Bob Callahan: Elissa, E&R Sales has a truly clear vision: making it easy for supermarkets to sell balloons and, in your words, helping retailers “create those moments of joy for their customers.” But how do you go beyond just being a supplier to make that happen?

Elissa Mast: The shipping of the balloons is the easy part. It’s the “what” and “what next” that sets us apart. For us, that means we take the time to understand each buyer’s unique needs and work alongside them. Balloons represent less than 10% of floral sales. It would be silly for us to think the buyer has a lot of time to think and strategize on our category. The floral buyer must focus on fresh—so we focus on balloons so it all gets done. Buyers are stretched so thin—so much to do each day. We try to take as much off of their plate as is possible. That’s precisely where our extraordinary concierge service comes in.

Eliminating Stress: The True Concierge Experience

BC: When people hear “concierge,” they might picture a buyer scrambling to track down a shipment of “Happy Birthday” balloons. But you aim to eliminate that stress entirely, right?

EM: Exactly. When we say concierge service, we mean buyers don’t have to chase details—we handle them. Our goal is to essentially act as a helpful extension of the supermarket’s own staff. That means we cover everything: planning the seasonal assortments, managing complex shipments, and making sure what floats in department was strategically designed.

BC: So, what’s the real payoff for the buyer?

EM: The payoff is time and profit. Buyers spend less time wrestling with admin and constant problem-solving, and more time focusing on bigger strategy—all while their balloon section enjoys smoother operations, stronger sales, and better margins. We’re removing the day-to-day friction.  

The Science Behind High-Turn Inventory

BC: Let’s talk about inventory. How do you keep the balloon aisle simple, profitable, and running smoothly? You call it a turnkey program built on data.

EM: That’s right, it’s built on data, not guesswork. When we look at an underperforming balloon aisle, we often spot the same issues: there’s too much variety, the wrong items taking up valuable space, and employees ordering based on personal preference rather than performance data. The solution is actually counterintuitive: balloons don’t need endless variety—they need the right variety.

BC: So, you use data to strategically reduce the choices?

EM: Precisely. We use data-driven inventory control to make sure the best-sellers are always in stock, which cuts down on slow-moving inventory and the costly problem of shrink. By applying the science of planogramming and merchandising, we ensure every single slot on the display is working hard and earning its space. The result? Higher turns, fewer markdowns, and a clean, profitable category that simply runs better. It turns out that bringing joy to customers starts with bringing clarity to the supply chain.

BC: For a high-volume supermarket chain where speed and space utilization are critical, how does your product and service strategy, and high-impact merchandising displays, ensure maximum sales per square foot while driving high-margin impulse buys and minimizing labor and spoilage costs for the operator?

EM: Supermarkets often let floral associates choose balloon styles, but we take a data-driven approach. Our system ensures the right mix is in every store, balancing associate preferences with SKU rationalization. Associates may push for niche designs (like “Happy 16th Birthday”), but customers either select another option or trade up to number balloons—a higher-dollar sale.

Many think the job ends once the planogram and SOP are set, but for us, that’s when the real work begins. We build a customized execution engine for each customer, taking on the planning burden and providing weekly tools laser-focused on what should be floating and where. Anyone can ship a balloon—our value is in what happens once it reaches the store.