Pye-Barker Supply Co September 2018


P.O. Box 1387 (30298) 121 Royal Dr. Forest Park, GA 30297


From Amazon’s domination of the retail world to Walmart’s relentless conquest of one family-owned department store after another, it feels like the soul of the American economy is being snuffed out. At some point in this fast-paced age we live in, doing business has ceased to be about building relationships with your customers. Looking at the big picture, you’d be forgiven for thinking that low prices have become the be-all, end-all for consumers. But that’s not the way we see things here at Pye-Barker. For 83 years, we’ve firmly believed in building lasting partnerships with our clients. We don’t just ask you for a part number and give you the price. We ask questions, take the time to understand your processes, and ensure that you find the best solution. At times, we’ve even conducted technical trainings on certain new pieces of equipment, free of charge. That’s because we know that optimizing your plant takes more than just fulfilling an order. It takes time and understanding. This is something my late father understood from the beginning. Once, my dad showed up early to a potential client’s office with a box of donuts in hand. Not only did this act of kindness land him a sale in the moment, but it also solidified a partnership between businesses that would stand the test of time. Our sales reps were constantly regaled by that story. That generous tenacity is woven into who we are as a company. And time and again, the value of that relationship building has borne fruit. Many of our clients and vendors have been with us for decades — you don’t get those kinds of meaningful partnerships WHY WE BELIEVE IN DOING BUSINESS THE OLD-FASHIONED WAY. MORE THAN THE SUM OF OUR PARTS

simply by selling parts. That level of trust is something that has to be earned by engaging with one another as human beings and not as numbers on a spreadsheet. This edition marks the second anniversary of when we first began running our employee spotlight in this newsletter. From long-time veterans to new Pye-Barker hires, we feature our expert team members in every edition because we believe you should know your business partners. A company is more than just its president. With a small, tightknit team like ours, it’s only fair you get to know the great individuals that make Pye-Barker shine. We are proud to be a local Georgia company. We are proud to help our fellow Georgia businesses thrive by providing the best service around. Sure, you can gut the people, the talent, the courtesy, and the commitment out of a business and sell plenty of cheap parts. But selling parts is just one piece of what Pye-Barker actually does. We help our clients solve problems, optimize their equipment, and grow their industrial processes. We’re in the business of helping you. And that is something the Walmarts of the world will never be able to replicate. -Eric Lunsford


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retain. But lost sales won’t be the only consequence; you’ll also form a culture of dysfunction within your team.

While trying to woo your next big client, it can be easy to get caught up in doing whatever it takes to close a sale. What starts as a simple pitch can quickly turn into promising the moon if you let it. Starting down this slippery slope creates unreasonable expectations and sets your relationship with your prospect up for failure. When you overpromise and underdeliver, you develop a system of dysfunction that fosters lukewarm clients you won’t


Employee retention should be at the top of every business owner’s mind. Depending on your industry, a new hire can cost thousands — even tens of thousands — of dollars. In light of today’s strong economy and low unemployment rate, many large businesses have shifted their hiring strategies to poach talent from small companies. This threat of losing employees causes many small- business owners to overpromise and underdeliver in their internal

EMPLOYEE SPOTLIGHT If you’ve ever called the office, chances are you’ve had the pleasure to speak with April Lyon. As Pye-Barker’s Accounts Receivable Manager for the past five years, April describes her job as simply “doing all the fun stuff.” If you think she’s being facetious, you’d be wrong. April loves to work with numbers almost as much as people.


“Numbers have always been easy for me,” April reflects. Her talent for math and finances first got her work as an office manager for trucking companies. While crunching the numbers to keep things running at peak performance, April found that she also has a knack for working with customers. “Part of what I like about this job [at Pye-Barker] is that I get to cover both my strengths.” For as long as April has been with us, it’s hard to believe that she came to our team almost by chance. “Luck brought me here,” she tells us. “I was working with the daughter of Jaylene Cox [our office manager] when she mentioned Pye-Barker was hiring. I’ve been here ever since.” When asked why she’s stuck with the Pye-Barker team for so long, April doesn’t hesitate. “This is one of the best companies I’ve ever worked for,” she states. “I love the people here; they’re like a second family!” Speaking of family, when April isn’t solving problems for our customers at the office, she’s spending plenty of time outdoors with her kids. As the mother of four children, two grown with their own kids, a high

school senior, and an eighth grader, April busies herself with the after-school rush. Still, she finds time to fish, hunt, and spend time on the beach with her grandkids. We’re lucky to have such a dedicated, family-oriented member of the team!


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HOW WE MEET YOUR BLOWER NEEDS FROM ACCESSORIES TO BUILT- FROM-SCRATCH SYSTEMS A poorly functioning positive displacement (PD) blower system can hamper your productivity in a hurry. While many business owners can tell when their system isn’t working as it should, very few can identify the exact source of the problem. When we inspect blower systems, we often find issues like suboptimal piping, filter problems, undersized blowers, and occasionally, blowers that have been set up incorrectly. We are happy to assess your system and create a solution that works for you. At Pye-Barker Engineered Solutions, we offer an extensive range of Gardner Denver blower units, as well as a robust inventory of component and accessory parts. Our large inventory allows us to tailor your system to the needs of your organization. Maybe you want a set-it-and-forget-it system that will last as long as possible or one that emits minimal noise. Perhaps you’re looking for a budget-friendly option that doesn’t skimp on quality or one with high energy efficiency. Whatever your application of a PD blower, we can configure a system that ticks all your boxes. Another advantage of working with us is that we won’t sell you solutions you don’t need. If all you need is a few accessories to get your system where it needs to be, we aren’t going to tell you to replace everything. Of course, if you need a complete system built from the ground up, we can provide everything from filters and gauges to controls and measurement equipment. We also offer everything between these two options. Our goal is simply to make sure your system does what it’s supposed to — no needless upsells, no snake-oil tactics, no kidding. We offer no-cost, no-obligation design needs assessments for businesses putting in a new line or expanding production. Whether you need one tiny part or a complete rebuild, we are here to make sure that your PD blower system runs smoothly, safely, and at maximum efficiency. When your blower system doesn’t work, it grinds your business to a halt. Talk to us before it happens to you.

communications. Making promises you can’t keep to employees results in a high turnover rate, low morale, and lack of trust.


The competitive job market has led to aggressive headhunting for top candidates. But in some cases, aggressive recruiters promise grandiose perks and unsustainable work environments. Just as with a sales client, overpromising and underdelivering is a sure way to set new employees up for failure. When you perpetuate a facade of what your company can actually provide, you open the door for disappointment and regret. The consequences become evident when employees leave or cultivate negativity within your team. So how do you avoid these pitfalls? The best place to start is by bonding the actions of your company and its teams to the values that make your business successful. Another key is to have confidence in the culture of your company. Many leaders succumb to the idea of overpromising and underdelivering out of fear. If you’ve created a dynamic that breeds creativity, accomplishment, and growth, you’ll never have to make promises in the first place.


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P.O. Box 1387 (30298) 121 Royal Drive Forest Park, GA 30297

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INSIDE THIS 1 The Pye-Barker Way


Why ‘Overpromise, Underdeliver’ Is Never a Good Strategy Meet April Lyon! Have a Laugh on Us! Positively Awesome Positive Displacement Blowers




Why Labor Day Is Indebted to the Pullman Strike


acknowledged the strike was happening, and he refused to meet with the organizers.

Today, Labor Day mostly means a day off and the closure of public pools. But when it was first created, it was a president’s desperate attempt to curb the tension after one of the most violent strike breakups in American history. In the late 19th century, the workers of the Pullman Company, which manufactured luxury train cars, all lived in a company-owned town. George Pullman, the owner, lived in a mansion overlooking houses, apartments, and crammed-together barracks, all of which were rented by the thousands of workers needed for the operation. For some time, the town operated without a hitch, providing decent wages for the workers while netting the higher-ups millions of dollars. But after the economic depression of the 1890s brought the country to its knees, everything changed. George Pullman slashed his workers’ wages by nearly 30 percent, but he neglected to adjust the rent on the company-owned buildings in turn. As a result, life became untenable in the town, with workers struggling to maintain the barest standards of living for themselves and their families. In response, the workers began a strike on May 11, 1894. As the event ramped up, it gained the support of the powerful American Railway Union (ARU). But Pullman, stubborn as he was, barely

The tension increased when Eugene Debs, the president of the American Railway Union, organized a boycott of all trains that included Pullman cars. The strike continued to escalate until workers and Pullman community members managed to stop the trains from running. Eventually, President Grover Cleveland sent in soldiers to break up the strike. Violence ensued, with soldiers making a great effort to quell the strike at its core. By the time the violence ended, 30 people had lost their lives and an estimated $80 million in damages had been caused throughout the town. A few months later, President Grover Cleveland declared Labor Day a federal holiday. Many experts believe that this act was an effort to build rapport among his pro-labor constituents after handling the incident so poorly. This month, as you fire up the barbecue and enjoy your day off, take a moment to remember the workers who fought for labor rights in our country.


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