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Customers rapidly adopted the concept due to its fashionable, take-with product. The value came from network of overseas contract factories. They produced unassembled furniture according to ''s specifications at a great price, and still maintained the high quality that consumers demanded. By sourcing directly and cutting out the middleman was able to keep costs down. By 1983 there were 13 stores in Canada and 36 stores in the United States. In late 1983, merged the United States and Canadian operations under Within one year, the operations turned a loss into a $500,000 profit. By 1986, profits hit $2 million. The focus and strategy were working. Sales and profits climbed and began replicating its retailing formula across the United States and Canada. In 1990, with over 200 stores, Tandy Brands changed the corporate name to The Company, The Look The style and tone of reflects a sophisticated look featuring classic and traditional furniture, as well as coordinating accessories and wall decor.

And because unassembled furniture took up so little space, the company didn''t need a lot of extra storage room. ''s ready-to-assemble furniture also provided immediate gratification: customers could walk out with what they wanted rather than wait weeks for delivery. In April 1980, he opened his first store with 35 styles of furniture. The pieces of the puzzle were all coming together. Sales in Canada were strong and soon needed more capital for inventory and expansion. At the same time, in the United States, Mr. Harper was negotiating and ultimately sold his mail-order business to wood Tandy Brands, Inc., a holding company in Fort Worth, Texas. Tandy Brands coincidentally also felt the ready-to-assemble furniture concept was a potential retail store homerun and opened its first two stores in 1980 followed by a handful of additional stores to test various markets. Realizing the huge potential of the concept, Tandy Brands wanted to own the concept for all of North America and, in 1981, bought the Canadian rights from with continuing blinds to manage the Canadian operation.recipe for success was convenience, value and fashion.

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