The lights have dimmed in High Point, but the echo of Market still hums through every inbox, shipping dock, and A/R ledger. Across 11.5 million square feet of showroom space, optimism ran high—strong retailer traffic, upbeat conversations, and cautious confidence.

High Point Market Authority reports Fall attendance just under Spring levels, with large‑retailer attendance up nearly 7% and new‑buyer companies climbing almost 3%. Exhibitors were “pleasantly surprised,” but most noted that this Market was more about planning than purchasing.

That’s the real takeaway: fewer orders are being written at Market. The event has evolved from a buying show into a planning show—a strategic checkpoint where retailers test programs, confirm open‑to‑buy budgets, and gauge consumer appetite before committing.

For home furnishings and accessories suppliers, the real work begins now—turning Market optimism into paid invoices.

FMCA members have the edge: peer‑verified, industry‑specific trade data shared among 70+ leading suppliers and 300+ experienced credit professionals who monitor real payment behavior across the furniture channel. It’s not rumor—it’s intelligence. It’s members helping members turn opportunity into cash.

Market participation isn’t just expensive—it’s an investment before the first invoice ever prints.

• Showroom rent & build‑out: $20,000–$100,000+
• Freight & setup: $5,000–$15,000
• Samples & prototypes: $10,000–$40,000
• Marketing, catalogs, and displays: $5,000–$30,000
• Travel & lodging: $10,000–$25,000
• Hospitality & catering: $20,000–$45,000+
• Staff time & commissions: substantial

It’s common for exhibitors to pour $100,000+ into each Market cycle. Every handshake, canapé, and cocktail hour is part of that investment—yet very little is spent on risk mitigation.

Furniture inflation remains elevated; retail traffic is uneven and big‑ticket purchases lag. Many retailers this Market focused on delivery backlogs and cautious reorder pacing rather than writing new POs. Suppliers are spending more to sell into a slower‑moving market—so every extension of credit is an exposure that demands protection.

Retailers use open‑to‑buy (OTB) budgets to plan future inventory—a tool that projects what they want to buy, not necessarily what they can buy.

When floor traffic softens, tariffs squeeze margins, or freight bills spike, OTB contracts quickly. This Fall, many buyers evaluated assortments and negotiated programs but waited on Q4 results before finalizing commitments.

For suppliers, the risk is mistaking enthusiasm for solvency. OTB may be a green light on paper—but if cash flow hasn’t caught up, it won’t fund your invoice.

FMCA Interchange separates intent from ability using real‑time, peer‑verified trade data:

• Average Days Beyond Terms (DBT): Is timing slipping?
• Amounts Owed and Amounts Past Due: Are balances already stretched?
• High‑balance trajectory and Last Sale Date: Expansion or over‑extension?
• Neutral timing remarks: “partial posted,” “promise rolled,” “NSF returned”

Sales and credit aren’t at odds—they’re two sides of the same goal: profitable growth. FMCA data gives sales teams the confidence to pursue opportunities responsibly, with the insight to structure terms that protect both the relationship and the revenue.

• Reps can quote terms backed by actual industry payment behavior.
• Accounts that might otherwise be declined can move forward with structured “Yes—If” conditions.
• New customers can be nurtured safely with quarterly FMCA reviews to expand exposure as performance proves out.

FMCA doesn’t just protect sales—it enables them. By keeping retailers from becoming overextended, FMCA helps sustain their buying power, protect supplier margins, and ensure commissions stay earned and paid. It’s the bridge between opportunity and safe execution.

Here’s the quiet reality: many retailers are funding operations through supplier credit. As costs climb and margins shrink, vendor terms become a lifeline—and a liability. It’s the familiar “robbing‑Peter‑to‑pay‑Paul” cycle: one supplier gets paid when another waits.

• Yes—if exposure scales gradually with posted performance.
• Yes—if deposits stay in place until DBT normalizes vs. peers.
• Yes—if credit is reviewed quarterly through scheduled FMCA reports.
• Yes—if shipments align with posted payments during promo and delivery pushes.

Why this matters: Using furniture‑specific insight to set responsible limits keeps retailers on plan today and preserves the relationship for tomorrow’s growth. Guardrails prevent over‑extension, reduce disputes, and keep programs healthy so wins don’t turn into write‑offs.

FMCA’s Final Demand Notice is a member‑exclusive tool issued through the FMCA portal. It carries the professional credibility of the FMCA membership roster while remaining fully antitrust‑compliant: each notice is sent by the individual member, acting independently, using FMCA’s standardized format—no coordination or joint pressure.

It’s not a threat; it’s a formal, courteous reminder that your company is part of a respected network of industry suppliers who value fair, timely payment. The right moment to use it is when payment behavior breaks pattern, or when Interchange trends show peers beginning to report fresh past‑dues.

Credit bureaus measure capacity—what a business could pay if everything goes right. FMCA measures behavior—how retailers actually pay home furnishings and accessories suppliers. Interchange provides Amounts Owed, Amounts Past Due, Average DBT, High‑balance trajectory, Last Sale Date, and neutral timing notes. Blend these furniture‑channel facts with your own history for the clearest, most compliant view of risk.

FMCA isn’t a generic bureau—it’s a trusted community. Over 70 leading home furnishings and accessories suppliers and 300+ credit professionals share factual, peer‑verified trade data that identifies which member reported the line. Members can see which peers are reporting payment behavior—real supplier experiences in real time.

All shared data remains past‑tense, factual, and antitrust‑compliant. Members use the information independently to make their own credit decisions—no coordination, no joint action—just better visibility.

FMCA turns collective knowledge into individual confidence—protecting margins, preserving relationships, and helping suppliers make profitable sales with eyes wide open. When invoices convert to cash, commissions stay earned, and programs stay intact.

Until funds clear, every invoice is an investment at risk. Suppliers pour money into Market—freight, showrooms, travel, samples, and receptions—but ROI depends on one thing: turning orders into posted payments.

• Amounts Owed and Amounts Past Due across multiple peers.
• Average DBT drift as the earliest distress signal.
• High‑balance and Last Sale Date to separate growth from over‑extension.

Every report costs $16. Every missed warning can cost thousands. FMCA’s return is measured in collected dollars, preserved margins, and avoided write‑offs.

© 2025 Furniture Manufacturers Credit Association (FMCA)