Joan Dameron
Inside Tucson Business

Starting a business from the ground up can be a daunting task, as recounted in articles I’ve read – and some I’ve written – in Inside Tucson Business. The whole process from the securing the space to getting permits and approvals, inevitably seems to create delays in opening.

So purchasing an existing business has to be easier, right?  

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When my friend and business partner, Gina Smith, and I talked about buying Vic’s Corn Popper, the start-up obstacles weren’t an issue.

We had looked into other businesses, including existing and new franchise opportunities. But Vic’s had a lot going for it. The other businesses weren’t food related, but popcorn is consumable, so customers will be back for more and Vic’s Corn Popper has been around for more than 20 years. Customer loyalty was part of the package. 

We were both Midwest farm girls and Vic’s Corn Popper originated in Omaha, Neb., where Gina had lived. We knew and appreciated the value of hybrid white popcorn, grown in Iowa and tested for the proper moisture content, ensuring perfectly popped corn every time.

This was a product we could enthusiastically promote and we were excited to embrace this new venture. We went to Omaha last August to get some on-the-job training and advice from the original Vic Larson and his managers.

When we walked in the door on Sept. 1, 2006, it was wonderful to have customers ordering their favorite products the first day. Twenty years is a long time to build up clientele and the previous owner had been there for 13 of those years.

What we didn’t anticipate was the resistance many people have to change.  The employees and customers were all used to things being done one way, and when we made changes, from purchasing new equipment and making minor cosmetic changes, to new products and necessary price increases, we literally felt the heat. And it wasn’t coming from the popper! 

We did receive some compliments, too, which we greatly appreciated.  Customers loved the popcorn balls and chocolate drizzle popcorn, and many commented on physical changes, too.

We also didn’t anticipate some of the costs we would incur in the initial months. Large ticket expenses, such as a new popper and cooker, which we thought could be purchased after the holiday season, just couldn’t wait. Fixing the air conditioning did wait until spring. A significant portion of the business is wholesale, so we also purchased a new van to make more deliveries and ensure the safety of our driver.

Then the driver and production manager turned in their resignations, effective Dec. 1, just as we were in our busiest time of the year. 

The two of us were still learning the ropes and trying to hire and train people to handle the corporate and individual orders that came via the phone and in person. Lots of people asked about our website, which we hadn’t developed yet.

We went from learning in September, to busy in October to full blown crazy in November and December. 

We realized one of us had to learn the wholesale side of the business and the other had to learn how to do everything in the store, including cooking all of the nine flavors of popcorn that we offer. 

I rode in the van and met and developed relationships with the receivers at grocery stores. Gina cooked, placed orders from the myriad of vendors we work with – all on a different schedule, depending on the product. She also handled the bookkeeping, invoicing and checking and payroll accounts. In hindsight, not having a website right then might not have been all bad. 

We were both taking work home and functioning on very little sleep. 

When the manufacturer of the white cheddar cheese we used to make one of our most popular flavors stopped production, we almost cried. Some customers buy canisters for relatives or their companies every holiday season and not having white cheddar was more than just a glitch.  Fortunately we could usually persuade them to try the yellow cheddar or another flavor as one of the flavors in their two- or three-way canister.  We were without the white cheddar for several weeks, but we didn’t want to compromise the quality of one of our best selling products.

The positive outcome of needing to train people and learn as we went was that we really did do everything.  Cross-training employees to learn all aspects of the business has been beneficial and even permitted both of us to be out of the shop at the same time. 

The business has been a growth experience for our families, as well. Our husbands have fixed things, taken down walls, mounted shelves, installed ceiling tiles, and hauled product and equipment.  Our kids have all helped out, too, including cleaning, production and customer service.  They have learned first hand about a positive work ethic, commitment and sacrifice, which are values near and dear to our hearts.

Would we do it again?

Absolutely! 

Will we track our holiday orders and set up a more efficient system for filling the orders this year?  You bet!  In fact, we have already started putting some ideas in place.

Owning a business is hard work, but after working in corporate America, we both knew we wanted something that was ours.  In fact, it’s hard to believe we’ve been there a year.

 Joan Dameron is a Tucson-based freelance writer.