Mainebiz

W W W. M A I N E B I Z . B I Z 21 M A R C H 2 3 , 2 0 1 5 consistent with your advertising, merchandising and promotion is very key." Lamey-Wellehan's success has resulted in a number of awards over the years, including a Family Business Award in 2014 from the Institute for Family-Owned Business, which praised the company for "treating employees like family" and having a "customer-fi rst mentality." e institute also high- lighted the company's dedication to the environment, a distinction that was also recognized when the Natural Resources Council of Maine gave Jim and Kathy Wellehan the lifetime achievement award. "Jim has just been a great voice for the environment in the business community for years now," says Natural Resources Council of Maine Executive Director Lisa Pohlmann. " ey have done amazing things in their business," including an eff ort led by Kathy in 1994 to reduce 95% of the company's solid waste. In July 2014, Wellehan was the focus of a short video that called for an increase in the minimum wage. e fi lm was produced by the nonprofi t Organizing for Action, which was organized to lend momentum to President Obama's 2012 campaign ideas. It may seem like a risk for a business owner to wear his politics on his sleeve so openly like Wellehan, who refers to himself as a "left wing, socialistic, environmentalist, peacenik radical," a variation of a title Wellehan has given to himself in a few inter- views with the media. He admits he may have lost some business as a result of his politics over time. But for others, his strong conviction has been seen as a strength. It certainly hasn't gotten in the way of what has been a successful business. Androscoggin County Chamber of Commerce President Chip Morrison agrees. "I don't think it gets in the way," he says, refer- ring to Wellehan's open political beliefs. "Look at how they've grown. I know some people would say, ' at's just Jim,' but they buy shoes from him." A focus on customers, associates Customer service is another area in which Lamey- Wellehan stands out among the competition. "We always worked very hard to provide great customer service," Wellehan says. "My dad [the late Dan Wellehan Sr.], when he started the business, he said: 'Lamey-Wellehan, where you're always a guest before you're a customer,' and we've tried to main- tain that tradition." To continue supporting that sentiment, Wellehan says the company has put an increased emphasis on having employees greet customers when they enter the store. Once customers are comfortable, employ- ees are then encouraged to help measure their feet and fi nd the best-fi tting pair of shoes. "You know what's interesting? Some people leave here and they say to someone, 'Oh, thank you, my feet haven't felt this good in years,' and you're the person who did that. You feel good," Wellehan says. " at's one more reason people stay here: If you can make people happy, you like it." Helping employees feel good and fi nd meaning at work is another key area that Wellehan says allows the company to provide quality customer service. Part of that means not calling them employees and instead referring to them as "associates," which Wellehan says is a more equitable word. "Treat them the way you'd like to be treated," Wellehan says, which is accomplished in a few ways. For one, all associates are paid above the mini- mum wage, with the lowest earners making $11.90 to $19 an hour, commission included, and manag- ers earning between the low- and mid-40s annu- ally. Wellehan says he hasn't taken a raise in 23 years because he wants the company to have a more equi- table ratio of the highest-to-lowest-paid worker, which he says is now 3.5-to-1. On top of commission, Wellehan says associ- ates have other incentives, like bonuses for mak- ing the monthly top sales list, various contests held throughout the year and pay raises for completing training programs. at last one has been a particu- lar focus, with the company starting a new, self- designed, intensive program that trains associates to become retail pedorthic specialists. Lamey-Wellehan also uses IT systems to track what kind of products each associate sells, Wellehan says. at way, each store manager gets a good idea of each associate's strengths and weaknesses, allowing the managers to provide more specifi c feedback. If 12% of store sales are running shoes and there's an associate whose sales of running shoes make up just 3% of his or her total sales, Wellehan says man- agers can address that weakness. " at's how you fi nd these things out," he says. SMALL COMPANY BUSINESS LEADER Jim Wellehan President and co-owner, Lamey-Wellehan Shoes Age: 76 Favorite place outside of work: I love so many places. I love home. I love skiing at the Lost Valley [ski area]. I love Quebec. I love all of Maine. What's not to love? Leadership icon: I think if you're looking at an icon, Nelson Mandela is the greatest man I've ever known. When I was teaching [in South Africa], apartheid was going on very heavily … and Nelson came out and he brought peace, where you thought nothing could ever happen like that. Maine's biggest challenge: Education for youngsters and opportunity for youngsters. Maine's biggest opportunity: Agriculture and agricultural by-products are probably [Maine's largest] opportunities. We have so many good things going on here. You have IDEXX [and other great companies here], providing a lifestyle people want to move to. Best business advice: Love what you do. Work hard. Be kind. Lamey-Wellehan Shoes 940 Turner Street, Auburn President and co-owner: Jim Wellehan Founded: 1914 Business: Family retail shoe store Employees: 50 full-time, 50 part-time in six stores Revenue: Under $12 million in 2014 Contact: 207-783-2384 www.lwshoes.com Maine Electrical Alliance Save on your heating and cooling costs with a Mini-Split Heat Pump System! CALL 1-888-666-1947 TO LEARN MORE $500 rebates on qualified systems from Efficiency Maine and another $100 from our Alliance contractors! Some restrictions may apply. C O N T I N U E D O N F O L L OW I N G PA G E »

• Cover