The Power of Passion

Joseph M. Carbonara, Editor in Chief -- Foodservice Equipment and Supplies, 5/1/2008

Joseph M. Carbonara, Editor in Chief

Some people that work in foodservice think the industry suffers from an image problem. To them, they think that the outside world sees foodservice professionals as little more than burger flippers or people that sell pots and pans for a living. While there may be ribbons of truth woven through this stereotype, I would strongly encourage the foodservice professionals who feel this way to spend some time at Bargreen Ellingson, FE&S’ 2008 Dealer of the Year.

While a lot of dealers focus on pushing brown boxes out their back doors, the folks at Bargreen Ellingson tend to approach their business from a slightly different tact. Like any good dealer, or any successful business for that matter, the people at Bargreen Ellingson have an unwavering customer focus that allows their business to continue to enjoy considerable organic growth. But what makes them different from countless other businesses in this industry is their ability to whistle while they work, so to speak. This unique mindset starts at the highest levels of the company and works its way through the ranks. That’s because, simply put, brothers Paul and Rick Ellingson, the dealership’s president and vice president, are having fun and enjoy sharing the good times with everyone they can.

As a result, the Ellingsons continue to invest in a corporate culture that reminds employees at all levels that they can make a difference and empowers these individuals to do what’s best for the customer. The Ellingsons quickly point out that they are only as good as their people. That’s why the process really starts with hiring smart and goes one from there to encourage a sense of ownership and accountability that creates an environment that more resembles a clubhouse at a golf course than a business.

Though no shortage of work exists, the people at the headquarters and various branches seem to relish the opportunity to do it and discuss every aspect that goes into a job or a client relationship. This becomes evident in the way they recall with great detail the various aspects of each job, as if they were describing stroke by stroke a just-completed round of golf. The way they interact with one another tends to be very similar to golfers having just gotten off the course. The individual associates are quick to share stories, ideas and observations with their colleagues as a way of allowing one another to benefit from each other’s successes and shortcomings.

The Ellingsons quickly point out that they are only as good as their people.

And to the individual associates at Bargreen Ellingson, this seems to be a value that they relish the opportunity to provide. Much like a golfer that can recall both the good and bad rounds, the associates at Bargreen Ellingson seemingly can describe the projects that went well and others that might not have gone quite to plan. They use this knowledge to propel the persistent pursuit of perfection.

“It’s a personalized transaction,” says Christopher Hein, vice president of marketing for The Old Spaghetti Factory, a Portland, Ore., chain that’s a Bargreen Ellingson customer. “Equipment is equipment and everyone has the same stuff. But if you can work with someone that is going to go out there to find solutions for you, there’s a value to that. It comes down to the fact that they share our passion.”

The net result is that the associates at Bargreen Ellingson not only have a positive outlook of their company, customers and industry, but they also have their organization on an aggressive yet sustainable growth plan that appears viable for years to come.

And if that’s not something to stir one’s passion, I don’t know what is.

joseph.carbonara@reedbusiness.com