Meier Supply Company Revenue and Competitors

It was a rather humble beginning for Frank M. Meier and Frank A. Meier, founders of Meier Supply, as they managed the Refrigeration Division of local supply company, W. A. Case, Inc. back in the early 50s. Not unlike most American dreams though, they purchased the Refrigeration Division of the then-going-out-of-business W. A. Case. That was more than forty years ago. Since that time the Meier Supply company has gone through a handling down of the business to now the third generation. Building expansions, moves, product lines, property and business acquisitions all added gradually to the steady and stable growth of Meier Supply Co. The Central Service Company, Scranton, PA., was originally purchased in 1971. Expansion led to branches with the same retained name in Wilkes-Barre and Williamsport, PA. By 1985, Central Service Supply had a branch in Middletown, NY. Further expansion in 1990 saw the purchase of Nohle Refrigeration Supply in Rochester and West Side Refrigeration Supplies in Utica. The most recent opening of another Central Service Supply in East Stroudsburg, PA., bring the Meier Supply Co., to an eight branch group, including the Binghamton Main office. Today, a family of Meiers carry on tradition of the people, relations, and hard work that first had begun Meier Supply on its road to success. Frank M. Meier Jr. presides over the company his father's father had begun, Michael Meier conducts the company's sales, Mark Meier conducts their outside sales and is the HVAC product specialist; Kim Meier manages the office and personnel. Bruce Johns, Jr., handles all purchasing managements for the company from the main office in Binghamton. Despite the overwhelming presence of the Meier family, the company's tight-knit organization really is demonstrated in its other employees. There are many corporate offices these days encouraging a more clinical management of people in an effort to retain profit margins and to satisfy shareholders and bankers. Frank Meier doesn't believe the trends are always right ... "We treat all our our employees as family members. In this business, product knowledge and a desire to serve the customers are absolutely necessary, so to continue our slow, controlled growth we have to have the people in place who can carry us forward.""Everyone is concerned with profits," Mike comments, "but if everyone is happy doing their job, whether it be in the Receiving Dept., selling products or answering the phone, the job simply gets done better. That's important to us so the people in our company have to be important to us." In 1992, the company began as ESOP (Employee Stock Ownership Plan), a major step toward bringing the employees even closer to real job satisfaction and achievement. The ESOP is an employee stock payment benefit. The company's goal is to have employees owning 50% of the company stock by 1998. The Meier Supply Company and its affiliates are strongly involved in industry organizations; many of the Meier tean conduct training classes for the local R.S.E.S. Association (Meier Supply pay for all employees to be members) and have held offices in R.S.E.S and ASHRAE. It's a company philosophy: knowledge, experience, and dedication to excellence make you valuable to the customer ... and to the company. "I started working in the company each summer when I was 14 or 15," Mike recalls, "I was able to watch my father work with his employees and customers; he really led by example.""We lived right down the street from the store," adds Franks, "so if a customer needed something in the middle of the night or on a weekend, we would sometimes have customers show up on our doorstep." It was those early lessons of customer appreciation which showed just how important each and every person is. With 18 inside sales people (49 total employees in the company) that's a responsibility the management takes seriously today. Top name products and repeated National Awards (recently the recipient of Copeland's National Sales Award) draw the attention of manufacturers searching for a distributor who will go the extra yard to not only educate their sales people, but indeed to service the customer beyond the call of standard business practice. "As we were growing we dealt with manufacturers who were looking for quality distribution." relates Franks, "but because of our multiple branches we had to overcome geographical restrictions. For example, we sell the Copeland products out of our un-authorized stores, but we pay penalty premium to do that, just so our customers have access to the product."