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It varied depending on the product and quantity, but generally, a third of the project's total cost was product-related, which would go to the manufacturer. The remaining two-thirds covered installation and processing. This includes paying the measure tech, the installers, and everyone else involved in the project.
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I think it was about control. They were cutting out a middleman that wasn't really necessary. When they built newer offices, they would construct offices that were 25,000 square feet with warehouse capabilities. Similar to how they opened offices previously, they had a template they would replicate in different areas. They found that having a warehouse attached worked well. This allowed their crews and operations department to be part of the marketing and sales ecosystem. For windows, because they are custom-made to the nearest quarter inch, shipping them to a [Distributor's] warehouse became less efficient. Having them come directly to the company provided more control and efficiency.
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When you're talking about new construction, the windows don't have to be custom-made. You can build the house to fit windows that are mass-produced. For new construction, it actually makes more sense to go through a distributor than the business model for remodeling. In remodeling, the windows are put in, but once you take them out, the opening size changes. There is settling and other factors. It goes from a stock size window that can be mass-produced and stored in distributors and warehouses. When you replace it, you can use stock windows, but most companies do not because it requires a lot of extra finishing touches.
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