Olshan has been in business nearly 75 years and now is the largest privately owned structural repair and waterproofing company in America. It has 52 locations, serving 16 states.
Olshan has divisions covering everything related to foundation performance. In the early years of the company, they focused on foundation repair. With the limited technology of the time, Olshan installed a concrete pad just under the foundation of the home. It was inexpensive and quick to install, but it was only a temporary fix.
Then, in 1967, Olshan introduced the bell bottom pier and became the first company to receive VA & FHA approval for a new method of foundation repair. The bell bottom footing could be installed to depths of up to twelve feet. It was the most reliable method in the business.
Even with a technique that worked, in 1989 Olshan developed an even better and more reliable system, actually “three and a half times more reliable than bell bottom piers,” according to Hank DeShazer’s statement in the September 2003 issue of The Houston Business Journal. Cable Lock incorporates two spiral flanges on the outside of its concrete cylinders, which are pressed into the ground for foundation repair. The flanges cause the cylinder to rotate 360 degrees every four feet. The threads on the Cable Lock cylinder will make the system screw itself into the ground, so you rarely need future adjustments. Since 1992, over 10,000 homes have been repaired using Cable Lock Plus. Olshan’s research and development crew continues to advance the industry. “The waterproofing and foundation repair industry isn’t exactly cutting edge,” says Frank Kneller, CEO Cable Lock. “A lot of companies just don’t change. But we are constantly trying to change; to make what we do better.”
As industry leading innovators, Kneller attributes Olshan’s success and longevity to three basic ideals.
No. 1: Have Integrity
Simply, do what you say you are going to do. Take life-time warranties, for example. “In this business, life-time warranties were not for the lifetime of the structure but more so for the lifetime of the company,” says Kneller. “If you opened the yellow pages from 10 years ago and compared it to today’s book, those early companies are no longer in business.” There is no integrity in the idea of offering a life-time transferable warranty before you can live up to that promise. Olshan was one of the first to offer the lifetime warranty and mean it.
Hank DeShazer, owner, always does what he says he is going to do and upheld integrity in every aspect of his business, Kneller says.
No. 2: Focus on Marketing
Marketing encompasses a lot in business. First off, make sure the consumer knows you are there. “Hank (DeShazer) started investing in advertising before he could afford it,” says Clay Spitz, vice president of marketing for Cable Lock support services. Investing in advertising builds brand awareness. Focus on your strong points and don’t be afraid to brag, Spitz suggests.
“In building brand recognition make sure anything connected to your brand is positive,” Spitz says. For example, Olshan started the “Olshan Solid Foundation Community Awards” honoring individuals in the community that have donated time and service either professionally or personally. The prize is not only recognition but Olshan also gives the winner free foundation repair work. “If you want to be successful then give back to the community,” Spitz says.
Overall, a focus on marketing is about image. “Image is a huge thing in this business,” Spitz says. What is the image of your frontline person who actually deals with the customer? Are they in a dirty company shirt and raggedy shorts? “I always use the airplane analogy,” says Spitz. “What if you pulled down the tray table on a plane and it was all dirty. Wouldn’t it make you wonder, ‘if they can’t clean the plane, then how does the jet engine look?’”
Take image seriously. “Elevate the industry so we are seen as professionals,” he adds.
No. 3: Build From Within
From the beginning, DeShazer wanted to see his company grow. Because of that he was never afraid to take a chance; especially not in 1983, when entrepreneur DeShazer acquired Olshan’s first sister-company. Atlas was a five-year old company making $1 million a year. “Now, it is worth well over 100 times that,” says Spitz.
By expanding and acquiring companies, he gave the starting laborer an avenue to gain part ownership in the company. With a chance to create a career with Olshan, his employees became loyal and lifelong.
DeShazer couldn’t have done it all by himself. “Nobody can do everything himself,” says Kneller. “Someone who tries is destined to have a small company.” And that wasn’t DeShazer’s destiny.
Issued: September 5, 2007
Page: p. 24
Copyright: 2007 R.W. Nielsen Company