Markets Served by Great Day Improvements: National
Growth: Typically, we look for a minimum of 15% organic growth, and it was more difficult than during the COVID period. While we continued to grow, we weren’t as efficient as we would have liked, and we didn’t execute as well as we should have when the market changed. When you’re trying to take market share, the things we’re coming up against are hard and we’re working on strategies for that. I’m looking forward to 2025—the flip of the calendar brings energy, and everybody gets excited.
Plan of Attack: Marketing is the primary opportunity in our business, and we’re going to work on creating marketing efficiencies and put a massive effort into creating a customer for life. That means more awareness of who Great Day is, amplifying our different brands, and bringing customers into the fold with cross marketing and selling, which is the holy grail for growth.
Opportunities: We make about 80-85% of what we sell today, and we want to increase that, so we’re focusing on our factories. We’re investing in our plants and equipment and people. We’ve never set a goal to make or buy a certain amount—we’ve always done both—but we have a lot of opportunity to push more volume through our facilities because we’re vertically integrated. There’s a lot that goes into creating and engineering products, so we like creating our own destiny.
Challenges: Mortgage and refinance rates. I think they’re going to get better, but the rate at which they get better is the big question. We anticipate continued improvement, which will draw more people into the market and make it easier for us to close deals.
Vibe: Seizing opportunities