Jamiesons Audio/Video: A Multiroom Music Windfall

A Showroom & Many Partnerships

As lucrative as the Sonos installs are, Jamieson and Clark both know that no matter how cool any particular piece of electronics might be, the backbone of a successful business goes way beyond the product.

Jamiesons has grown tenfold in the past 15 years. It does more than $5 million in annual sales, employs 22 people and occupies a 9,500-square-foot facility.

What sets the business apart, the partners say, is their strong alliance and core values. "We both were brought up in households where we were taught to show people respect," Clark explains. "We respect our clients and employees. We're fortunate to work with our clients, and over the years we've put together a crew that has tuned into that."

Jamiesons' jobs run the gamut, but Jamieson and Clark pride themselves on retrofits, which have been strong for them. Sound installs can be as simple as a pair of speakers and receivers or as complex as a full-blown system. The company does a fair amount with system control, but the co-owners don't consider it an automation company.

"We're an audio/video company," Clark emphasizes. "We help out with home networking, but it's not our core business."

Jamiesons' showroom has always been an integral part of the business. It's done up as individual rooms, each with its own style. The rooms showcase the ways that electronics might fit into a lifestyle. "It's a great credibility builder," Clark says of the showroom.

"There's no better way to show customers the possibilities. It was designed not to be an intimidating place; it's definitely a comfortable environment."

It seems to be working. The economic downturn hasn't hurt their retrofit business too much. "Some people are doing things that are unbelievably upscale, especially in their kitchens and baths," he says. "We're a very Midwestern town, but it's the case."

Jamiesons focuses on its specialties, and teams with sub-contractors for other things. "We try to bring in other parties suited to the needs of clients and their personalities," Clark explains. "So, if an electrician or carpenter is needed, I know who will be right for it."

Clark is quick to add, however, that Jamiesons doesn't "stick its fingers in" to its trade partner recommendations. "We bring them to the table, and they work directly." Jamiesons gets more referral business that way.

"I have great relationships with a lot of carpenters, interior decorators, electricians and lighting designers in our town," he says. "I think it works well. All of them are comfortable about recommending us because we work with all of them."

Banking on Strong Employee ROI

Averting the advertising avenue, Jamieson and Clark figured out how much money they can spend on marketing, and they "ledger line it" to cover the cost of "unbelievable customer service."

Jamiesons does courtesy calls long after the work's been done to resolve — at no charge — any issue. "It's our way of showing customers we appreciate their business, and it seems to work," Clark explains. "We continue to grow every year, so we're doing something right."

"The easy part is taking their money," he quips. "The hard part is making them feel good all through."

Clark hopes it's not just the clients that are left feeling good. Making employees feel good and appreciated is another core Jamiesons value. "We do our best to let [employees] know how much we value them, to assure them they all have a voice and that we're not interested in a short-term person looking for a job," he says. "They can consider this a career."

Clark says Jamiesons has a high employee retention rate. "Very few people have less than five years with us. Some have in excess of 20," he says. "Our turnover is really low. You want to keep people that are good for the business — and also recognize early on when they're not."

Training has its place as well. "We pass up very few training opportunities," Clark says. "We may not be able to get everyone in, but we try to make sure we get the right guy to take [the class], and then pass it on to the rest. We rotate them and want clients to know we make those investments."

The business decision Jamieson and Clark most regret is not buying their building when they had the chance. "We've put in a lot of effort into making it nice. A few years ago, it was available for sale. However, we didn't step up to the plate," Clark recalls.

The good news is that the best decision they ever made — entering into their partnership — continues to sustain the business.

"Seventeen years ago, I worked for a competitor and had opportunity to meet David," Clark says. "I discovered he was a guy I could build a company with. We're very different, but we have unbelievable synergy."