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: That’s the heart of our business, Bob. We don’t just sell products—we build partnerships that drive sales. For us, that means we take the time to understand each store’s unique needs and work alongside them. It all boils down to a single core belief: “When our customers succeed, we succeed.” We know the floral section is busy, and buyers simply don’t have time to constantly put out fires. That’s precisely where our legendary 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 everything is merchandised just right on the floor.

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.