Reaching a new generation

Q: How would you describe your business?

A: We’ve been in business a long time, since 1948. We’re made up of really two main divisions, a retail division and a landscape services division. The retail garden center has been here ever since 1948, the landscape division was started in the ’60s, and it has steadily grown as our community has grown. The landscape division is broken up into three features, it’s a residential design build, a commercial install and a maintenance division. We also have a snow services division, too … Our winters here are pretty bad.

Q: With each generation, your family has modified the business to adapt to the market conditions at the time. What’s on the horizon for Van Putte Gardens for the third generation? Do you have plans to modify the business?

A: There is a possibility of some expansion on the retail sector if the economy continues to improve, whether we expand our current location or add a second location.

We’re looking to reach the Millennials. That’s our biggest challenge right now — trying to get in touch with the new generation of shoppers. We’re trying to figure that out through marketing. And I think we’ve been pretty successful at that in the past few years. We want to look to grow that.

We’ve always done commercial landscaping, but with the downturn in the housing market, we needed to expand our services to include commercial construction projects. And what that involves is hiring crew leaders who have different skillsets and taking on jobs that we maybe would not have taken on 15 or 20 years ago.

Q: How have you tried to reach Millennials through marketing?

A: Holly [Cirella, Van Putte’s sister and CFO/vice president of the company] and I put the responsibility of social media marketing in the hands of [Jennifer Rose, garden center manager. Cirella also oversees social media]. We’ve seen success with everything, including Twitter, Instagram, Foursquare and LinkedIn. And the proof is in the pudding. Back in May, we were voted “Best Garden Store” in WHEC News 10’s Rochester Rocs contest, and it was through online voting. We feel that our social media marketing helped to put us at the very top of that list. If the community is voting and you’re voted No. 1, I would say what we are doing is working.

Q: How has the industry changed since you first started working in it?

A: Obviously the common denominator in terms of changes and challenges is workforce. Labor challenges seem to be a challenge not only for our industry, but all industries. That’s something we’re continually making sure of, that our team is made up of the right people that fit together that have a common goal. Because let’s face it, when you’re in the middle of May and the business is really cranking along, everybody has to be on the same page. So I think labor and workforce and working together as a team is really important. It has changed because the people who have the desire or skillset to work in this industry, I don’t feel there are as many now as there were 30 years ago.

Q: How do you find good people?

A: You try to find that employee who does have some sort of passion for the industry. It might not be the landscape or garden center industry, but more of an environmental passion, and we try to mold them through training. Back in the ’80s, we weren’t really training too much, it was kind of learn on the fly. Now we’re finding we have to, so we set up apprenticeship programs. We need to invest in [training].

Q: Did you ever consider doing anything else, or were you always interested in working in this industry?

A: I’ve always liked this industry. Actually, I’ve always loved this industry. I’m fortunate because I get to work in an industry that’s outside and involves the environment. I also get to run a business that excites me. It’s working with the homeowner to develop a backyard patio. When that job is done and you’re walking around, looking at the finished product, there’s nothing more gratifying than that. I don’t know if you get that in other industries.

Q: What are you most proud of?

A: I think at the end of the day it comes down to we continue to grow, our name is recognized as a quality company and we have this experienced staff that is second to none. We’re a quality-oriented company with an amazingly experienced staff. I think anybody in this industry, that’s what you would want to strive for.

Q: This month’s issue is dedicated to long-term planning. What are your long-term goals?

A: Our long term goal is sustainability and growth. Really it’s two different things. When you’ve been in business this long, you want to continue to do what you’ve done. My grandparents and my parents have built a very, very strong foundation, so it’s important for Holly and I to maintain that foundation, but at the same time explore opportunities for growth.

Q: Do you feel the pressure to succeed is stronger in a family-owned business?

A: The pressure is greater in a family-owned business because there’s not that many third-generation businesses out there. Not that it’s rare, but it’s not that common either, and I think the pressure is always there because you want to sustain that name and that foundation that was built before you. And also through this transition, I’ve inherited long-term employees that are really important to the company. But I’m fine with it. Pressure doesn’t bother me.