Menefee: The Partnership of Your Shop and Your Supplier is a Two-way Street

Last month, I shared my frustrations about being strong-armed by my jobber after discovering they’d sold me expired toner and then tried to bully me into loyalty by threatening to cut my parts discounts. That column struck a nerve with many in the industry, and I received messages from shop owners across the country dealing with similar challenges. So, I wanted to follow up — not just to bring closure to my situation, but to shine a light on how things evolved and the value of keeping communication open, even in the face of broken trust.

Let me start with something I didn’t expect to say at the time I wrote my first article: my jobber came back to the table. And they didn’t just come with excuses or finger-pointing; they came with solutions.

Someone in a position of leadership finally reached out. Not a delivery driver, not an email from a faceless person, but someone who could take ownership of the situation. And that, in itself, was a shift in tone I appreciated. They acknowledged the expired toner issue and made it right by offering a full credit or replacement, no questions asked. They also took it a step further by implementing new inventory controls to prevent expired product from reaching customers in the future. That’s the kind of action we needed from the start.

Even more importantly, they revisited my pricing structure and made improvements, boosting my discount on my current paint line and ensuring I wasn’t penalized for considering other options. While the earlier tactics felt like coercion, this time they responded with accountability, transparency, and actual support. Was it overdue? Yes. But I’ll give credit where it’s due — they made the effort to make things right.

While the earlier tactics felt like coercion, this time they responded with accountability, transparency, and actual support. Was it overdue? Yes. But I’ll give credit where it’s due — they made the effort to make things right.

That effort matters because I’ve always had a strong relationship with the paint manufacturer l and I really did not want to lose it. The performance and consistency of the premium products from that manufacturer have never let me down. And as much as I was impressed by what the other paint company offered — which, for the record, sprayed just as well and had excellent support behind it — I wasn’t actively looking to switch paint brands. My issue was never with the product; it was with how I was treated.

Now, I want to talk about that other paint company, because they deserve recognition, too. When they heard I might be open to new options, they didn’t pressure me. Instead, they came to the table professionally and respectfully. They invited me to one of their 20 groups, and I’ll say this — it was a game-changer.

If you’ve never attended a 20 group, I highly recommend it. It wasn’t a sales pitch; it was a community. We discussed best practices, financial strategies, process improvements, and real-world challenges shop owners face every day. I learned more in those sessions than I expected to, and I left energized — not just about that paint company, but about what’s possible when vendors see you as a partner instead of a transaction.

Their paint line, which I tested in my shop, performed on par with my current premium product — a testament to the advances the other company has made in recent years. It was smooth, consistent, and well-supported. In another life, I might have made the switch.

But here’s the bottom line: my supplier corrected their course, and that allowed me to stay with the paint system I trust and the vendor relationships I value. I didn’t stay because I was forced to — I stayed because they finally earned it. That’s the key difference between loyalty and control.

I also want to address a few messages I got from fellow shop owners after my first column. Many of you shared similar experiences of being pressured by vendors or threatened with revoked discounts. Some felt they couldn’t speak out for fear of retaliation. Let me say this clearly: you are not alone. And you have more power than you think.

When we stay silent, we reinforce the behavior. When we speak up, we create space for change. Sometimes that means a difficult conversation, a lost relationship, or trying something new. But sometimes, just sometimes, it means getting the resolution you needed all along.

When we speak up, we create space for change. Sometimes that means a difficult conversation, a lost relationship, or trying something new.

There’s a lesson here for vendors too. If you're reading this and you supply products to our industry, understand that loyalty is earned through service, not intimidation. You don’t protect your business by threatening your customers. You protect it by listening to them, responding to their needs, and showing up when it matters.

As I move forward, I’m more committed than ever to evaluating all my partnerships with clarity. Paint, parts, support, everything is on the table, always. Not out of disloyalty, but because that’s how responsible businesses operate. Complacency has no place in an industry evolving as fast as ours.

To my jobber, thank you for making it right. To the other paint company, thank you for showing what professionalism looks like. And to my fellow shop owners: keep asking questions, keep demanding better, and never be afraid to advocate for what your business truly needs.

Because at the end of the day, we’re not just customers, we’re partners. And that partnership should go both ways.