Fritz Dahlin, Lori Kauffman, Chip Kauffman, Enid Berman, Mel Berman
We’re always looking for opportunities that our
competitors may not see. - Chip Kauffman, President, B/A Products
About a fifth of the space is dedicated to raw materials
and more than a quarter is dedicated to shipping, receiving and staging. Te remaining areas are bustling with the actual work that happens when materials are combined by knowing hands into designs that speak to increased toughness and capacity as well as to the safety and security of both the property and health of their customers. Specific production stations are set up for both chain and wire rope – another space is dedicated to making synthetic rope. Te end of the shop opposite from raw materials storage is where all the sewing, cutting, storage and packing of the finished products take place. Te most amazing thing about the video is the amount of hands-on labor that goes into the products at B/A – footage of a woman at a heavy duty machine sewing the stitches in a bright yellow strap bearing both the B/A logo and the phrase “Made in America” only underlines the company’s commitment to quality. “In 1984 we had 5 employees including the owners and 6000 square feet,” says Kauffman “Today we have 70 employees and 80,000 square feet. Our sales have more than doubled in the past 6 years, all through new markets and increased market share – no acquisitions. We did it by developing international markets, creating new products, and through finding new opportunities with established customers. At current rate of growth we’ll do it again in 6 more years.” Of course, many businesses in many markets – inside and outside of B/A’s industry – have spent the last 6 years recovering from the economic constriction that came in the
24 NOVEMBER-DECEMBER 2013 WIRE ROPE EXCHANGE
wake of the financial and housing market failures in 2008. How has B/A been able to prosper in an environment where so many have lost their businesses altogether? “Tat’s a question we ask ourselves, too,” says Kauffman.
“We’ve developed new markets and increased our market share. We’ve looked for opportunities to diversify and sell to people in different markets and different industries. We’ve made our success happen by identifying new markets and opportunities and exploiting them fully. We’re a very unique company. We’re never satisfied and we’re never content. We’re always looking for opportunities that our competitors may not see.” However, the same commitment to quality products and services, and to the unique ethics of a family- run business that made B/A an initial hit, are still the driving forces behind its current success. “Our auto transport sector has grown dramatically,” says Kauffman. “Instead of selling six parts we look at other parts that market needs and say ‘Why can’t we sell that?’ When we meet with a customer who needs 27 products or pieces of equipment and we’re selling them 20 – I want to sell them 29. One way you add value for your customers is by helping them to consolidate their purchases. Is there any reason for a chain manufacturer to sell hydraulic pumps for loading cars onto transports? None at all – but we are, and we’re selling a ton of them. It’s almost like a self-fulfilling prophecy: If you think the times are bad, they are. If you don’t, they’re not.” It seems happy days are already here again for B/A. In fact, it seems like they never left. y
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