread industry blind spot. According to retail conversion research: 

• 67% of high-ticket furniture purchases require 2-4 interactions before completion 
• Customers who receive personalized follow-up are 58% more likely to return 
• Retailers with systematic follow-up processes achieve 23% higher annual revenue 
• The average cost of acquiring a new customer is 5-7 times higher than retaining an existing prospect 

By failing to collect contact information from non-purchasing visitors, these retailers weren’t just missing a follow-up opportunity—they were essentially abandoning two-thirds of their potential revenue and wasting a significant portion of their marketing budget. 

Measuring What Matters: The 3 Cs Framework 

At TrakWell.ai, we’ve developed a methodology to address this exact problem through what we call the 3 Cs of retail engagement: 

1. Count: How many potential customers visit your store 
2. Collect: How many non-purchasing visitors provide contact information 
3. Connect: How many follow-ups result in feedback or future sales 

This framework shifts focus from mere foot traffic to meaningful engagement. Forward-thinking furniture retailers maintain: 

• “Collect” rates of at least 70% for non-purchasing visitors 
• “Customer Connections” rate above 50% for follow-ups 
• First-visit-to-eventual-purchase conversion improvements of 35% 

Our data shows that for every 100 walk-outs where contact information is collected and systematic follow-up occurs, retailers typically generate an additional 20-25 sales that would otherwise be lost, representing hundreds of thousands in recovered revenue annually per location. 

The Attention Transformation: From Selling to Serving 

Retailers who excel at giving attention approach customer interactions fundamentally differently: 

The most successful retailers have reframed their entire approach. They’ve transformed sales associates into sleep consultants or home comfort advisors who measure success by daily sales and relationships initiated. 

Action Steps: Implementing the Attention-Giving Model 

1. Restructure the sales approach  
   • Develop a standardized but flexible consultation process 
   • Create question frameworks that uncover genuine needs 
   • Train associates to listen more than they speak 
2. Establish a systematic collection process  
   • Implement digital tools for seamless information gathering 
   • Set specific collection rate goals for each associate 
   • Create value-adding reasons for information sharing 
3. Design a follow-up protocol  
   • Develop multi-touch follow-up sequences 
   • Personalize outreach based on specific customer interests 
   • Measure and optimize customer connections rate 
4. Revamp compensation structures  
   • Reward not just sales but successful engagements 
   • Create incentives for high collection and customer connections rate 
   • Recognize long-term relationship-building 
5. Deploy technology that measures what matters  
   • Implement systems that track all three Cs 
   • Use data to identify opportunities for improvement 
   • Hold teams accountable to engagement metrics, not just sales metrics 

The $180 Million Opportunity 

For the average furniture retailer, improving follow-up processes typically yields a 15-20% revenue increase within the first year, without spending an additional dollar on advertising. 

The math presents a compelling business case. If the industry reduced walk-away rates by just 20% through improved attention-giving practices, it would translate to an additional $36 million in daily sales or more than $13 billion annually. The good news is that one retailer’s loss is another’s gain. The question is, which one are you in the equation? 

Redefining Retail Success 

As I drove away from the third store in my experiment, I spotted another sign-spinner at an intersection—a gorilla costume enthusiastically directing traffic toward yet another mattress sale. The irony was inescapable: retailers continue investing heavily in getting attention while systematically underinvesting in giving it. 

The next time you evaluate your retail strategy, consider this fundamental question: Are you working as hard to give attention as you are to get it? 

Your sale doesn’t depend on the customer who walks through your door—it depends on the customer connections you build before they walk back out. In an industry with $180 million in daily walk-aways, the retailers who master the art of giving attention will survive and thrive. 

The attention you give is ultimately the attention you get to keep. 

Retail furniture today presents challenges. The rise of online shopping, a sluggish housing market, and reduced foot traffic due to low consumer confidence all put pressure on traditional furniture retailers. But even when traffic is down, opportunities exist.

The most successful brick-and-mortar retailers understand that growth doesn’t only come from attracting new customers—sometimes, it comes from doing more with the customers you already have. Retailers can drive meaningful growth even during slower seasons by focusing on increasing average invoices and providing exceptional customer service.

Here are five proven strategies to help your team thrive when traffic is down:

1. Measure and Hold Accountability for Average Ticket Performance

An average ticket is one of a low-traffic environment’s most important performance metrics. Measuring average transaction value at the individual retail sales associate (RSA) level can reveal surprising insights. For example, your top-volume writer may be helping the most guests but selling the least per ticket, while a mid-tier associate may be driving higher-quality tickets from fewer guests.

By setting a store-wide goal of a 10% increase in average ticket size, you can encourage meaningful performance improvements across the board. The average ticket is a lagging indicator that reflects how well your team executes the other sales strategies below. But it’s also one of the strongest drivers of total sales revenue.

✅ Pro Tip: Review average ticket weekly by RSA and share results openly. Recognition and accountability go hand in hand.

2. Increase Financing Options to Boost Average Tickets

According to Furniture Today (Sept 2022), nearly one-third of Americans have a credit score below 659. That means one in three guests walking into your store may not qualify for your primary lender’s program—and many won’t feel comfortable talking about financing for fear of rejection.

By offering multiple financing solutions—Prime, Secondary, and Lease-to-Own—you allow every customer to say “yes” to more. When consumers are given the flexibility to make payments instead of paying in full upfront, their purchasing power increases significantly. Over 75% of retailers report point-of-sale financing as a key strategic priority to increase ticket size.

Even if no-interest financing comes with retailer fees, the ROI can be substantial when it leads to higher sales volumes.

✅ Pro Tip: Make financing conversations natural. Present it early and as a benefit, not an afterthought.

3. Engage Customers with Complementary Product Categories

Many guests walk in the door focused on a specific category—like a sofa or dining table—but their needs often go beyond that. Did you know 25% of Americans are in the market for a new mattress? And 64% of them prefer to shop in a traditional furniture store, according to CivicScience.

This means the customer browsing your living room section might also be looking for a better night’s sleep—they just don’t know it yet. Mattress sales also come with high margins, long buying cycles, and typically less urgency. If you can introduce the idea while they’re already in your store, you’re saving them a future shopping trip—and potentially gaining a high-margin upsell.

✅ Pro Tip: Train RSAs to ask discovery questions like, “How’s your current mattress treating you?” You might be surprised by how often the door opens.

4. Focus on Holistic Room Design Solutions

Most customers aren’t just buying furniture—they’re buying a feeling—the ambiance—their home experience. That’s where accessories come in.

Area rugs, lamps, wall art, mirrors, and greenery aren’t just nice add-ons—powerful emotional drivers. The right mix of accessories can make a space feel complete and tailored to a customer’s personality. Still, many guests don’t realize these items are for sale or assume they’re only for display.

This is where your sales team can shine. By helping customers envision a full-room design, RSAs transform themselves from order-takers into trusted advisors.

✅ Pro Tip: Merchandise vignettes with tags and bundled pricing to signal that everything is for sale—and affordable.

5. Offer Comprehensive Furniture Protection Plans

Protection plans aren’t just revenue boosters—they’re customer service tools. When presented properly, they offer peace of mind to guests who want their new investment to last. A strong protection plan should include coverage reflecting how people live today—think pets, kids, electronics, and accidental damage.

Top-performing stores attach protection plans to over 60% of transactions, while the industry average still lags closer to 30%. The most successful sales consultants approach protection not as an upsell but as a necessary part of ownership—because furniture doesn’t always perform as expected, and customers want an easy resolution when that happens.

✅ Pro Tip: Roleplay protection plan conversations during training. Practice builds comfort and confidence.

Final Thoughts

Even when traffic is down, achieving a 10% increase in gross revenue is within reach. But it requires focus, structure, and the willingness to coach. Start by taking a hard look at your current performance, then set reasonable goals, communicate them clearly, and follow up consistently.

Spring is a season of fresh starts. Let these five strategies renew your approach and elevate your team to new levels of success.

Closing a sale isn’t always a single interaction. Even with a thorough qualification, matching needs, masterful objection handling, and creating a sense of urgency with a customer, we often still hear, “I need to think about it.” What you do after hearing that dreaded phrase is what makes or breaks the completion of the sales process. Many salespeople make the mistake of crafting what they think is a perfect sales presentation and then sitting back and doing nothing.  That’s where sales follow-up becomes your most powerful tool—turning hesitation into opportunity and paving the way for a successful close.

Don’t Be Afraid of Sales Follow-Up

Sales follow-up is what you do after your initial interaction to encourage your prospective customer to purchase. Statistics show that 80% of sales require an average of five follow-ups to close the deal, and 92% of salespeople give up after the fourth call.

Many salespeople are afraid of the follow-up stage of the sales process. Perhaps they fear annoying the customer or being seen as stalking or harassing. Or simply just afraid to hear “no.”But hearing no is a gift….it allows you to stop wasting time. Cross that customer off your list and move on. So, instead of being afraid to follow up, reframe your mindset. Thank the customers who give you a definite no so you don’t waste precious time. Instead of thinking you’re bothering your customers, remember that you are building a relationship with your customers and providing them with a solution to their problems. Handled properly, they will thank you with a “yes.”

Customers Are Busy

The number one reason a customer doesn’t get back to you right away isn’t because they are not interested…it’s because they are busy. Purchasing decisions often move slowly, even more so when the product or service is of substantial value. Most customers have a lot going on, and you need to be determined, resourceful, and strategic in your approach to capture their attention because most decision-makers are juggling many different demands on their time and budget.

Provide Value

Customers don’t want to feel like they are on the receiving end of a sales pitch. Instead, you can get better results from using the WIFM approach. What’s In It For Me? Letting your customers feel like there is value, i.e., something in it for them, will keep them engaged, and an engaged customer is more likely to buy, spend more, and become a repeat customer.

How do you engage your customers? Strive to remember something significant about them. Simply remembering things about people and showing that you care helps build relationships that drive sales. Keep notes about their pain points and problems you are helping them solve. To succeed, you must remember that you are not selling them a product but a solution to their problem. Always center the conversation on these pain points and how you solve them. One of the most successful messages you can send is a notification of a special offer or limited-time discount. This is a useful way to re-engage with a customer you haven’t spoken with for some time.

Speak To Your Customers How They Want To Be Spoken To

So, what do you do once you’re ready to make your follow-up contact? We know your customers are busy people. They do not have time for rambling emails and long phone calls. Keep your follow-ups succinct. An email follow-up should be no more than six lines in total length. And a follow-up telephone call should last no longer than ten minutes. It’s important to use various methods when reaching out to a customer until you find the mode that the customer prefers to use. Most marketers will suggest the first outreach be through email.

Email tends to be seen as the least invasive method. It can be automated, but it must be personalized. 72% of customers will only respond to personalized messaging. There’s nothing less appealing than receiving follow-up emails that are obviously automated scripts filled with generic messaging.

When emailing a customer, keeping it short and upbeat is important. Send a follow-up email shortly after the customer’s first visit. Express your interest and willingness to assist. Be sure to thank them for their time, recap what they liked, and how it solved their problems. Include a clear call to action. Use subject lines that remind the person who you are and grab their attention. A generic “Just Checking In” will likely remain unopened and land in the trash folder. Create a sense of urgency with a limited-time offer (“25% Off This Week Only”). Ask a direct question (“What’s Next?” or “Your thoughts?”) or make it personalized to demonstrate value (“Thought this article might be useful to you”).

Once you’ve sent one or two emails and heard nothing back, it may be time to pick up the phone, send a text, or send a handwritten note. Two to five days is the ideal time to wait before following up with an email. This will be considered your first sales follow-up email. If you don’t get a response from your first follow-up, you may follow up after 3 days, either by phone, text, or email. Research has shown that 97% of text messages are opened within 15 minutes, so keep the message short, sweet, and reader-friendly. If you choose to call, have a prepared voicemail script ready, so you’re not grasping for words when they don’t pick up. Wait another seven days before making another follow-up if you still have not received a response. Reach out again after another seven days, and wait another 14 days. Using a variety of email, phone calls, and texts allows your customers to communicate with you most comfortably and conveniently.

Always Define The Next Steps

One of the biggest mistakes salespeople make with sales follow-up calls is not clearly defining the next steps in the process. Talking about the next steps creates momentum, builds trust and reliability, reduces the likelihood of procrastination, and gets them vested in the sales process. This process should begin while the customer is still in your store and before the first follow-up contact. Let the customer know you will be in touch with them. Be specific. “I’ll call you next week” is vague. Setting a mutually agreed upon time to connect is specific and gets the customer’s buy-in. When you have a clear plan of when you’ll speak again, you reduce the risk of the customer ghosting you or the sale falling through the cracks.

Know When To Stop

There will come a certain point where your follow-up becomes pushy or pointless. Since, statistically, 80% of successful sales require five follow-ups on average, that would be a good baseline. At a certain point, a lack of response is a no or a no right now. Sending one final email, often called the “break-up email,” is a good idea before you stop contacting the customer. If the customer was interested but hadn’t gotten around to replying, the break-up email will often trigger a response. In essence, the break-up email asks the customer to tell you if they want to keep the conversation open or to confirm they’re not interested. It is usually short but sweet, reminding them you are always there to help. It goes without saying that at any point if the customer comes back with a firm “no” or otherwise indicates a clear lack of interest, you should stop follow-up immediately.

Follow-Ups Are A Key Weapon In Your Arsenal

Sales follow-up lets you stand out from the crowd. 44% of salespeople give up after just one follow-up call. Consistently following up means you will close sales others are giving up on. It’s worth repeating that 80% of customers will say “no” four times before they say “yes.” Another statistic to remember is that research also shows only 8% of qualified leads purchase on first contact, leaving 92% of potential sales you are missing by not following up!

By following this process, you are not harassing the customer. Rather, you are demonstrating your commitment to their overall satisfaction while nurturing relationships with them that increase retention and generate referrals, ultimately driving long-term sales growth. Please keep it going; your persistence will pay off!

Effective sales management is the driving force behind a high-performing sales team and a profitable business. It’s not just about setting targets—it’s about creating a structured, strategic approach that involves ownership, sales managers, salespeople, and support teams working in sync. From establishing clear goals and refining sales strategies to implementing structured training programs and fostering active engagement, effective sales management ensures consistency, accountability, and continuous improvement. This blog explores the key components that contribute to successful sales management and how they directly impact revenue, profitability, and overall team performance.

 Goals and Sales Strategy

Sales revenue

Sales revenue is the most common goal—top-line revenue. It is a fundamental target for all teams within the organization to achieve. When every team aligns on the sales revenue number, it creates cohesiveness within the company by everyone focusing on a shared goal—which is the definition of teamwork.

Profitability

Profitability is a less common goal—bottom-line profit. Many sales managers don’t include profitability as part of their target as it tends to be an ownership target. Yet the sales manager can exert influence and direction in this area when it is also their target and part of their strategy.

Performance

Sales actions produce sales results—or they don’t. Sales results can be improved by measuring sales actions as part of the sales strategy. Standard performance indicators include counting traffic to calculate the close ratio, calculating the average sale from the total sales divided by the number of sales, and revenue per opportunity by dividing total sales by total traffic. These metrics give the manager performance information to evaluate. Increasing performance indicators will increase sales revenue when accompanied by sales manager actions as part of the strategy.

Structure

Sales training program

A training program provides a consistent methodology that can be trained, coached, observed, and improved. Without an objective sales training program, sales managers will often rely on autobiographical and anecdotal training – which will work for some and not for others and is difficult to measurably improve.

Managing actions in time

Being organized to execute sales management actions is not a common practice for many sales managers. The unpredictability of retail can be the reason that managers don’t schedule coaching and observations or time for selling skill practice. The reality is that unless those actions get scheduled, they will likely not happen.

Execution of sales strategy

A sales strategy without action is a wish. Creating a plan is a critical step for effective sales management, and the strategy requires intentional action for it to be successful. Repeated organized actions will build a sales management habit and serve as a great example for salespeople to follow.

Active Engagement

Training and coaching meetings

From initial onboarding to ongoing training meetings, from product knowledge to skill with current technology, and from sales training meetings to practice drills, building a successful team takes all these and more. Training, coaching, and practicing are the foundational tools for consistent results and for the sales manager who is committed to consistent sales development and goal achievement.

Objective observations

Performance data is the calculation of actions taken and the results produced. Without observations to balance the data, the picture is incomplete and susceptible to inaccurate interpretations and assumptions. Observations need to be built into the schedule, or they won’t happen because something that appears more urgent will take its place.

Selling assistance

Leading by example is best, right? What better way to lead a salesperson and direct a sales team than by actually selling? When a salesperson struggles to overcome a customer objection, good sales managers step in and handle it and close the sale—with the salesperson there to observe it. This has become a lost art when it is most needed, and the benefits far outweigh any initial discomfort.

Effective sales management doesn’t need a lot of action; it needs the right actions to be taken consistently.  If you have addressed each of these areas in your organization, congratulations! If not, consider enhancing the areas already in place to align with the goals and sales strategy you are committed to executing and achieving. And, of course, if you get stuck, please reach out!

Closing a sale isn’t always a single interaction. Even with a thorough qualification, matching needs, masterful objection handling, and creating a sense of urgency with a customer, we often still hear, “I need to think about it.” What you do after hearing that dreaded phrase is what makes or breaks the completion of the sales process. Many salespeople make the mistake of crafting what they think is a perfect sales presentation and then sitting back and doing nothing. That’s where effective sales follow-up comes in—it’s the key to staying top-of-mind, building trust, and ultimately turning hesitation into a ‘yes.’

Don’t Be Afraid of Sales Follow-Up

Sales follow-up is what you do after your initial interaction to encourage your prospective customer to purchase. Statistics show that 80% of sales require an average of five follow-ups to close the deal, and 92% of salespeople give up after the fourth call.

Many salespeople are afraid of the follow-up stage of the sales process. Perhaps they fear annoying the customer or being seen as stalking or harassing. Or simply just afraid to hear “no.”But hearing no is a gift….it allows you to stop wasting time. Cross that customer off your list and move on. So, instead of being afraid to follow up, reframe your mindset. Thank the customers who give you a definite no so you don’t waste precious time. Instead of thinking you’re bothering your customers, remember that you are building a relationship with your customers and providing them with a solution to their problems. Handled properly, they will thank you with a “yes.”

Customers Are Busy

The number one reason a customer doesn’t get back to you right away isn’t because they are not interested…it’s because they are busy. Purchasing decisions often move slowly, even more so when the product or service is of substantial value. Most customers have a lot going on, and you need to be determined, resourceful, and strategic in your approach to capture their attention because most decision-makers are juggling many different demands on their time and budget.

Provide Value

Customers don’t want to feel like they are on the receiving end of a sales pitch. Instead, you can get better results from using the WIFM approach. What’s In It For Me? Letting your customers feel like there is value, i.e., something in it for them, will keep them engaged, and an engaged customer is more likely to buy, spend more, and become a repeat customer.

How do you engage your customers? Strive to remember something significant about them. Simply remembering things about people and showing that you care helps build relationships that drive sales. Keep notes about their pain points and problems you are helping them solve. To succeed, you must remember that you are not selling them a product but a solution to their problem. Always center the conversation on these pain points and how you solve them. One of the most successful messages you can send is a notification of a special offer or limited-time discount. This is a useful way to re-engage with a customer you haven’t spoken with for some time.

Speak To Your Customer’s How They Want to Be Spoken To

So, what do you do once you’re ready to make your follow-up contact? We know your customers are busy people. They do not have time for rambling emails and long phone calls. Keep your follow-ups succinct. An email follow-up should be no more than six lines in total length. And a follow-up telephone call should last no longer than ten minutes. It’s important to use various methods when reaching out to a customer until you find the mode that the customer prefers to use. Most marketers will suggest the first outreach be through email.

Email tends to be seen as the least invasive method. It can be automated, but it must be personalized. 72% of customers will only respond to personalized messaging. There’s nothing less appealing than receiving follow-up emails that are obviously automated scripts filled with generic messaging.

When emailing a customer, keeping it short and upbeat is important. Send a follow-up email shortly after the customer’s first visit. Express your interest and willingness to assist. Be sure to thank them for their time, recap what they liked, and how it solved their problems. Include a clear call to action. Use subject lines that remind the person who you are and grab their attention. A generic “Just Checking In” will likely remain unopened and land in the trash folder. Create a sense of urgency with a limited-time offer (“25% Off This Week Only”). Ask a direct question (“What’s Next?” or “Your thoughts?”) or make it personalized to demonstrate value (“Thought this article might be useful to you”).

Once you’ve sent one or two emails and heard nothing back, it may be time to pick up the phone, send a text, or send a handwritten note. Two to five days is the ideal time to wait before following up with an email. This will be considered your first follow-up email. If you don’t get a response from your first follow-up, you may follow up after 3 days, either by phone, text, or email. Research has shown that 97% of text messages are opened within 15 minutes, so keep the message short, sweet, and reader-friendly. If you choose to call, have a prepared voicemail script ready, so you’re not grasping for words when they don’t pick up. Wait another seven days before making another follow-up if you still have not received a response. Reach out again after another seven days, and wait another 14 days. Using a variety of email, phone calls, and texts allows your customers to communicate with you most comfortably and conveniently.

Always Define the Next Steps

One of the biggest mistakes salespeople make with follow-up calls is not clearly defining the next steps in the process. Talking about the next steps creates momentum, builds trust and reliability, reduces the likelihood of procrastination, and gets them vested in the sales process. This process should begin while the customer is still in your store and before the first follow-up contact. Let the customer know you will be in touch with them. Be specific. “I’ll call you next week” is vague. Setting a mutually agreed upon time to connect is specific and gets the customer’s buy-in. When you have a clear plan of when you’ll speak again, you reduce the risk of the customer ghosting you or the sale falling through the cracks.

Know When to Stop

There will come a certain point where your follow-up becomes pushy or pointless. Since, statistically, 80% of successful sales require five follow-ups on average, that would be a good baseline. At a certain point, a lack of response is a no or a no right now. Sending one final email, often called the “break-up email,” is a good idea before you stop contacting the customer. If the customer was interested but hadn’t gotten around to replying, the break-up email will often trigger a response. In essence, the break-up email asks the customer to tell you if they want to keep the conversation open or to confirm they’re not interested. It is usually short but sweet, reminding them you are always there to help. It goes without saying that at any point, if the customer comes back with a firm “no” or otherwise indicates a clear lack of interest, you should stop follow-up immediately.

Sales Follow-Up is a Key Weapon in Your Arsenal

Follow-ups let you stand out from the crowd. 44% of salespeople give up after just one follow-up call. Consistently following up means you will close sales others are giving up on. It’s worth repeating that 80% of customers will say “no” four times before they say “yes.” Another statistic to remember is that research also shows only 8% of qualified leads purchase on first contact, leaving 92% of potential sales you are missing by not following up!

By following this process, you are not harassing the customer. Rather, you are demonstrating your commitment to their overall satisfaction while nurturing relationships with them that increase retention and generate referrals, ultimately driving long-term sales growth. Please keep it going; your persistence will pay off!

Sales success in business and life is not a matter of chance—it’s built on a foundation of strong guiding principles. Certain fundamental sales principles apply universally, whether you’re a sales professional striving to close more deals, a leader shaping a high-performance team, or an individual looking to improve personal discipline. These principles provide a structured approach to decision-making, goal-setting, and personal development, ensuring sustained growth and achievement. By adopting these six essential sales principles, you can enhance your ability to navigate challenges, stay accountable, and create meaningful progress in every aspect of your life.

1) Training and Coaching

Training and coaching are crucial for ensuring individuals have the necessary skills and knowledge to succeed. Proper training helps people meet expectations and reach their potential, whether in business or at home. A well-trained person is more confident and capable, which leads to better outcomes. It’s also important to recognize that training is not one-sided—feedback and collaboration are essential. As demonstrated by a granddaughter learning to drive, clear instruction and familiarization with tools or processes are vital for success.

2) Non-negotiable Standards

Every organization or group needs a set of non-negotiable standards and non-compromising principles that must always be adhered to. These standards can apply to various areas such as sales, customer service, operations, and business financial practices. For individuals, these standards can include behavioral, educational, time management, financial, and health standards. Establishing these clear, non-negotiable standards and ensuring everyone understands them is key to ensuring consistency and success. Additionally, the criteria for implementing standards include setting clear expectations, justifying those standards, teaching them, rewarding adherence, and outlining consequences for violations.

3) Goals and Objectives

Setting clear and attainable goals is essential for progress. Goals provide direction, focus, and motivation. Leaders and parents should set goals at different levels (monthly, yearly, and long-term) and ensure they are challenging yet achievable. Goals should be written, visible, and measurable, helping individuals stay on track. Setting both individual and group goals ensures personal accountability while fostering teamwork. Leaders should consistently communicate progress and adjust as needed, ensuring that goals remain relevant and achievable.

4) An Accountability Structure

An effective accountability structure helps track progress based on concrete data, not just opinions. Accountability ensures that individuals stay focused on meeting their goals and maintaining standards. This can involve tracking key performance metrics like sales, profit margins, and inventory turnover. The key to effective accountability is using numbers and facts to guide decision-making rather than relying on subjective opinions. This objective approach helps identify areas for improvement, provides opportunities for positive reinforcement, and ensures that people are recognized for their hard work and achievements.

5) A Training/Learning Process

Everyone learns differently, and effective training requires addressing multiple learning styles. A comprehensive training process should incorporate various methods: listening, writing, reading, role-playing, and practical, hands-on experience. Individuals who go through all these steps are more likely to understand and retain the information. Leaders must ensure that training is thorough, consistent, and measurable. If someone struggles despite proper training, the issue may lie with their willingness rather than their ability to learn. Leaders should also foster a culture of continuous learning and development to maintain growth and adaptability.

6) Having A Mentor

Having a mentor or coach can provide invaluable guidance and support. A mentor offers an external perspective, helping you make more informed decisions, set realistic goals, and navigate challenges. Mentorship can come from parents, bosses, teachers, or even peers. The key is finding someone who can offer wisdom, feedback, and insight that helps you grow personally and professionally. Just as businesses benefit from advisors and consultants, individuals should cultivate relationships with mentors who can help them on their journey.

Mastering these six sales principles is about more than just improving sales numbers—it’s about cultivating a mindset that drives long-term success. By embracing continuous training, setting clear standards, establishing strong goals, maintaining accountability, fostering effective learning, and seeking mentorship, individuals and organizations can create a foundation for sustained growth and achievement. These principles not only lead to professional success but also instill discipline, resilience, and adaptability in everyday life. When consistently applied, they become the driving force behind personal and business excellence.

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Few leaders are as pivotal or outspoken in a transformative era for home furnishings as Todd Wanek, President and CEO of Ashley Furniture Industries. As the 2025 Trailblazer Award recipient from the Home Furnishings Association (HFA), Wanek recently joined HFA to share his perspective on the furniture industry’s current state and future trajectory. In a lively conversation facilitated by Shannon Williams, HFA’s CEO, Todd delved deep into resilience, supply chain upheavals, tariffs, technological innovation, and how retailers should position themselves amid uncertainty.

Tariffs and Trade: Reading the Global Tea Leaves

One of the burning issues on every retailer’s mind is tariffs and their wide-reaching impacts. Williams opened the discussion on tariffs, and Todd Wanek quickly contextualized the “noise” surrounding global trade policy. He pointed to the 2024 U.S. presidential race and rhetoric leading up to it as a key indicator: “If this caught you by surprise, you weren’t paying attention,” Wanek cautioned. He cited former President Trump’s intention to increase tariffs by $750 billion and advised businesses to focus on what they can control.

Ashley Furniture’s response? Proactive diversification. Wanek revealed that Ashley had ceased business with mainland China as of April 1st, acknowledging that the risks had become too great. “We read the tea leaves early,” Wanek said. “It’s every leader’s responsibility to see things before others see them and make the necessary changes.”

He predicted the U.S. would see average tariff rates of around 10–25%, though not uniformly applied. Diversification, especially away from single-country sourcing, is the watchword for contemporary supply chains.

Diversification: The Antidote to Uncertainty

Wanek repeatedly returned to the theme of diversification in sourcing and manufacturing—not just internationally but within the U.S. He warned against putting all eggs in one basket, particularly after witnessing so many organizations suffer for their reliance on singular supply chains during the COVID shockwaves and tariff changes. “Ashley’s always had a diversified supply chain; everyone needs to be thinking about it,” he urged.

Wanek noted that countries like Vietnam, Cambodia, and Malaysia remain key for categories like dining tables and bedroom furniture. Still, there is no clear “winner” benefitting from the new tariff terrain. Instead, the focus should be on spreading risk, reshoring where possible, and investing in domestic automation to remain globally competitive.

Economic Outlook: Relative Flatness, Not Crisis

As speculation swirled around recession risks, Wanek took a measured stance. Recessions, he clarified, are technical—a couple of quarters of negative or near-zero growth. “I don’t see anything like 2008 or 2009,” Wanek reassured listeners. While 2025 might be bumpy, he predicted relative flatness, not collapse, with the potential for stimulus-driven growth in 2025 and beyond.

For retailers, this means focusing sharply on the levers within their control—operating with excellence, urgency, and efficiency—and not reacting blindly to headlines. “Circle of concern versus circle of control,” Wanek echoed Stephen Covey’s famed advice.

Reshoring and Automation: The Real Cost-Benefit Equation

Given Ashley’s aggressive moves back to U.S. production, many wanted to know: Can American manufacturing really compete against low-cost international rivals? Wanek didn’t sugarcoat the challenge—sourcing labor in the U.S. at $25/hour versus $2/hour in Vietnam is only viable with heavy automation.

The key, he said, is leveraging technology—robotics, AI-driven scheduling, and process optimization—to drive U.S.-based plants toward global competitiveness. “It’s only with automation and efficiency that furniture comes back sustainably,” he argued. Companies must be wary of investing in reshoring if those investments lack the resilience to withstand political reversals or administrative shifts.

Not every category is readily repatriated. Finished case goods and intricate veneer work remain particularly tough to re-establish domestically at scale. Where reshoring is pursued, it’s best paired with long-term vision and technological investment.

The Container Crisis: The Real Supply Chain Challenge

Tariffs are just one disruption; Wanek identified container capacity as the most acute supply chain problem facing furniture now. With cascading cancellations (“blank sailings”), containers marooned in origin ports, and wild price swings ($1,650 to 5,500 per container within months), predictable logistics have vanished.

Ashley’s response? Ramping up buffer inventory—holding up to one month more on hand than pre-pandemic levels—and ensuring multiple sourcing and shipping options are always alive and viable. “Option one, two, and three need to be available,” Wanek stated.

For retailers, he advised partnering with vendors capable of holding safety stock, adding: “Supply chain stability is paramount.”

Other Global Risks: Section 301, 232, and the De Minimis Endgame

Wanek pointed to a growing web of global economic hazards beyond simple headline tariffs, including Section 301 (targeting Chinese-built ships with hefty taxes) and Section 232 (duties based on wood and steel content). He cautioned retailers to keep these in their “circle of concern,” but not overcorrect—many of these measures may fluctuate or be reversed. The loss of “de minimis” (duty-free shipment below $800) will change eCommerce competition, routing more DTC business back to brick-and-mortar.

The insights of Todd Wanek reflect a deep understanding of the global forces shaping home furnishings retail and a clear view of how businesses can navigate complexity with agility, foresight, and technological investment. As retailers face mounting uncertainty—from trade policies to supply chain disruptions—Wanek’s message is both cautionary and empowering: focus on what you can control, diversify your operations, and leverage innovation to stay competitive.

But that’s only part of the story.

In part two of our conversation with Todd Wanek, we’ll explore the future: where the growth opportunities lie, the practical advice he offers retailers on thriving amid disruption, and the top three challenges he believes retailers must overcome to succeed in today’s volatile market.

Selling furniture isn’t just about having great products on the showroom floor—it’s about having a game plan. A solid sales strategy ensures every customer interaction moves toward closing a deal. At HFA Sales Academy, we believe that sales professionals in the furniture industry need a structured approach to maximize their opportunities, increase close rates, and create long-term customers.

This guide walks you through the three core areas of sales strategy in furniture retail:

1. Building a Sales Strategic Plan
2. Creating a Retail Sales Strategy
3. Lead Generation Strategies for Sales Teams

How to Build a Sales Strategic Plan in the Furniture Industry

A sales strategic plan is the backbone of a furniture business. It aligns your sales team with clear goals, targeted efforts, and measurable outcomes. Here’s how to build one:

Step 1: Define Your Sales Goals

• Set monthly, quarterly, and annual revenue targets.
• Establish individual sales rep performance goals.
• Break down targets by product categories (e.g., bedroom, living room, recliners, mattresses).

Step 2: Know Your Customer Base

• Use customer data to identify high-value buyers.
• Understand what drives their purchasing decisions (price, financing options, delivery speed, quality, etc.).
• Train your team to ask the right questions to uncover customer needs.

Step 3: Establish a Proven Sales Process

At HFA Sales Academy, we teach a structured, repeatable sales process designed for furniture sales professionals. Your process should include:

• Greeting & Building Rapport: Make every customer feel welcome.
• Qualifying Questions: Ask what they are looking for, why they need it, and when.
• Product Demonstration: Show the features and benefits in a way that solves their problem.
• Closing Techniques: Overcome objections and ask for the sale with confidence.

Step 4: Measure & Adjust

• To evaluate performance, use sales metrics like closing ratio, average ticket size, and financing approvals.
• Hold weekly sales meetings to review progress and adjust strategies as needed.

How to Create a Retail Sales Strategy for Furniture Sales

A retail sales strategy focuses on driving more foot traffic, improving customer experience, and increasing conversion rates in a furniture store.

Optimizing the In-Store Experience

• Layout Matters: Arrange your showroom to guide customers naturally through high-margin items first.
• Engagement Zones: Have areas where customers can interact with materials, try out recliners, or compare styles.
• Digital Assistance: Train your team to use tablets or kiosks to show extended inventory, financing options, or delivery times.

Upselling & Cross-Selling Strategies

• Bundle Packages: Offer matching end tables with sofas or mattress protectors with beds.
• Warranties & Protection Plans: Position these as value-adds, not just an extra cost.
• Room Design Consultations: Sell complete room setups rather than one-off pieces.

Train Your Sales Team

• Role-Playing Scenarios: At HFA Sales Academy, we emphasize practice to help salespeople refine their approach.
• Product Knowledge: Reps should know every detail about frame construction, cushion materials, and fabric durability.
• Finance & Payment Options: Many customers hesitate due to price—make sure your team can confidently discuss financing.

Lead Generation Strategies for Furniture Sales Teams

A great showroom experience is crucial, but lead generation is about getting people into the store or engaged online.

Leveraging Social Media & Digital Marketing

• Post daily on Facebook and Instagram, showcasing new arrivals, customer testimonials, and limited-time offers.
• Use paid ads targeting homeowners, newlyweds, and people moving to new homes.
• Offer a ‘Design Quiz’ or downloadable style guide in exchange for an email address.

Building a Referral Program

• Offer a $50 gift card or store credit for customers who refer friends.
• Reach out to past customers to remind them about upcoming promotions.
• Partner with local realtors or interior designers who can send you leads.

Email & SMS Campaigns

• Send appointment reminders, new collection announcements, and exclusive discounts.
• Follow up on quotes or in-store visits with a personalized message.
• Use text messaging for flash sales—90% of texts are read within 3 minutes!

Community Engagement & Events

• Host in-store events like ‘Sip & Shop’ nights or DIY furniture workshops.
• Sponsor local home shows or charity events to build brand awareness.
• Partner with moving companies to offer exclusive discounts to new homeowners.

Turn Strategy into Sales with HFA Sales Academy

A strong sales strategy isn’t about guesswork but consistency, training, and execution. At HFA Sales Academy, we provide furniture-specific sales training that helps teams increase close rates, improve customer experiences, and maximize revenue.

Whether you’re looking to refine your sales process, develop your team’s skills, or increase lead generation, we’ve got the tools to help you succeed.

👉 Join the HFA Sales Academy today and start selling smarter, not harder!