MONROE, Mich. — Sales are down and industry outlooks are bleak, but La-Z-Boy Inc. executives say they're not going to take it lying down.
The furniture maker, which has about 1,000 workers at a manufacturing plant in Tremonton, Box Elder County, is drastically restructuring in an effort to return the brand to profitability and convince shoppers it makes more than clunky recliners.
Despite a shaky first quarter and a loss of $3 million last year, La-Z-Boy has launched a marketing campaign to update its image, closed plants and sold off nonessential brands. Companywide, La-Z-Boy now has about 13,000 employees — 7,000 fewer than six years ago.
"We're very committed to working on the things we have control of: our costs, our processes, our designs and as the consumer comes back into the market, we will be in a better position to take advantage of that," Chief Executive Kurt Darrow told The Associated Press during a recent interview at company headquarters in Monroe, Mich.
Darrow's vision signals a stark change for the company that used an aggressive acquisition strategy to grow from $150 million in sales in 1981 to $2 billion last year.
The company earned $2.3 million in first-quarter profit, down 29 percent from last year. Same-store sales were down 5.5 percent.
Analysts have issued mixed forecasts for the rest of the year but seem impressed with improvements being made by Darrow, who took the job in 2003.
"I give this management team good marks," said analyst Budd Bugatch of Raymond James & Associates. "We'll have to see how they execute these strategies, but they're on a very sound path."
La-Z-Boy has survived a rough few years in the furniture industry after Asian companies brought fierce competition and several major retailers folded. On top of that, hurricanes shut down factories last year and caused massive foam shortages.
Tough times have forced the company to change where and how furniture is made, Darrow said.
It has closed or sold 20 of its plants that build wood products. Instead, La-Z-Boy will share designs and processes with Asian suppliers to build the furniture.
The ability of those companies to build quality furniture for cheaper costs forced La-Z-Boy and others to close their own facilities and hire foreign ones. The move saved La-Z-Boy $13 million this year.
"We've made some tough decisions and had to do some things that affected a lot of people," Darrow said.
The company has reduced its retail warehouses from 12 to five and recently sold off the American of Martinsville brand, a maker of furniture for hotels.
The $33 million sale eliminates one of the biggest divisions of LADD Furniture Inc., which La-Z-Boy acquired in 2000. Some analysts long have criticized the LADD purchase.
One of the company's biggest hurdles has been communicating to shoppers that La-Z-Boy offers more than a line of clunky, comfortable recliners.
The latest marketing campaign shows more stylish, decorative furniture for all rooms of the home.
"A lot of progress has been made," said Shirley Pittman, store manager of the La-Z-Boy Furniture Gallery store in the Detroit suburb of Taylor. "But we still have some people that are totally surprised."
Designer Todd Oldham has helped reach younger buyers with his own line of products and designs, Darrow said. A program that brings La-Z-Boy designers into homes to design entire rooms also has helped attract customers, she said.
La-Z-Boy plans to open 50 New Generation stores by next year. The redesigned stores feature a design center where customers scan their own fabrics and computers match them to products offered at the store. Almost half of its 334 stores have the new format.
The company also is opening more stores in major metro areas, closing unsuccessful locations and remodeling others.
"If we can get people into our stores, their impression of La-Z-Boy and what we do changes dramatically," Darrow said. "They just have a wow factor when they walk in the store."