• A marine dealer celebrates employee tenure, turns retention into a competitive advantage
Alpin Haus was founded as a ski shop back in 1964 by Bud Heck and John Daly. By 1987, boats were added to the outdoor recreational dealer’s inventory. From that point on, whether it’s RVs, pools, snowboards or snowmobiles, the Hecks and their staff have had their fingers on the pulse of outdoor recreation community for more than 60 years. They know a thing or two about longevity and loyalty — from the perspective of their employees and customers.
But back in the 60s, Bud Heck might not have been thinking about his business as it sits today, with its seven locations that cater to all sorts of recreational enthusiasts. However, as the company has evolved — which included Andy and Greg Heck purchasing Daly’s share of the business in 1994 — Alpin Haus maintained its deep focus on relationships. In fact, even though some faces changed and people moved on over the years and their brand footprint grew, according to Andy the people who stayed continued to shape the culture.
“It started with my dad. As he got older, he began hosting luncheons for longtime employees — the people who helped him build the business,” stated Andy. “Eventually, we realized there were many more team members who had hit that 25-year mark. We started thinking, how many people do we have who’ve worked with us for 25 years or more? And what message does that send to the next generation?”
Andy’s question and because of his father’s idea and desire to create meaning inspired the Alpin Haus leadership to take action. A decision that formalized annual tradition for the Northeast dealership and one that could honor legacies and inspire the future workforce.
Building the 25-Year Club
The idea was simple. Create a meaningful event that acknowledged loyalty, longevity and family while creating lasting opportunities for connection, storytelling and historical perspective. This year was inaugural Alpin Haus 25-Year Club luncheon, kicking off what will become a company and family tradition — a once-a-year recognition and meal for current and former employees and their spouses. That’s correct, spouses, too!
“If someone’s worked here for 25 years, their spouse has played a huge role,” explains Andy. “Especially in retail — the busy seasons, the long hours — they’ve supported that career the whole way.”
The Culture That Keeps on Giving
Andy and Bud believe in recognition — it’s something the leadership has built into the dealership. Annually in January, the team hosts an award ceremony called the Alpies. The name sounds Oscars-like, but the celebratory event is more about honoring employees for performance, values and years of service than it is about Hollywood dramatics. Honest appreciation for team and family.
“The 25-year milestone is a crown achievement,” Andy said. “But we recognize employees every five years. We want people to see that we’re invested in them from the start.”
For new hires and those with a few years under their belts, the steady rhythm of gratefulness provides meaning and reinforces the dealership’s deep trust and respect.
“It sets the tone for younger employees,” said Andy. “They look around and say, ‘So-and-so has been here forever. This must be a great place to work.’”
Loyalty Breeds Leadership
“Some of our 25-year employees have been in management,” said Andy. “Others have just been in critical roles. Either way, they guide and teach by example. That kind of mentorship happens naturally when people stick around.”
While mentorship isn’t a formal program at Alpin Haus, the team’s ability to retain many of its key employees for the long term reinforces lasting relationships. In a modern era where workforce turnover and a lack of loyalty has been a significant pain point for dealers, Alpin Haus’s operational stability and cherished relationship efforts break down labor force barriers and builds cultural carriers or in-house advocates that help connect generations.
“When a 17-year-old comes in and works alongside someone who’s been here 30 years, it’s not like school anymore,” explained Andy. “They’re coworkers. There’s mutual respect and real growth happens.”
“Retention starts with culture. We focus on leadership development, stay interviews and anonymous employee surveys. We also create growth opportunities for people to move across departments based on their interests and strengths.” — Andy Heck, President & Co-Owner, Alpin Haus
Operationalizing Culture
Alpin Haus didn’t stumble upon its culture. Because of its operational awareness and genuine concern for its staff, the dealership fostered its culture intentionally. It hosts daily huddles and weekly department meetings and offers company-wide leadership training. Andy said they follow “Rockefeller Habits” to ensure values are truly lived, not laminated. For their systems, processes and KPIs, they use the education and takeaways gleaned from EO (Entrepreneur Organization) speakers/consultants, peer groups and overall learnings in general.
“Retention starts with culture,” said Andy. “We focus on leadership development, stay interviews and anonymous employee surveys. We also create growth opportunities for people to move across departments based on their interests and strengths.”
All of its annual employee surveys are conducted through a third party, allowing each team member to have a voice and the leaders to learn the pulse of what is, or is not, working.
“We look at the data every year,” said Andy. “And if something’s off, it’s usually a management issue — not an employee issue. Culture starts at the top.”
Customers Feel the Difference
When you take the necessary steps to build a culture you’re proud of and reinforce daily, you need to share it outside of the staff offices and breakroom. For Alpin Haus, its culture pours out into the customer experience.
“We talk about human connection all the time,” explained Andy. “When someone walks through our doors, we want it to feel like Cheers — where everybody knows your name.”
Andy explained that it’s no coincidence that some Alpin Haus retirees continue to stop in or commit to help out with projects. Their focus on culture also has paid dividends when a customer inquires about how retired employees are doing. This is what relationships are all about — developing loyalty both inside and outside of the dealership and going beyond product transactions.
A Playbook for Marine Retailers
Improving retention, strengthening culture and introducing mentorship to your crew can be challenging if it feels forced and phony. The lesson from Alpin Haus is simple: Start with your people. Celebrate them. And then repeat it annually. That’s the start of building a culture that creates purpose in someone’s life and creates meaningful life experiences for you, co-workers and customers.
“We want people to build careers here,” said Andy. “But even if they move on, we want them to leave better and send good people our way. That’s the kind of alumni network we want.”
To date, more than 30 employees have joined the Alpin Haus 25-Year Club.
Dealership Certification & ESS
At MRAA, we believe in showcasing these best practices — not just to inspire, but to help others implement. For instance, whether it’s starting an in-house “wins” feed in your communication system, building a 5-year milestone award or annual dinner for past and present crew who have been with your dealership for 25+ years, the path to retention is paved with recognition.
Want to create your own employee loyalty strategy?
The MRAA Certified Dealership Program includes an Employee Satisfaction Survey (ESS), giving your dealership real, anonymous insights directly from your team. They answer 33 questions that assess your culture, openly and honestly. In fact, Certified Dealers score 8% higher in ESS than non-Certified dealers.
Additionally, even if you’re not ready for Certification, you can create a cultural shift by asking these simple questions:
- Who’s your longest-serving employee? Have you thanked them lately?
- What milestones could you celebrate consistently?
- Where could you better share your team’s stories — internally or externally?
For more workforce-related content, visit the MRAA Spotlight page.
About the Author
Jerrod Kelley is Content Manager at the Marine Retailers Association of the Americas (MRAA), where he develops engaging editorial and educational content that empowers dealers across North America. With a focus on best practices, culture, digital marketing and other MRAA initiatives, Jerrod has written dozens of articles and guides to help improve both the customer and employee experience in marine retail.
Prior to joining MRAA in 2020, Jerrod spent more than 20 years in journalism, public relations and content development. He has worked in off-road media, photography, video production and brand storytelling. His well-rounded background as a writer and editor helps him bring fresh perspective and relatable insights to the marine industry. Outside of work, you’ll often find him playing baseball or basketball and fishing Minnesota’s lakes. He also enjoys spending time with his family — including a few opinionated cats.
Email Jerrod to connect or share your marine retail stories, wins and best practices.
