Hello, I’m Shannon Latham, and I endorse this message!
I own a small shed currently serving as a pool house just off our living room door. In the future, as we continue to grow, it might even become my office.
Believe it or not, that’s where the podcast started—in a shed. Who would’ve guessed?
Deanna and I have a peculiar hobby: attending auctions. We rarely find old treasures, but there’s something mesmerizing about them.
One unique feature I want to add to my shed is vintage advertising signs—the kind that advertises Pepsi, Coke, tractors, and gasoline, giving it an old-time country aesthetic.
Recently, during an auction on a private Facebook group (yes, even auctions are going digital these days), I bid on a sign that read, “If I were lying, I would tell you.” It’s quite fitting given we’re in the height of campaign season.
For just $6, I won it, but now I’m unsure what to do with it. Should I run for office? Or pass it along to the next door-knocking campaigner? Perhaps it could be their new slogan?
You might wonder, “What does this have to do with sheds?” Stick with me, and I’ll bring it around.
THE INDUSTRY AND POLITICS: A SEEMING PARADOX
In politics, we’re often presented with the illusion of two main parties, each with polar opposite positions on various issues.
Navigating their claims of unity and common ground always makes me skeptical. But are they really interested in the middle, or in satisfying the majority? What does “the middle” even represent?
In the shed industry, I would like to introduce the concepts of “fragmented” and “unified”—two metaphorical political parties for this sector. Let’s explore these ideas further.
THE FRAGMENTED SHED INDUSTRY
“Fragmented” is a term that intrigues me. The Merriam-Webster dictionary defines it as “broken or separated into distinct parts.” It suggests that something was whole before it was partitioned.
However, from my discussions with amazing guests like Gideon Zook of Stoltzfus Structures in Pennsylvania and Dale Beachy of Beachy Barns in Ohio, it’s evident the industry has never been cohesive. These companies didn’t splinter off from a perfect origin but instead found their own paths in an evolving market.
For instance, Gideon recounted building sheds with his brothers around 1978 in Lancaster. His father advised against them all operating in the same area to prevent market saturation. Yet, Lancaster now hosts nearly 60 different shed companies!
OPERATING STRATEGIES: NO ONE-SIZE-FITS-ALL
Many shed companies have operated this way, continuously adapting and shifting their strategies.
Some work as vertically integrated entities, managing everything in-house from building to selling, hauling, and financing. Others rely on independent dealers, third-party haulers, or act as brokers for multiple retail locations.
Based on my experience, companies tend to fall into one of two categories: consignment or wholesale. In the northeastern U.S., the wholesale model seems prevalent, while the Midwest and Southeast regions primarily operate on a consignment basis.
My mission to understand the shed industry in the West led me to Colorado, where I am as I write this column, aiming to gain insights into their approach via podcast interviews.
THE SEARCH FOR UNITY AMIDST FRAGMENTATION
The recent election season reminds me that while the shed industry is fragmented in its approaches, there’s room for unity—especially in how we collaborate versus compete.
Although we naturally seek competitive advantages, is another dealer truly our main competition, or is it the self-storage industry that continues to build facilities everywhere?
During my calls and video chats with shed dealers, manufacturers, and haulers, a wealth of operational diversity becomes clear.
Conversations often revolve around identifying the operation style: Are they consignment dealers? Do they operate a cooperative program?
Is their website independent or company-owned? Do they franchise their social media? The variability is staggering.
COLLABORATION AND COMPETITION
Despite this fragmentation, unity can be found in addressing common needs—storage being the primary one. We offer customers peace of mind by protecting their belongings, a universal demand driving most sales.
We indeed strive for competitive edges but recognizing that self-storage serves the same demographic with similar solutions invites a broader perspective.
When discussions arise about market saturation, I often notice new self-storage facilities cropping up.
REFLECTING ON OUR UNIQUE PATHS
As we close another year, we must question: Is emulating another company’s model the path forward for us? Is unity about adopting one approach, or does it involve embracing our unique visions while seeking commonality in key areas?
Recognizing our industry’s fragmented nature doesn’t negate the potential for collaboration.
As business owners linked by a shared mission of providing storage solutions, we can foster cooperation and uplift the industry collectively.
This column has been a journey, veering in unexpected directions. Yet, it aligns with my belief that we don’t need a one-size-fits-all approach.
As Tyler Mayhan, a long-time columnist for Shed Business Journal, once said during an early podcast interview, “A rising tide lifts all boats.” This sentiment resonates deeply with the identity of the Shed Geek Podcast.
Remember, our differences make us unique, but our shared goals can drive us toward unity and progress.
