St. Lucia Business Focus 57

Issue No. 57

May/june 2011

Baywalk: The Legacy

"Supermarket, Hardware, Wholesale Meats & Drinks, Variety Store"

GLACE SERVES UP MORE THAN JUST THE BEST BREAD IN ST. LUCIA. WE ARE THE ONE-STOP, BETTER VALUE, SHOPPING OPTION.

Coming Soon!

Glace Loyalty Cards

Tel: 758 452 8814 New Location: Bridge Street, Castries Other locations: Marisule, Bella Rosa & The Rodney Bay Marina

No. 57

BF May/June2011

Contents

FEATURES Cover Story 47. Baywalk: The Legacy 70. Two Decades of Jazz and World

Music

REGULARS

Editor’s Focus

04.Dollars and Sense

06. Business Briefs Business Tech

10. Computer Security 12. Microsoft to Acquire Skype

Money Matters

14. How Does the Budget Affect You? 18. Disappointing 2010 for Sagicor 20 The Secret to Equity Investing

In The Know

EXTRAS

Business Spotlight

38. Automotive Art - Car Care Tips 40. Harris Paints – In the Community 42. NFGCCW – Our Vision 44. Bonne Cachille: Positive Thinking

Bizz Buzz

80. Air Wars Dot Caribbean Skies 82. Emerald Villa: Vieux Fort Family Unveils Exciting Project 84. SLISBA hosts An Evening of Elegance and Inspiration 88. Carnival safety

Health & Wellness

22. Improving Profitability and 90. ABC of Diabetes competitiveness…

24. Three Ways to Market Smaller in 2011 92. Events 2011 26. Four Common Mistakes in Launching 94. Major Moves Your Business 28. The Big Picture 98. New Company Registration 30. Identifying the Source of Your Customer’s Frustrations 32. Emotions Not Meant for Business

Profile Focus

34. Michael Chastanet: The Life of a Home grown Entrepreneur

BusinessFocus May/June

| 3

EDITOR’S PAGE

Dollars and Sense This edition of BF, our third for the year, comes in the very middle of 2011.

The National Budget has been presented by the Prime Minister; post-Hurricane Tomas reconstruction is under way in some areas; and the 20th annual Jazz Festival is over.

But with half the year still to come (and go), it’s the best time to review and preview the year to date. This issue offers multifaceted coverage of the 2011-2012 Budget Address and the Estimates of Revenue and Expenditure from international, regional and national perspectives, offered by wellplaced persons representing Government, Corporate and other Private Sector interests.

We review the historic 20th St. Lucia Jazz Festival and offer both historical and actual perspectives of what has been acknowledged as the Caribbean’s leading and most popular music festival and why it’s been so successful, year after year.

The St. Lucia Industrial and Small Business Association (SLISBA) held its first annual awards ceremony this year to honour outstanding members – and what an event it was.

In this issue, we offer a colourful glimpse at who said and got what at an impressive ceremony that none who attended will ever forget.

The year has so far seen many movements in the airline industry featuring everything from new airlines and new flights to new ticket taxes -- and the introduction of the region’s first low cost carrier, RedJet. This issue offers not only a review of the air wars dotting Caribbean skies to date, but also offers hope of more low cost carriers and more established North American airlines flying the Caribbean’s ways before year’s end.

Our major feature in this issue is the birth of the Baywalk Mall – the largest single investment by a single family in St. Lucia. The mutli-million-dollar project has already become the gateway to Rodney Bay. But, more than that, it has shown how one business family is changing the face of the family’s business.

The Chreiki business clan has been operating here for several decades. Since the first of five brothers landed here in 1963, it’s become a home-grown St. Lucian business that started with one store as part of a building on Chisel Street and has expanded in the last two decades to include the several businesses that comprise the Chreiki brand.

The Baywalk Mall is testimony of the confidence the Chreiki family has in St. Lucia; and the response to its opening has been the expected acknowledgement of St. Lucia now displaying the biggest, most spacious, most modern and convenient shopping facility in the entire OECS. What the Chreikis have done with Baywalk Mall is a fitting tribute to the legacy of the family’s business acumen. It shows how they have been able to properly and fruitfully mix dollars and sense over the years. But Baywalk Mall is also the big baton that’s passed from father to son, from the older generation to the new generation of 100% St. Lucian Chreikis.

This edition includes all the regular feature sections covering all aspects of money matters, letting you in on the latest business buzz, putting you in the know about the latest major business moves and informing you of which new companies were formed since our last issue.

The stories between the covers in this edition offer business decision-makers some of the information needed to make those decisions that will impact their businesses in the middle of a year that started in Tomas’ shadow and may very well end with general elections. Whatever happens, we’ll be there to inform you through our next three editions. But while we plan the pages and gather the information business-makers will need to help make better decisions, take time off and enjoy reading this issue, which was prepared especially with you in mind, no matter what your business. Happy reading!

Lokesh Singh Publisher / Managing Editor BusinessFocus May/June | 4

BUSINESSFOCUS Business Focus magazine is published every two months by Advertising & Marketing Services Limited (AMS), Saint Lucia.

Publisher / Managing Editor Lokesh Singh email: lokesh@amsstlucia.com Graphic Designer: Donald Brower Advertising Sales: Cennette Flavien | Hudson Myers Webmaster: Advertising & Marketing Services Photography: Video Ventures | Advertising & Marketing Services Contributors: Earl Bousquet | Betty Combie | Brian Ramsey First Citizens Investment Services | Pilaiye Cenac Harvey Millar | Rashid Jean-Baptiste | LIME | SLASPA Dr. Tanya Destang-Beaubrun | Habib Chreiki Advanced Intellectual Methods | Business Guardian Editorial, Advertising, Design & Production: Advertising & Marketing Services P.O. Box 2003, Castries, Saint Lucia Tel: (758) 453-1149; Fax: (758) 453-1290 email: ams@candw.lc www.amsstlucia.com, www.stluciafocus.com Business Focus welcomes contributions from professionals or writers in specialized fields or areas of interest.

Reproductionofanymaterialcontainedhereinwithoutwrittenapproval, constitutes a violation of copyright.

Business Focus reserves the right to determine the content of the publication.

On The Cover: Mr.Maher Chreiki & Habib Chreiki Developers and Operators of The Baywalk Mall

INTEGRAL HEALTH CARE MEDICAL CLINIC

Rodney Bay Medical Centre A New Approach to Family Health Care

Providing Medical Care for The Entire Family

Rodney Bay Medical Centre

FAMILY PRACTICE & WALK IN CLINIC * NO APPOINTMENT NECESSARY Providing Acute and Chronic Care for Adults and Children and Urgent Care of Everyday Emergencies • Family Practice • Walk–in Clinic • Complete Medical Physicals ECGs • Executive Medicals • Acute & Chronic Care • Medicals for Insurance & Driver’s License • Well Woman Care • Pap Smears • Breast Exams

• Contraceptive Advice • Antenatal Care, Breast Feeding Management • Well & Sick Baby & Child Care • Immunizations, Flu vaccines • Adolescent Health Care • Satya Integrative Medical Services • Food Allergy Testing

Specialist Consultants including:

• General Surgery • Dermatology • Pediatrics • Ear Nose & Throat Specialist Unit

Radiology Unit offering: • X–Rays

• Ultrasounds

Lab Services:

• Consultant Pathologist & Laboratory Testing • Expanded Services and Operational Hours

New Services:

• Counsellor / Psycho-Social Therapist • Nutritionist • Health Coach • Podiatrist • Life Coach Functional Medicine Assessment with Biological Terrain Testing and Clinical Microscopy

Our Clinic is within walking distance of all Major Pharmacies

Rodney Bay, Gros Islet, P. O. Box RB 2305 Tel: (758) 452 8621/ 45-DOKTA Fax: (758) 452 0785 Email: docb@candw.lc

BF No. 57

BUSINESS BRIEFS News In Focus Govt freezes fuel price for one month

Notwithstanding encouraging signs of reductions in global oil prices at the time, the Prime Minister urged St Lucians to use all possible measures to conserve fuel, in order to limit the adverse effects of higher prices on their personal budgets and on the national import bill.

ECCB governor predicts further fuel price increases The price of gasoline and diesel in St Lucia was temporarily frozen in May as the government responded to calls to cushion consumers from the escalating price of oil.

Prime Minister Stephenson King said May 13 the excise tax on gasoline had been reduced by 36.7% while the duty on gasoline was cut about 15.67%. That was to result in a reduction in the revenue earned by government from the tax, but the prices of gasoline and diesel remained unchanged at $15.38 and $15.57 a gallon, respectively.

He said the decision to keep the retail prices of gasoline and diesel unchanged was taken despite the continuous increases in the import price of fuel between March and April.

“During that period, the imported prices of gasoline and diesel increased by 13.4% and 4.6% respectively,” he said.

“However Government has decided to absorb the increases by reducing its tax revenue.

“The public should note that without the reduction in the excise tax, the retail price of gasoline would have increased to $16.48 a gallon and diesel to $16.04 a gallon.”

The Prime Minister said the reduction would remain in effect for one month and will be reviewed each month thereafter.

He said the decision was based on government’s responsibility and commitment to protect local consumers even amidst international pressures.

“We have taken these steps out of concern over the adverse impact of rising fuel prices on consumers in general, on the productive sectors of the economy and on the poor and vulnerable,” King said.

Based on the pass-through mechanism, he added, prices will be reviewed for the next adjustment date of Monday June 6, 2011.

BusinessFocus May / June

| 6

Eastern Caribbean Central Bank (ECCB) Governor Sir K Dwight Venner is predicting that the price of fuel at pumps in Antigua and Barbuda will rise even further than the steep increases that took place in the second half of May. Sir Dwight was addressing the monthly luncheon of the Antigua and Barbuda Chamber of Commerce at the Jolly Beach Resort on May 19.

Speaking on the theme, “Opportunities for Economic Development Within an OECS Economic Union”, he said government subsidies are certainly not the way to go when it comes to efforts aimed at keeping fuel prices down.

The central bank governor said when he arrived at VC Bird International Airport the day before his speech, a friend shouted to him that the price of gas was now more than EC $16 a gallon in the country, to which he responded by “assuring her that it will go higher.”

He added that “Everyone is calling for government in the region to put a cap on oil and subsidize it, but that will just pass from one set of people to another set of people called taxpayers, so that’s not the way to treat that one.”

Quizzed about whether the passthrough pricing mechanism was the best option, and if he considered it to have worked satisfactorily, Sir Dwight’s reply was largely a restatement of his obvious aversion to fuel price subsidies.

“In the circumstances it (the pass

through) is much superior to the subsidy,” he said.

He went on to explain that “There are three areas that give public policy people real nightmares – cooking gas, public transportation and electricity; and the issue is how can you ameliorate the effect (of fuel price increases) on those areas, because we have people in the society who are low income.

“And so you have to scratch around, but at the end of the day, we don’t control the prices. So what is the best or least cost way of giving a subsidy to people who are really hit hard in these circumstances? It’s a very difficult thing.”

Asked if he felt that adjusting or eliminating the excise tax would help, Sir Dwight said this was an even less certain route.

St Lucia PM wants quicker movement on economic union issues

St Lucia PM wants quicker movement on economic union issues Leaders of the Organisation of Eastern Caribbean States (OECS) have been told that they must seek to expedite several of the measures contained in the agreement establishing an economic union within the sub-region within the next 12 months.

St. Lucia’s Prime Minister, Stephenson King, the incoming OECS chairman, told the opening ceremony of the 53rd Meeting of the OECS Authority on May 19 that it was necessary to bring to completion the project on free movement of the people of the sub-region “so that one of the fundamental promises of the economic union can be realised.

“That is , the right of our people to fulfil their desire to move easily and unrestrictedly within the space of the Union, without being treated with suspicion, without undue formalities and interrogations, without imposition of unwarranted limited time to stay.

“This OECS space must be seen as our

BF

BUSINESS BRIEFS

No. 57

News In Focus house, within which we can move freely and easily from room to room, and partake as a matter of right of the benefits that that house have to offer,” King told the ceremony.

He said another important work must include advancing the completion of the integration of the sub-region’s market for the production of and trade in goods and services, by identifying and removing all the obstacles, whether these are institutional, administrative, or legal.

“Over the year we must move to significantly establish a real single economic space. However, we must not just put the arrangements in place. We must make that space begin to work. We therefore have to intensify our approaches and our efforts to common action in the productive sectors, including tourism, agriculture, processing and manufacturing, and across the range of services, which our single space enables to be undertaken. “ We must see how best we can combine our physical and human resources to our fullest competitive advantage. We must look at what we have to do to enable goods imported into the economic union to move freely once they have passed an initial customs point. We must attend to these matters over the next year,” King said.

He said while he is aware that preliminary work has been done on several of these areas, and that there are recommendations for consideration by the leaders “we must take action, and not just remain stuck at the point of recommendations or good intent.”

King said that the recent recession had a significant impact on the sub-region, but appealed to his fellow leaders to ensure that their financial contributions to maintaining the organisations are kept.

Building Business Blindly!

LIME to create history

The St. Lucia Blind Welfare Association (SLBWA) has launched an interesting new business initiative – to help blind and visually impaired persons to become selfemployed.

With the blind and visually impaired perhaps the most prone to being unemployed and deemed unemployable, the SLBWA set out to encourage its members who so wish, to be come self-employed. To this end, the SLBWA announced early in May that it was prepared to provide funding for projects ranging between $500 and $1,000.

Executive Director Anthony Avril said members had interesting ideas and based on the results of an earlier pilot project, the SLBWA had sought and got funding to proceed with the current phase of inviting blind and visually impaired persons with business ideas to come forward for funding.

Sandals will hire Monroe tourism studies graduates

The Sandals Chain has indicated it will be prepared to assist in employing graduates f the tourism studies unit at St. Lucia’s branch of Monroe College. This was announced in April, bringing relief to the many students at the institution who have been concerned about employment opportunities as the tourism industry goes through its convulsions. The St. Lucia campus of Monroe, located at Barnard Hill, recently established a tourism studies unit that has already released its first batch of graduates. Students at that unit learn subjects aimed at preparing them for the industry.

First to Bring 4G Mobile Technology to the Caribbean The Caribbean region will soon be classified among some of the world’s leading economies with the introduction of LIME’s cutting edge fourth generation (4G) mobile technology, set to revolutionise its mobile networks across the Caribbean and once again, distinguish the company as the first to introduce this technology to its customers throughout the region.

To coincide with the observance of World Telecommunications Day on May 17, the telecommunications and entertainment company used the platform of a glitzy launch at the Ritz Carlton Hotel in Grand Cayman to announce a US$80M investment to finance major improvements to its regional mobile networks.

The network upgrade will enable LIME’s customers to access blazing fast Internet and numerous sophisticated data services on their wireless devices.

The new technology will be introduced in Grand Cayman this summer, then gradually rolled-out across the rest of the region.

Over the next 18 months, LIME’s existing mobile networks will be upgraded from 2G technology to EDGE in all markets, except Jamaica, where a 3G upgrade was completed earlier this year.

In numerous locations within the selected markets, LIME will be deploying 4G technology which will catapult its Caribbean networks into the realm of those in some of the world’s largest economies.

With 4G, LIME’s mobile subscribers will have the power to instantly send and receive large files such as videos, music, graphics and photos from enabled wireless devices including mobile phones, tablets, laptops and netbooks.

LIME’s customers will also be able to enjoy real-time online activities including video streaming, online gaming and social networking while on-the-go all at the same time as making a phone call.

BusinessFocus May / June

| 7

BF No. 57

BUSINESS BRIEFS News In Focus OCM launches new SuperStation

One Caribbean Media Ltd (OCM), the indigenous pan-Caribbean media company, has officially launched its new Caribbean SuperStation.

The new station is a part of the group’s OCM Network, which currently operates radio stations in Trinidad and Tobago, Barbados, St Lucia, Montserrat, Antigua and Barbuda, St Kitts and Nevis and the British Virgin Islands.

OCM Network chief executive officer Victor Fernandes said online listeners will have access across the region to a professional news and information service, as well as programming that is reflective of Caribbean culture.

“It offers an opportunity never presented before,” with an audience in the territories of the Caribbean, Fernandes said.

Following the launch, listeners were able to tune in to CSS in Barbados, Grenada, St Lucia, Montserrat, Antigua and Barbuda, the British Virgin Islands and St Kitts and Nevis.

The CSS, through its radio and television presence, from one platform, will offer advertisers the opportunity to address multiple audiences through a single tool, he added.

“It is not just music, but news and cultural events and festivals. It will be the ‘goto’ station for Caribbean news.”

Ahead of the station’s launch, Fernandes said the OCM Network must continue to work closely with regional governments to ensure the future success of the station.

“We fully expect that the governments of the Caribbean will support our initiative, even though the support has, so far, been slow in coming.

“We have applied to a number of governments in the Caribbean for licences, including the governments of Trinidad and Tobago, Barbados and Antigua and Barbuda, in our desire to more fully serve the needs and expectations of Caribbean BusinessFocus May/June 8

people and to further the cause of regional integration and cooperation.

“We feel encouraged though by the recent calls from political leaders and social commentators across the region for some entity to step in and fill the breach that will be left by the closure of the BBC Caribbean service.

In light of these events, our group feels an even more urgent sense of our responsibility to serve the region in this regard,” he said.

The Caribbean SuperStation can be accessed online at yourcss.ocmnet. net.

OCM is the parent company of the Trinidad Express Newspapers, TV station CCNTV6 and Hott 93FM in Trinidad and Tobago, as well as other Caribbean media entities.

Saint Lucia welcomes second daily American Eagle flight

American Eagle commenced a second daily service between San Juan Luis Muñoz Marín International Airport (SJU) and Saint Lucia’s George F.L. Charles Airport (SLU) in mid-April, further enhancing convenience for passengers flying to the island from the USA. The service departs San Juan at 11:50am and arrives in Saint Lucia at 1:40pm and then departs Saint Lucia at 2:30pm to arrive back in San Juan at 4:30pm.

The other daily American Eagle flight leaves San Juan at 8:00pm and arrives in Saint Lucia at 10:00pm, and leaves Saint Lucia at 8:30am and arrives in San Juan at 10:30am.

Saint Lucia’s George F.L. Charles Airport is conveniently located in the island’s capital, Castries, and is only 15 minutes from the hotels in the North and the popular Rodney Bay Village area.

“This increased service allows more accessibility to Saint Lucia from a number of markets serviced by American Airlines with connections in San Juan,” said Louis Lewis, Director of Tourism for the Saint Lucia Tourist Board.

“Now travelers have even more options for getting into Saint Lucia; and, depending on the location of their accommodations, they can fly into the North or South of the island,” he added.

New daily non-stop BA service spells wonders for island’s airlift

Saint Lucia’s Tourism Director says the island is hoping to benefit significantly from a 40% increase in airlift capacity from the UK with the commencement of daily nonstop flights from long haul carrier, British Airways (BA).

The increased airlift sees BA offering passengers a daily service to the island, representing an increase from the previous five-time weekly frequencies in place for the 2010 winter season.

The Saint Lucia Tourist Board (SLTB) welcomed the good news.

Director of Tourism, Louis Lewis, explained, “This essentially means that UK holidaymakers can escape to the paradise isle every day of the week. This shows the commitment of the airline to the island on the back of very positive capacity figures for 2010.”

The new British Airways summer schedule from London Gatwick Airport to Hewanorra International Airport, for the first time, is offering a four-class, onboard service on flights Wednesday through Saturday.

The new deal allows tour operators and agents to offer customers a choice between First, Club World (Business Class), World Traveller Plus (Premium Economy) or World Traveler (Economy).

“This additional airlift augurs well with plans at making the island more accessible to travelers from the UK and wider Europe.

With this additional capacity, we hope to recapture the arrival figures enjoyed in 2005 that represents our best year on record from that market,” Lewis said.

The UK remains Saint Lucia’s second largest source market with arrival figures reaching 67,417 in 2010.

We are HELPING St. Lucia PULL OFF our Biggest Music Event!

Behind the scenes of With

Computing * Printing * Document Management Stationery Solutions

Vide Bouteille P.O. Box 102, Castries, Saint Lucia Tel: (7580 456-6500 FAX: (758) 456-6508 Website: www.jebergasse.com * Email: info@jebergasse.com

BUSINESS TECH

OFFICE NETWORK SERVER:

IS IT NECESSARY?

“Do we need to acquire a server?”

This question is usually asked by small businesses that are using one or more computers and that are in the process of expanding. My response, just like the response to many difficult questions, is “it depends.” In this article I will explain what a server is, I will provide alternatives to acquiring a server, and I will mention some of the factors that the decision to acquire a server depends on.

A server is a computer designed to process requests from multiple computers (clients) over a local area network or the Internet. It is a lot more powerful than a regular desktop computer in terms of its CPU (Central Processing Unit), the amount of memory, and the size of its hard drive(s).

A server performs one or more roles and five popular roles are: File, Email, Web, Database, and Print.

There are three alternatives to acquiring a server for your business: 1: The Cloud. This refers to servers that are maintained by others. The two biggest players in this space are Microsoft and Google but there are many other smaller players. In most instances a basic service is provided which is free to the end user and there are premium services which users pay for on a monthly or annual basis. The most popular services here are – Gmail/Google Apps from Google and Hotmail/Business Productivity Online Suite (BPOS) from Microsoft.

BusinessFocus May/June | 10

2: Existing Desktop: It is possible to utilize an existing desktop which is already dedicated to one user as the server. As long as this desktop has enough power there should be no issues in serving the needs of that one user and the particular server role that it performs.

3: Dedicated Device: These are devices which come prepackaged and usually perform one function. They do not have the same user interface or power as a server and are typically a lot cheaper.

An example here is a print server device which comes in a small box to which you can attach multiple printers.

Some of the factors to take into account when determining whether you should acquire a server are: 1: IT Needs: What do you really need from an IT (Information Technology) perspective? It is extremely important to start with what you need and work your way forward on how IT can satisfy those needs. Many people make the mistake of starting off with what is available and working backwards to what they need.

What happens most times when this is done is that you end up getting what you don’t really need.

2: Size: How big is your organization?

More importantly: how many computer users will there be in your organization?

If there will only be under five computer users and very little collaboration between those users then a very

inexpensive dedicated device may be the way to go to satisfy any server needs.

3: Internet Connectivity: How expensive and how reliable is the Internet Connectivity to your office? If you have a low level of confidence in your Internet connectivity then it may make sense to acquire an office server to host the majority of server functions in-house as opposed to in the cloud.

4: Budget: How much money can you afford to spend on your IT infrastructure?

The initial investment in an office server is usually high and at times it does make sense to venture into the cloud because of the relatively low initial cost.

5: Control: How important is it to you to have 100% control over your IT data / resources? When your resources are hosted on a server(s) in your office you typically have a lot more control over these resources. On the flip side, with more control comes more responsibility in ensuring that these resources are always up and running and accessible.

The above are just some of the factors that should be reviewed and discussed with your IT Consultant so that the most optimal solution can be selected for your environment. Each environment is unique and the answer to whether an office server should be acquired depends on the uniqueness of the environment. BF About the Author: Rashid Jean-Baptiste is the Managing Director of West Technology Group Inc.

Cocktail

Cocktail Campari Cooler

Ingredients: 1 1/4 oz Cabo Wabo Tequila Reposado 1/2 oz Campari 1 oz Freshly-squeezed lemon juice 1/2 oz Grand Marnier 1/4 oz Agave nectar 1/8 oz Grenadine top with 7-Up or Sprite

Distributed by Brydens & Partners Ltd.

Campari Shakerato Recipe Ingredients 4 dashes Lemon Juice 1 oz Campari Bitters 1 twist Lemon Peel Best served in a Cocktail Glass

BUSINESS TECH Microsoft & SKYPE CEOs address the media

Microsoft acquires Skype

$8.5b deal will bring online calling to many more devices The software giant’s $8.5 billion purchase of the Internet voice chat company Skype Inc. will give consumers a host of new online telephone services, built directly into Microsoft’s industry-dominating software products.

“Talking to friends and colleagues around the world will be as seamless as talking to them across a kitchen table or a conference room,’’ Microsoft’s chief executive, Steve Ballmer, said yesterday at a news conference.

Microsoft’s Windows Live Messenger software already lets people talk to each other over the Internet. But by adding Skype to its stable, Microsoft picks up an additional 660 million voice chat subscribers worldwide. Microsoft also stands to make Skype even more popular by integrating it into its best-selling products, including the Windows computer operating system, the Office productivity suite, and the Xbox 360 home gaming system.

“I think it is good for consumers,’’ said Zeus Kerravala, senior vice president of research at Yankee Group in Boston. “You will start seeing more Skype showing up in more places.’’

For example, Microsoft’s popular Kinect motion-based video game controller for the Xbox 360 gaming console already features Internet-based video chat. The system allows users to talk to any other BusinessFocus May / June

| 12

user of a Kinect device, or to users of Microsoft’s Windows Live Messenger software for personal computers.

If Microsoft adds Skype to the Kinect, users could hold video or audio chats with any of hundreds of millions more users. And those with paid subscriptions to Skype could make voice calls to any phone, anywhere.

Consumers and small businesses could also benefit with the blending of Skype and Microsoft Outlook, the popular address book and calendar program found in Microsoft Office. A user could look up a friend in the Outlook address book, then launch a voice or video call directly from the computer by clicking a Skype icon. Microsoft already sells this kind of “unified communications’’ software to big companies. With Skype, it could deliver the same service to nearly everybody.

But Microsoft will find it tough to recoup Skype’s purchase price.

“It just seems like an awful lot of money,’’ said Mike Cherry, lead analyst at Directions on Microsoft, an independent research firm in Kirkland, Wash., that tracks the company. “I’ve never understood the business model of Skype.’’

While 170 million Skype subscribers use the service every month, the overwhelming majority use it to make free voice calls to other Skype subscribers, through their desktop computers or smartphones.

Skype collects some revenue from its paid service, which lets callers dial traditional landline phones or cellphones anywhere in the world, but that has attracted fewer than nine million customers, and the company reported a $7 million net loss for 2010.

Kerravala said forcing current Skype users to pay is a nonstarter, especially since companies like Google Inc. and Yahoo Inc. offer free calling services. “If Microsoft disrupts this and tries to charge for it,’’ he said, “people won’t pay for it anymore.’’

Skype’s chief executive, Tony Bates, who will head the new Skype division at Microsoft, said the company will generate cash through on-screen advertisements.

Irene Berlinsky, senior analyst at IDC Corp. in Framingham, said Microsoft will need to tackle one of the biggest problems in Internet voice and video: the lack of a single technical standard to allow different chat products to work together. “They need to do more interoperability for this to take off,’’ Berlinsky said. “Every platform needs to talk to each other.’’

In the long run, she said, enabling Skype users to communicate easily with those using rival products will make the service more useful and more popular with consumers.

By Hiawatha Bray (bray@globe.com). BF

METRIC IS THE WAY TO GO

METRIC SYSTEM

The following prefixes are based on powers of 10. What does this mean? kilo

hecto

deca

Base Units

meter gram liter

— From each prefix every “step” is either

deci

centi

milli

Have Fun with Metric!

10 Times larger or

How many grams are there in a kilogram?

10 Times smaller

How many kilograms are there in a tonne?

— For example Centimetres are 10 times larger than millimetres 1centimetre = 10 millilitres

for more info email us at: metcentre@candw.lc

How many millilitres are there in a litre?

How many millimetres are there in a metre?

How many metres are there in a kilometre?

How many litres are there in a cubic metre?

Excellent! you gained

1000 points Lets Go Metric!

How Does the Budget Affect You?

MONEY MATTERS

Annual budget reviews are important exercises to feel the pulse of public reaction to the government’s estimates of revenue and expenditure and its fiscal plan for the following year. Historically, this process has been mainly facilitated by the press through reports on responses from various competent persons, from accountants and economists to representatives of sectors with direct interest in the state’s immediate, medium and long-term fiscal plans. For the past six years, however, First Citizens Investment Services (previously CMMB) has hosted here an annual review of the National Budget along the theme: How does the Budget affect you?

This year’s review took place on May 12th at the Bay Gardens Beach Resort and panelists included: First Citizens Research Manager Vangie Bhagoo-Ramrattan, PricewaterhouseCoopers partner Richard Peterkin and Chamber of Commerce Executive Director Brian Louisy, with the Ministry of Finance represented by Deputy Budget Director Claudius Emmanuel and BusinessFocus May / June

| 14

Director of Research and Policy Embert St. Juste.

The panelists offered analyses that put the 2011-2012 Budget into national perspective against the background of the present regional and international financial and economic framework.

They reviewed the global and regional economic performance, recent macroeconomic performances of St. Lucia and the Eastern Caribbean, budge highlights and implications, prospects for St. Lucia and offered their respective outlooks on the way forward.

Participants were drawn from across the national business, economic and finance landscape, with a significant presence of business women and young entrepreneurs, who listened attentively and asked very inquiring questions.

Indeed, the review went way past its two-hour schedule as presenters and participants queried and exchanged over facts and figures, policies, politics and statistics.

Global Economic Backdrop

Noting that “Caribbean data changes according to global changes”, the First Citizens Research Manager, Vangie BhagooRamratan pointed out that “emerging markets are fueling growth globally”, but with even China’s growth slowing down, marginal growth in the USA and Europe posting stable growth at the moment.

The year has so far shown “unbalanced global economic growth, with marginal employment, continued volatility, increased GDP/Debt levels, higher commodity prices and higher inflation,” with “interest rates in advanced/ developed countries to remain low, but higher in emerging markets.” She also saw “a broad-based decline in economic activity globally.”

But she also sees also promising signs of growth on the horizon and posited that “positive opportunities abound amid the volatility.” Trinidad & Tobago, Barbados, Jamaica and ECCU territories nperformed well, with St. Lucia’s growth fueled by tourism and construction – based on the revised mechanism of estimation adopted by the Eastern Caribbean Central Bank (ECCB).

She noted that ‘high an rising debt levels haunt the region” with Trinidad & Tobago at the lowest (52% of GDP), followed by Barbados (100%), Jamaica (140%), OECS/ ECCu member states (just over 100% on average), with exceptions being St. Kitts (over 200%) and St. Lucia (down from 75% to 67% after applying the new review mechanism).

However, positive performances regardless, Mrs Bhagoo-Ramrattan insisted that “debt levels need to be lowered, as they are affecting and obstructing growth.”

Local performance and outlook The First Caribbean Research Manager said “a higher inflation rate can be expected for 2011 on account of the global decline.

She also noted that the island’s “debt levels increased” while 90% of recurrent revenue will be through tax; 4% of total expenditure will go to tourism with “much social expenditure” and “rising debt levels from increased debt servicing, leaving less resources available for economic growth.”

She noted that application of ECCBrecommended measures were aimed at “bringing St. Lucia back on a fiscal path, but identified several “needs” to be pursued to achieve this, including “stimulating the economy, focus on empowerment of households, poverty reduction, strengthening of public/ private sector partnerships, positive economic diversification and maintaining environmental sustainability.”

She concluded that “bad global economic recovery can affect local recovery”, but any recovery will be at the low end while inflation will be high, unemployment will continue to grow and debt will continue to grow.”

Strategic Objectives

Director of Research and Policy at the Ministry of Finance Embert St. Juste put the 2011-2012 budget into perspective, saying it was prepared with four strategic objectives: “Post (Hurricane) Tomas reconstruction, controlling, crime, building resilience (through implementation of World Bank post-Tomas recommendations and reducing poverty with protection to the poor and vulnerable.”

He also noted there was “much emphasis on youtbh programs, with four separate programs identified “for the first time in a long time, to try to direct youth away from crime.”

St. Juste also noted that “much resources have been allocated to fighting crime and for raising needed funds” for the same purpose, including the proposed “crime levy” that will last for one year.

He said the budget also identified “three areas strategic needs”, while indicating that “medical tourism offers great potential” with more medical schools to be encouraged to locate here “to provide to provide more foreign exchange through expenditure and payment for services.”

The Director also highlighted that the budget address promised “the establishment of a national productivity and competitiveness council.”

Through the eyes of the Chamber

Executive Director of the St. Lucia Chamber of Commerce Brian Louisy said the Chamber’s leadership had met to review the government’s budgetary proposals, but up to the time of the discussion they were “still unable to come to a common conclusion.” But certain realities could not be escaped and certain developments

ought not to go un-noticed by the private sector.

“We will have a difficult year for business in St. Lucia,” he forewarned, indicating that there “will be mixed responses, but many complaints”. He sensed there would be “continuing unemployment” due to “growth without employment” , while real estate growth “will be either low, slow or staled.”

Louisy said the budget document was “short of specifics and lacked timelines”.

His members were “concerned about property taxes” as a result of the new approaches to valuation and estimates and they “remained skeptical about the government’s capacity to execute a heavy capital expenditure program this year.” He said, “We will have to struggle to achieve all of this and we may even have to import capacity to execute.”

The Chamber official noted that St. Lucia, like other territories, had recorded increases in the cost of construction materials as a result of increasing damage from natural disasters and predicted costs would continue to rise, as has been the case with steel prices that have already risen by 100%.

Among other Chamber concerns, the Executive Director noted that “a survey two years ago by the Government Statistics Department had revealed there were 8,000 businesses operating on the island, but the majority are in the informal sector and remain outside of National Insurance or pension qualification.”

He said the Chamber welcomed the appointment by the OECS of a committee to help monitor government expenditures.

He also welcomed plans for the establishment of a National Productiity Council “because we have been calling for one for a long time” as well as plans for a National export strategy.

Mr Louisy said Hurricane Tomas also “provided the opportunity for rehabilitation of homes creation of special packages of assistance with thresholds for incentives for house repair , which will generate better production and employment opportunities.”

BusinessFocus May / June

| 15

MONEY MATTERS

THEME ‘Creating a Safe and Secure Environment and Rebuilding the Country while Transforming the Economy to attain Sustainable Development’

BUDGET FACTS AND FIGURES Debt TO GDP ratio: Increased to 64.8%

Overall 2011-2012 Budget: $1.3 billion

10%

$100. mil

$200. mil

$300. mil $400. mil $500. mil

$600. mil $700. mil $800. mil

Banana Production: 31% decrease

• • • • • • • • • • • • • •

Overall 2011-2012 Budget: $1.3 billion Total Expenditure: Increased by 11.6% to $1.032 billion Capital Expenditure: Increased by 17.5% to $283.4 million Total Revenue and Grants: Increased by 6.4% to $858.3 million Current Expenditure: Increased by 9.7% to $753.8 million Current Revenue Collections: Increased b 4.7% to $789.5 million Economic Growth Rate: 4.4% Fiscal deficit: 5.5% increase Inflation: Increased by 1.9% Tourism: Increased by 8.2% Construction: Grew by 20.5% Debt TO GDP ratio: Increased to 64.8% Hurricane Tomas Damage Estimate: $907.6 million Banana Production: 31% decrease

BusinessFocus May / June

| 16

$900. mil

$1. bil

Construction: Grew by 20.5%

Total Expenditure: Increased by 11.6% to $1.032 billion

20%

Hurricane Tomas Damage Estimate: $907.6 million

30%

Total Revenue and Grants: Increased by 6.4% to $858.3 million

40%

Current Expenditure: Increased by 9.7% to $753.8 million

Economic Growth Rate: 4.4%

50%

Current Expenditure: Increased by 9.7% to $753.8 million

60%

Tourism: Increased by 8.2%

70%

Inflation: Increased by 1.9%

80%

Fiscal deficit: 5.5% increase

Capital Expenditure: Increased by 17.5% to $283.4 million

90%

Current Revenue Collections: Increased b 4.7% to $789.5 million

100%

$2. bil

$3. bil

STRATEGIC PRIORITIES 1.

2.

3.

Make St. Lucia safe for Everyone Increase the resources and the effectiveness of social programmes Post Tomas Reconstruction

EXPENDITURE POLICIES • • • •

Freeze on Public Service Employment Reducing Recurrent Cost of Government Operations Re-establishing appropriate Student/Teacher ratios Establishment of a Central Beneficial Registry

REVENUE MEASURES

National Security Levy (1% CIF value of selected items)

Excise Tax on Cigarettes (50% increase)

Television and Radio Broadcast Licenses (fees to be increased)

Increase in NIC contributions to Ministry of Health

MONEY MATTERS

Disappointing 2010 for Sagicor

as global losses offset Caribbean gains

Stephen McNamara Chairman

Last year was not a very good one at all for one of the region’s best known Caribbean insurance groups. In fact, “disappointing” is how Sagicor Group Chairman Stephen McNamara described his company’s 2010 performance.

The group, which also operates insurance business in St. Lucia, did well in the Caribbean. But its good performance on home ground was badly offset by blows to its international financial investments and operations.

Commenting in mid-April on the recently-published financial results for the year ended December 31, 2010, Mc Namara said Sagicor Life Jamaica and its subsidiaries Sagicor Life Cayman and Pan Caribbean Financial Services did very well, despite a lower interest rate environment.

He said the Sagicor Life Inc segment -which comprises the Barbados, Trinidad, Eastern Caribbean, Dutch Antilles and Belize life insurance operations -- earned net

BusinessFocus May / June

| 18

income of US$30.2 million - less than the US$40.4 million posted in 2009.

The Chairman also reported Sagicor’s American operations continued to make progress in the United States, writing annuity, single premium life and periodic life business in that market.

However, he noted that the strong results from Caribbean operations were offset by losses in the global property and casualty business written through Sagicor at Lloyds. He also said increased financing costs and lower future investment yields had a negative impact on actuarial liabilities. McNamara noted that Sagicor at Lloyds -- like other Lloyds syndicates -had gone through an extremely difficult year, itself incurring a significant increase in claims from global catastrophes, as well as from British motor liability.

This result: a US$13.1-million net loss for Sagicor at Lloyds, compared to a US$13.7million net profit for 2009.

REPORT CARD • Group net income for the year amounted to US$41.6 million, less than half the restated US$87.6 million for 2009.

• Net income attributable to shareholders was US$16.6 million compared to a restated US$66.8 million for 2009.

• Group total comprehensive income declined from US$100.8 million to US$80.6 million.

• Earnings per share amounted to US$0.057, a fraction of the US$0.24 restated earnings the year before.

• Total assets increased from US$4.5 billion to US$4.9 billion.

• Total revenue increased to US$1, 256.1 million, better than the US$1, 205.3 million in 2009.

• The board declared a final dividend of US$0.02 for 2010 which, taken with the interim dividend paid in October 2010, maintained a total dividend of US$0.04 for the year.

BusinessFocus May / June

| 19

MONEY MATTERS

The idea of equity investing could be somewhat daunting to the average investor. This particular asset class tends to be more risky in nature than most other investments but undoubtedly far more rewarding with time. This is why stock market investments require patience, fortitude and wisdom or at least that of your trusted investment advisor. The most successful stock investing techniques are not nearly a secret but more like a series of disciplinary actions. Claude Rosenberg Jr. in his book Stock Market Primer outlined some foolproof “commandments” for stock investing.

Similar to the “law of attraction” you get what you pay for in the stock market. You usually receive higher dividends and earnings per share with high priced stocks which are usually held by investors with a longer term outlook. We could also apply the author’s advice to current weak market conditions. Rosenberg suggested the purchase of stocks in this period and sell when stock prices seem to be too good to be true, similar to the contrarian investment approach. This is because stocks usually look their worst at the bottom of a bear market (when stock prices are falling as in current market conditions) and best at the top of a bull market (upbeat market with exceptional returns similar to the 2002 to 2004 period).

Hasty, emotional buy sell decisions could harm your portfolio performance. In this regard also guard against the voice of the public which is usually fuelled by emotion and unjustified rumors. Ensure that your advisor is trustworthy and has your best interest at heart. You should not be made to feel obligated to purchase or liquidate a stock. Emotive decision making can lead to panic selling. Remember, the nature of a market is a cyclical one; if stock prices start tanking or plunging they are likely to reverse this trend in the future. With the help of your broker assume a hands-off approach and request more information on the fundamental performance of the stock. In the interim, however avoid taking drastic actions.

This leads to the next point, be very wary of accepting stock tips from strangers. Remember the tech company bubble? When Investors rushed to purchase these stocks, heavy demand caused prices to escalate and drove the price to earnings multiples (P/E) to unsustainable levels which were BusinessFocus May / June

| 20

The Secret to

Equity Investing.... mostly above the stocks intrinsic value.

Most of these stocks eventually crashed along with investors’ life savings and confidence in stock markets. It is always wiser to refrain from speculation than be sorry.

This is the reason that previous recorded stock prices could have little bearing on future stock prices. Historic highs could have been driven by the rumor mill and subsequently, emotions.

Investors should always invest in value rather than focus on the performance of the overall market. It is more advisable to seek out the bargain prices in value stocks.

For instance we could find a reasonable amount of these on the local market even as the overall market is down about 5% year to date. With more attractive price to earnings multiples, it may be wise to invest in these stocks while they are available. In these bear conditions however investors usually adhere to a “wait and see” approach to obtain stocks at the lowest possible price. However, there is no guaranteed low price. According to Rosenberg an investor seldom buys stocks at the bottom or sells at the top. In our present market conditions stocks tend to move lower than the fair value based on fundamentals, or above the actual market value in a bull run.

Avoid selling a growth stock even if it seems that the P/E or price is too high. If the price continues to climb, you may never have the chance to repurchase at a lower price. This the author cited as one of the gravest investment errors. Instead, adopt a dollar cost averaging approach which would work to reduce the risk of investing a large amount in a single investment at the wrong time. With this approach investments are made on a regular schedule especially when the price is lower, and

helps to reduce the average cost per share.

And finally there is no rule demanding that you hold on to stocks to infinity. It is wise to take profits after a considerable stock price appreciation. However remember to identify a sound re-investment instrument after liquidating.

Overall equity investments usually outperform most other investment instruments in the long term, the TTSE market over the last 5 years yielded a healthy annual compounded 17% return. With the right mix of solid investment advice to ascertain your portfolio needs, discipline and patience, your equity portfolio can also generate double digit returns.

The How to Guide to Equity Selection This is probably the most critical decision an investor has to make as it will determine just how well, or how poorly, his investments perform.

There are a couple of schools of thought on the matter and I’ve set them out below in no particular order or preference. Just how much faith you put in them is up to you, since, as you will see, they tend to contradict one another, but then so do most things in life.

Fundamental Analysis followers believe that investment decisions should be made after a careful study of economic data relating to the economy, then specific industries within that economy and then finally the companies that operate in that industry. A valuation is then done on the company and then that value is compared to the market price of the investment. Think of it like peeling an onion with the analysis becoming more specific the deeper you go. If the computed value is less than the market price then of course you don’t in-

vest in that particular security. If, however, the reverse is true then a buy decision is recommended.

There are several difficulties with this approach to investing the most important of which is the accuracy or availability of the information necessary to conduct the evaluation. Economic statistics are notorious for the length of time they take to be published and there are also concerns about the quality of the information they provide. Also the quality and quantity of financial disclosures that companies provide leaves much to be desired. Differences in accounting policies make comparisons difficult even between companies in the same sector, as they may result in widely different financial results.

In the end assumptions must be made about some elements in the analysis or use made of out-of-date information which can lead to an incorrect decision being made. Finally fundamental analysis seems to require that the analyst know in advance particular sector of the economy is of interest and thus the available securities within that sector. Sounds pretty much like the chicken and the egg story all over again to me.

Technical Analysis, on the other hand, is based on the assumption that markets as a whole, or individual stocks or bonds, move in predictable patterns which can be identified by compiling and analyzing historic statistical data on price movements and trading volumes. In effect, the market is its own best predictor and past performance in fact does have an impact on future results. Another assumption made is that the value or price of any good or service is determined solely by supply and demand and that trends change in reaction to shifts in their relative levels.

The critical factor in this type of analysis is the speed of the market’s reaction to changes in variables and converting that to a price movement. This is covered under the technical term market efficiency, but that’s a whole other discussion. Suffice it to say that technicians believe that new information which affects price comes to the market over a period of time and the impact will be visible over that period enabling the analyst to identify the trend of price movement.

Critics of technical analysis argue that prices do not move in trends based on statistical analysis and users of this method of

stock selection do not perform any better, or worse, than using a selection of randomly selected stocks. Also by applying trading rules developed using technical analysis, investors may cause the market price to move in the predicted direction by changing the supply or demand levels sufficiently to cause the stock price to move.

For example, if technicians believe that a stock price will rise from its present level according to their analysis, and start buying the stock, the rising demand will in fact help push the price up, seemingly supporting the technician’s initial view. Another problem with technical analysis is that the interpretation of the statistical information is very subjective and no two analysts viewing the same data may come up with the same opinion as to its meaning. This makes application of this method difficult at best and puts its reliability into question.

Well there you have it folks, use it however you may. I myself have no particular preference one way or the other but hopefully you can use this information to define your own method of selection. It may well be that the ideal solution is a combination of both methods of analysis. Best of luck to you all and happy investing! BF

Vide Boutielle, Castries Telephone: 455-8000 Fax: 452-7602

We distribute islandwide

• Food • Hair, Body & Cosmetics

• Liquor, Snack & Beverage

• Agricultural Supplies

• Household Products

• Office Furniture

• Baby & Baby Care

• Industrial Cleaning Supplies

• Paper & Commercial Printing Supplies

• Cement, Construction Products

• LIME ETop Up

• Pharmaceuticals

Beanefield, Vieux Fort • Telephone: 455-8068 • Fax: 454-8907 Website: www.renwicksaintlucia.com Email: contact@renwickslu.com BusinessFocus May / June

| 21

Improving Profitability IN THE KNOW

and Competitiveness through Cost Control

Harvey H. Millar, Ph.D., P. Eng.

We are all too familiar with the basic profit equation which states that Profit = Revenues - Costs. From the equation, it is clear that profit can be increased by manipulating revenues and costs. Three combinations are possible: 1) keep costs constant and increase revenues through increased sales, 2) keep revenues constant and decrease costs through improved cost control, and 3) increase revenues and reduce costs simultaneously.

Most managers tend to treat total operating costs as inflexible somewhat fixed or given and as BusinessFocus May / June

| 22

such focus on maximizing profit by increasing revenues. This approach requires an increase in the sales volume and/or an increase in the prices of the goods sold.

Price increases without added value to customers would be disastrous for competitiveness and would likely lead to lost customer loyalty and ultimately lost sales. Hence raising the price of goods and services is not an effective revenue generating strategy for a price-conscious consumer population like ours in St. Lucia. On the other hand, attempting to Increase profit by increasing sales volume often requires expensive marketing effort

which in the end drives up operating costs. Significant marketing effort is often needed when the products or services are new or at the mature stage in their life cycle.

One of the key weaknesses inherent in focusing on the revenue side of the profit equation is that success for the strategy depends heavily on consumer behavior in response to either the marketing campaign or the increase in prices. As such, the locus of control is outside of the organization making it difficult to predict success.

In times of economic downturn or slow growth, I prefer a strategy that focuses on cost reduction for several reasons: 1) the strategy is more transparent to the consumer, 2) the strategy forces the organization take responsibility for the cost of delivering the good or service; 3) a cost focus would encourage the organization to improve the operating efficiency of its cost centers; and 4) the strategy would facilitate improved price stability – an important competitive asset.

For example, if a significant activity for a product is inspection and documentation, say 30% of the total throughput time of the product, then the production department which is implicated in contributing significantly to overhead, will be encouraged to re-design their inspection process. Under the traditional accounting system for allocating overhead, no one would have focused on the need for inspection to redesign that part of the production process because accountability for costs is not readily visible.

Companies must resist the temptation to reduce costs by cutting salaries through lay-offs. Firstly, it is a lazy reactive way of controlling costs – I say lazy because reducing costs by increasing productivity, improvement and redesign of business processes, supply chain optimization, etc., is hard work! Labor admittedly makes up a significant share of the cost of operations. It is visible and can be predictably controlled. However layoffs often precipitate an unhappy and tense climate within the workplace. This unhappy climate often leads to poor customer service, reduced customer value, reduced sales and ultimately reduced profits.

The following are eight (8) key steps for reducing costs associated with the production of goods and services:

A key limiting factor in improving cost performance has to do with the way in which traditional accounting practices have allocated production costs for goods and ser vices.

Current accounting practices uses primarily three broad categories of costs: direct material costs, direct labor costs, and overhead costs which is supposed to reflect the indirect costs associated with the product or ser vice.

The error lies in the practice of calculating overhead cost as a fraction of the total direct cost of producing the good or service. It could range anywhere from 15% - 40%.

Consider a manufacturing firm producing hundreds of appliances using a standard 25% overhead rate for all of its products. How could a wide variety of products all have the same overheard structure? Overhead, therefore, is under-charged in as many cases as it is over-charged.

One doesn’t have to be a genius to appreciate that the making of a wiper blade and the making of an engine block do not have the same structure or level of indirect activities. Hence to charge a flat 20% overhead rate in both cases would be wrong.

This highly aggregate nature of allocating costs makes it near impossible to undertake cost improvement projects.

If material and labor costs are fixed, then by extension, overhead costs cannot be changed. Management will therefore conclude that costs improvements are not possible. To break this cycle of thought, management has to accept the notion that the production of a good or service requires a series of processes each with its own set of activities. Each activity in a process consumes resources, and the acquisition of these resources incurs costs. Hence the cost of a product or service is the sum total of the costs of all of the resources consumed by the activities that are required to produce the good or the service. This approach to costing is known in the accounting literature as activity-based costing (ABC).

The value of ABC is that it forces management to identify key cost drivers for all of its products and services, and to focus on ways to improve the management of costs.

Further, ABC provides management with a framework to analyze and re-engineer the critical activities that drive costs. In addition, ABC will allow costs to be allocated to appropriate cost-centers within the organization, and give focus to the responsibility for controlling different elements of the cost of the product or service.

1) 2) 3) 4)

5)

6) 7) 8)

Establish a cost improvement team Identify all core business processes Map each business process and identify all of the key cost drivers Engage the team in brainstorming process improvements that will maintain the product/ service quality standards, but reduce the cost of inputs and the cost of production Consider strategies for lowering all key costs Such as: material costs, supply chain costs, production costs, channel costs, packaging costs, transpor tation costs, storage costs, and finally labor costs.

Develop and prioritize cost reduction initiatives Implement a change strategy that includes training employees in the new business processes Measure, repor t, celebrate the gains and star t all over again.

It is worth noting that an emphasis on cost reductions can increase profit margins. What is even more powerful is that the application of a cost reduction strategy can allow companies to lower prices without sacrificing current margins, thereby increasing their competitiveness.

Further benefits include increased efficiency and productivity, improved employee motivation, increased customer satisfaction leading to greater customer loyalty.

In summary, before any organization, private or public, seeks to raise its revenues through price increases or employee layoffs, it should conduct a serious examination of its implicit or explicit cost management strategy. If the organization still uses the traditional method of allocating overhead as a fraction of direct costs (and that is true of 90% of existing organizations), then it is time to change the way in which costs are accounted for. This paradigm shift is particularly crucial for public sector institutions that are made up primarily of cost centers. Managers must resist the urge to take the easy way out by slashing employee-related costs through layoffs. While it may appear to be an easy strategy the consequences are great.

Cost control through process improvement is a more sustainable and effective strategy, particularly in recessionary times. It is therefore incumbent upon all organizations to focus on cost control as a strategy for maintaining profitability, improving productivity, and strengthening competitiveness.

Harvey Millar is strategic performance consultant, a full-professor in the Sobey School of Business at Saint Mary’s University, and a free-lance columnist. He can be contacted at Harvey.H.Milar@gmail.com. Please feel free to provide some feedback on the ideas in this piece directly to Dr. Millar.

BusinessFocus May / June

| 23

IN THE KNOW

Your NOT YOUR AGE

3 Ways to Market Smaller in 2011

One of the books published last year that has special resonance for me is Greg Verdino’s microMARKETING (McGraw Hill, 2010), in which he tells how companies can get big results by acting very small.

Greg’s premise is that the most successful businesses need to stop with the grand gestures, splashy creative, and big-budget media buys designed to reach and appeal to the widest possible audience. Instead, the most successful business will increasingly rely on “micromarketing,” and they will rethink how they invest in marketing their business.

Here are 3 ways the smartest organizations can embrace the notion that, in 2011, smaller can be more powerful. And by “smartest organizations,” I mean you.

Of course.

1. Use small as a competitive advantage.

Rather than investing in traditional mass marketing tactics that to make you “look big”—like print ads, radio advertising, event sponsorships, out-of-home, or spot television—try acting small. Rethink how you invest in marketing, and identify more economical and more effective ways to enBusinessFocus May /June

| 24

gage your core audiences by using social media, content creation, customer-centricity, and influencer relations.

2. Market like a small businesses. The bigger a business is, the more likely it is to struggle with the things that will spell success in 2011: The ability to market “realtime;” be quick and nimble; emphasize human-scale, one-on-one interactions; embrace simple social media approaches and the amplification effect you get when the right people start spreading their interpretations of your messages and content throughout their social graphs; and maintain a maniacal focus on super-serving niche audiences (or “microcultures”), as Greg calls them. Need help? Take a page from small businesses, which are typically more natural micro-marketers and are generally more open to serving niche audiences.

The best businesses in 2011 will think and act this way, rather than trying to be all things to all people.

3. Understand how to create microcontent. What’s “microcontent”? It’s all the bite-sized pieces of information and en-

tertainment we create and share on the social Web: our tweets, our photos, our short Facebook or LinkedIn status updates, shared links with a sentence or two of commentary as to why we’re sharing, all those two- or three-minute YouTube videos, Greg says. He uses the term “microcontent” to contrast all of this with the more conventional notion of content—long articles, television shows, books, etc.—that have generally been the domain of mass media outlets.

Microcontent, Greg says, has become a currency of the socially connected—people love it when their friends share bits of content that are cool, interesting, informative, entertaining, funny, shocking or eyeopening. The challenge for business is to create microcontent that connected consumers will want to share (hint: not your ads,). Or consider how you can partner with your customers to create compelling microcontent that is relevant to your brand, and provides new ways to get the word out about your company, products and services without spending a lot of money on paid media buys. BF

From a wide range of luxury vehicles you can explore the Island of St Lucia.

For Family or friends St Lucia Luxury Car Rental offers luxury, affordability and excellent concierge service.

ALL MAJOR CREDIT CARDS ACCEPTED

Rodney Bay, St. Lucia, W. I. EMAIL: tyron@stlucialuxurycars.com

Telephone: 1758.450.4192

WWW.STLUCIALUXURYCARS.COM

IN THE KNOW

Launching your Business

common mistakes

Q. What are some of the most common mistakes entrepreneurs make when starting out? John Gachiri A: Making mistakes is part of the process of building a company; quickly recovering from them is what’s most important. It’s all part of the adventure of entrepreneurship, which will require all of your stamina, drive and determination. But your way forward is not entirely uncharted: When you notice an opportunity that has never occurred to anyone else, there are certain steps to turning your vision into reality. You must formulate an innovative business plan, find funding, hire the right people to carry out the plan, and then step back from your role in the business at exactly the right moment. Let’s take a look at these steps, and also at ways to avoid some of the most common mistakes new entrepreneurs make.

Step one:

STAY ON TARGET

A mistake often associated with the first step is signalled by an entrepreneur’s inability to clearly and concisely convey his idea. You have to be able to generate buyin from investors, partners and potential employees, so nail down your “elevator speech”—what you would say if you ran into an important potential investor in an

BusinessFocus May / June

| 26

Sir Richard Branson

elevator. Try using a Twitter-like template to refine the essence of your concept into just 140 characters. Once you’ve done that, expand your message to a maximum of 500 characters. Remember, the shorter your pitch is, the clearer it will be.

An associated error is lack of focus. If your start-up has been tagged as “the next big thing,” the adrenaline rush that comes with building buzz can lead to impetuous decisions and a loss of a sense of purpose.

Many entrepreneurs end up sprinting in many directions instead of taking assertive steps toward their target. Clearly define your goals and strategies, then establish a timeline. Don’t let the other possibilities or hazy dreams distract you from achieving your goal. Getting too far ahead of yourself is also dangerous. If your product or service is still on the drawing board, don’t get sidetracked by plans for future versions. As a general guideline, looking two or three years ahead is best, but the nature of your

business and feedback from your investors will help you determine just how far ahead you should plan.

Be flexible, because just as lack of planning can be a problem, adhering blindly to your plan is a sure fire way to steer your company off a cliff. A successful entrepreneur will constantly adjust course without losing sight of the final destination.

Step two:

BE REALISTIC ABOUT COST

Don’t short change your start-up when estimating the funds you will require; you’ll just diminish your chances of success.

Keeping your expenses under control is vital, but don’t confuse capitalisation with costs. The playing field is littered with undercapitalised start-ups that were doomed from the outset.

In the late ‘90s, David Neeleman told me he needed $160 million in start-up capital for JetBlue; a huge sum, far more than most entrants to the industry manage to raise. Most of the so-called experts scoffed at the notion that he would be able to find the money and launch a low-cost airline when established companies were failing one after the other, but he stuck to his guns and raised the money. As a result, JetBlue had one of the most successful airline launches of all time, and turned a profit only six months after its launch in 2000.

Step three:

HIRE THE PEOPLE YOU NOT THE PEOPLE YOU LIKE

NEED,

As tempting as it may be to staff your new business with friends and relatives, this is likely to be a serious mistake. If they don’t work out, asking them to leave will be very tough. When Virgin starts any new business, we always hire a core team of smart people who already know the industry and its inherent risks. Take full advantage of the knowledge pool you’ve created; when a problem comes up, remember that nobody has all the answers, including you.

One of your goals should be to find a manager who truly shares your vision, and to whom you can someday confidently hand the reins so that you can carry out the next step.

Step four:

KNOW WHEN TO SAY GOODBYE

A great entrepreneur knows when the time has come to leave the CEO role. It’s

seldom easy, but it has to be done: few entrepreneurs make great managers. In my own case, managing the daily operations of a business simply isn’t in my DNA. (Or, as I’ve said to friends, “It’s not bloody likely.”)

Stepping back doesn’t mean turning your back on your business. At Virgin, I’m always involved in the launch of a new business, and then I gradually hand over control to the new management team as it starts to jell. But no matter how long it has been since I was at the helm, if I see something that I don’t like, I’m not at all shy about making my thoughts known and asking some very pointed questions. Founders shouldn’t hesitate to re-insert themselves into their businesses when necessary; look at Larry Page, who temporarily returned to the CEO role at Google in April. That said, I had to laugh when I heard this news, wondering how many managers at Virgin businesses had thought, “Wow, I hope this doesn’t give Richard any ideas.”

About the Author: Sir Richard Branson is the founder of the Virgin Group and companies such as Virgin Atlantic, Virgin America, Virgin Mobile and Virgin Active.

He maintains a blog at www.virgin.com /richard-branson/blog. You can follow him on Twitter at twitter.com/richardbranson. Questions from readers will be answered in future columns. Please send them to RichardBranson@nytimes.com. Please include your name, country, e-mail address and the name of the Web site or publication where you read the column. BF Courtesy: Business Guardian

BusinessFocus May / June

| 27

IN THE KNOW

The Big Picture

Continuously seeing the Big Picture contributes significantly to the successful management of any business. A definition of the Big Picture is the entire perspective on a situation or issue.

The Big Picture as it relates to a Business is presented in the schematic below.

THE BIG PICTURE

Market/Competitive

Factors

Political and Economic Social Technological

BUSINESS Processes

People

Supplier

Customers

Purpose

In a nutshell the business operates in an environment and is impacted on by different factors and forces. The business supplies products/services to customers and receives products/services from suppliers – the supply chain. A business must be seen as an entity established for a purpose (its mission) comprising of processes operated by people (The 3Ps).

External Environment

The business exists in an external environment influenced by the political/legal, economic, social and technological (PEST) factors. An awareness of these factors informs on the current realities facing the business. These current realities must be categorized as threats and/or opportunities, and strategies employed to address the threats and capitalize on the opportunities.

BusinessFocus May / June

| 28

Market/Competitive Forces

Market and other competitive forces are also part of the reality that businesses must face. Michael Porter, a specialist in economics and business strategy, captures very well the competitive forces faced by businesses. He indentifies five competitive forces: (1) the bargaining power of the customers, (2) the bargaining power of the suppliers, (3) jockeying for position among current competitors, (4) threats of new entrants and (5) threats of substitute products or services. These forces can pose serious challenges to successful management. It is necessary to identify the force(s) with the greatest impact on the business and to strategise accordingly.

Suppliers

Garbage in, Garbage out (GIGO) is a phrase which highlights the importance of suppli-

ers in successful management. A mutually beneficial relationship must exist between the supplier and the business. Key suppliers must be identified, selected, monitored, evaluated and encouraged to improve.

Customers

Without customers, there is no business.

Customer needs are critical to the planning process. Customers must be communicated with regularly to determine how well their needs are being met. Information must be solicited, and simultaneously unsolicited information must be accepted.

The backward mindset of finding customers for products/services must be avoided; instead products/services must be produced that fit the customers’ needs.

Purpose

The purpose is the reason why the busi-

CROLAB MI

ness exists. Goals and objectives must be aligned to the purpose of the business for successful management.

Processes

People

People are the essence of a business. Without them, the purpose cannot be achieved. People must be made aware of their contribution to this purpose. The business is responsible for ensuring that people are competent in their work towards that purpose. The atmosphere in the business has to be one that motivates people. Such an atmosphere encourages the sharing of information and the involvement of people and is what commits people to the purpose of the business.

In conclusion, successful management requires seeing the big picture, even in the midst of handling small details. For further guidelines on agreed best practices for addressing the elements of the big picture reference the set of international standards known as the ISO 9000 series. BF Betty Combie Quality Systems Trainer Email Comments to bcombie2000@yahoo.com

NC

I

All work is a process. The business must be seen as a system of interacting processes operating towards the overall goal (the purpose).

Effectiveness and efficiency is achieved by properly managing these processes and their interactions. This is done through people at different levels and with different skills as well as with other resources including technology.

OR

P O R AT

ED

Microlab Inc.

We are specialised in:

• Blood Test • Urine Test • Drugs Screening • HIV Testing • Papsmear • Paternity Testing • Health Cards Opening Hours: Mon-Fri: 8:00am - 4:30pm Closed on Saturdays Chaussee Road Rd, P. O. Box 820 Castries, St. Lucia Tel: (758) 453 2085 / 2678 • Fax: (758) 451 8905

BusinessFocus May / June

| 29

IN THE KNOW

Identifying THE SOURCE

of Your Customers’ FRUSTRATIONS by: Pilaiye Cenac

“Those girls at the front desk are the worst. I’m going to have to get new people to replace them,” my friend raged as she got off the phone with an irate customer.

Not any customer, mind you, but a longstanding, valued customer who’d threatened to take his business elsewhere if he did not receive a level of service befitting his status.

My friend was fired up, ready to put out another fire.

I’d grown accustomed to seeing her this way – angry, stressed out, and unfortunately taking a very partial view of the situation.

In six months, she’d changed front desk attendants four times. And apparently she had no qualms about making it five times in six months.

“Listen, I’m going to send you a set of questions, sixteen or so. Answer them honestly. If you answer no, don’t know or not always to the majority of them, don’t fire the girls, at least not yet.” I said to her.

“You see you and your marketing and customer service mumbo jumbo…” she responded, but because she had ‘tried absolutely everything already’ and was ‘so fed up’ she agreed to entertain me and my ‘marketing and customer service mumbo jumbo’.

Questions

Yes

1. Do you consider customer needs above internal needs when deciding on systems/procedures/policies?

2. Are your employees generally happy/ satisfied with the organisation?

3. Do employees believe in the organisation’s products/services?

4. Do employees get enough time off?

5. Are employees empowered to resolve customers’ problems?

6. Do employees have sufficient training /guidance to do their jobs?

7 .Do employees feel that they are fairly compensated?

8.

Are sufficient resources (including functioning equipment/machinery) provided to complete jobs?

BusinessFocus May / June

| 30

The questions I sent her are below. If you’re positioned at the management level of an organisation plagued with customer service issues, answer these questions and see what you uncover.

She scored 75% -- ordinarily a decent enough score, but this time, not so much. She answered no/don’t know/ not always to 75% of the questions! The only positive: the girls at the front desk got a respite. Albeit brief.

This exercise made my friend realise that: She’d been blaming the frontline staff for some situations they probably had very little control over

•

•

Changing the staff would not necessarily solve her customer service issues

•

She needed to take a holistic approach to evaluating and solving her customer service issues

I recommended an organisational audit as a first step en route to understanding her company’s situation -- she needed to appreciate the behaviours and structures influencing performance. And in the spirit of shameless self-promotion, I reminded her that I knew the perfect ‘marketing and customer service mumbo jumbo’ company for the job.

No

Don’t Know/Not Always/Not sure

Questions 9.

Yes

No

Don’t Know/Not Always/Not sure

Do managers and supervisors at your organization perform exemplarily when handling customers and their issues?

10. Is your organization’s culture customer-centric?

11. Do lower level employees feel supported by management?

12. Do you have enough workers to carry out the job at hand?

13. Do employees feel valued/appreciated by the organisation?

14. Do all departments work together for the good of the customer?

15. Do you have a system to help you recruit the best people for the job?

16. Do you know how your customers generally perceive you?

BusinessFocus May / June

| 31

IN THE KNOW

St. Lucia’s best known bachelor entrepreneur offers local business women a sneak peek into how his business mind works and warns that

Emotions

Not Meant For Business!

Do women have a special role in business? Is a business different with a woman at the helm? Is there really a ‘glass ceiling’ keeping women down on the promotion ladder? Do men in business see and treat women in equal roles as equals?

These are questions men and women, in and out of business, still discuss today -- every day, everywhere -- at work and off the job. The answers vary according to who asks and who responds, but the questions remain and continue to echo the business world over.

With women breaking through the barriers and assuming leadership roles in businesses ranging from world-class multinational corporations to regional transnational entities, women in business in every Caribbean nation have been encouraged to do likewise.

The results have been encouraging. In the past decade, more women have started their own businesses in St. Lucia than BusinessFocus May / June

| 32

ever before. More businesses have now appointed women to leadership roles than ever before.

This is as much true in the banking sector as it is in tourism – and indeed across the business and economic sphere.

It is against this background that St. Lucia’s First Citizens Investment Services on April 16, 2011 hosted a one-day seminar on Financial Awareness for Today’s Woman.

And who best to do so than this agency, which manages wealth and assets and engages in diligent research and action in capital markets. First Citizens itself (formerly CMMB) features women at all levels, from top to bottom, performing tasks still dominated by men in many other similar money market entities.

It was a Saturday morning. But First Citizens Regional Manager Carol Eluthere-Jn

Marie and her team succeeded in drawing the crème de la crème of both experienced and emerging business women in St. Lucia to the Coco Palm Conference Room at Rodney Bay.

Can women take care of their financial future? That was the question on the minds of the business women attending, most, if not all of whom had long ago all but abandoned the kitchen for the board room. To offer answers, a team of local and regional women leaders in business was gathered from St. Lucia and Trinidad & Tobago. But to put it all in perspective, the business women turned to perhaps the best man for the job: Michael Chastanet, the island’s best-known entrepreneur, with the longest success track record.

First Citizens had long discovered the entrepreneurial genius in Chastanet, who it featured in the first 2011 issue of its IQ (Investment Quarterly) magazine. Chastanet’s topic: Success.

One who keeps his hands at the wheel of his local businesses today just as he did on his cargo vessels plying Caribbean waters during the first half of his life, Chastanet offered the listening women snippets of his successes.

Determination, focus, realism, give-andtake and changing with the times without losing sight of the goal were among the main factors. Ditto simplicity: always keeping your hat within reach. “Don’t re-invent the wheel,” he advised the business women gathered. “Look what Japan did. They took the American car, dissected it and found that the US cars were too heavy and burned too much fuel. So, they came up with lighter cars that burn less fuel.”

How should women in business handle the husband/partner relationship? St. Lucia’s best known bachelor (who only ever married once, but never divorced from business) was not taken aback. “Women always have the upper hand at home, so it’s all about how you handle that”. He added, “There’s no need to shout. It’s all about having civil discussion, because Mr Right and Mrs Right both exist.”

“But,” he warned the inquiring business lady, “Emotions are not meant for business.”

The seminar was also about Living your best life! Chastanet – a Managing Director of three shopping centres, Chairman of the island’s largest supermarket chain, Director and Shareholder of the island’s largest metals firm and Chairman of the familyowned hotel chain – was also asked to give a sneak peek into his own outlook on life.

“I’ve never taken a salary in the past 50 years,” the sleek septuagenarian revealed, “but I live okay. I own my home and I live alone. You can build a house for $200,000 or $2 million. What’s the difference? It’s still a home…”

On the business of doing business, Chastanet advised, “One thing not to do is to bleed a company. Don’t use one company to pay for another.” Another word of caution: “Don’t invest in things you can’t afford. Reach for the sky, but keep your feet on the ground.”

Chastanet also recommended that women in business should not only help each other, but also help small businesses grow, which he has done repeatedly.

“Some 1,200 people work for me and all depend on their salaries, so I have to think of keeping them employed. But should they have what it takes and need help to start their own businesses, I’ll help them. I do it all the time.”

He noted many local small, medium and large businesses were led by women and pointed out that was in synch with the USA, “where 70% of growth in 2010 was from small businesses.”

Following Chastanet’s Q&A session, the business woman’s perspective on Overcoming Barriers to Success was offered by Trinidad & Tobago banker, Sharon Christopher, a gender active attorney with a long corporate boardroom history. The Deputy CEO of the First Citizens group, she has a wealth of experience in financial services, having served at Executive Management level since 1986. She sits on several boards of First Citizens subsidiaries.

Assisted by a power point presentation, Ms Christopher indicated that, successes notwithstanding here and there, women still faced the barriers of “the glass ceiling”.

Mrs Eluthere-Jn Marie presented twice: first on Money Management Planning for The 3 Big Ones – (Education, Home and Retirement); and later on Who are your best friends (Financial Advisor, Broker and Lawyer).

First Citizens Assistant General Manager Sana Ragbir spoke on Building your Investment Portfolio, while Business Development Manager Priscilla Charles presented on Financial Pitfalls to Avoid and Business Development Officer Alisa Glace Daniel offered perspectives on The Financial Planning Process.

But the discussions were not all about the rudimentary or complicated aspects of investment and finance management. The businesswomen present also featured that rising element in the local business class determined to bring elegance and style to business and success. Educated and willing to make quantum leaps on the road to success, they not only fast-track the transition to more sophisticated approaches to investment and wealth management, but also do so with class.

That element was captured in the presentation by the Guest Speaker, Dr Alison Plummer, a former Director of the St. Lucia Bureau of Standards. Now Managing Director of Sunfresh Limited, spoke on The Courage to be Ambitious, Classy and Wealthy. BF

BusinessFocus May / June

| 33

PROFIILE FOCUS

Michael Chastanet

The life of a

home grown entrepreneur Michael Chastanet was born in St Lucia and educated at St Mary’s College. At age 12 he became fascinated with a ferry operated by his Dad between Castries and Soufriere. So fascinated he was that shipping became his dream. While attending school he found time to help out and learn whatever he could. At age 18 he and his brother set about building an 80-ton wooden vessel. On completion, his brother preferred to pursue a medical career.

Michael remained in the business for two years and built another wooden vessel.

Realising that shipping was his interest, he became the Shipping Manager for Geest BusinessFocus May / June

| 34

Industries for twelve months at age 24 and became responsible for the Geest Shipping operations at St Lucia tasking on the task of overseeing a weekly cargo service from the United Kingdom to St Lucia in competition with Harrison Line. At age 26 Michael sold the wooden vessels and travelled to Holland to purchase a 400-ton cargo ship and operated the vessel between Trinidad and Barbados.

Having grasped the operations and business side, Michael Travelled to Suriname and concluded the purchase of a ship on special terms through the Bank of Nova Scotia from the Dutch Government and ex-

tended his interests to Central and South America. After six months in the field, Michael relocated to Puerto Rico where he opened a small office and made Puerto Rico his new base. During his five year stay in Puerto Rico, he acquired three other ships in Holland and concentrated his efforts within Central and South America with Puerto Rico as his new base.

After five years in Puerto Rico Michael relocated his business to Miami and extended his shipping business within the US Mainland to the Caribbean, Venezuela, Panama and Central America purchasing two larger ships in Germany and Sweden respectively. The highlight of his shipping

career took place in June of 1971 when he purchased two state of the art ships which operated as Radio Caroline in the North Sea for twelve years. Michael was in Rotterdam when the ships were placed on the open market.

which turned out to be a challenging and interesting venture which created a new direction. Today there are eight supermarkets, one 60,000 sq ft mega store and seven franchised outlets.

In 1982 Michael ended his shipping career and returned to St Lucia where he built three shopping centres, warehousing facilities and a manufacturing enterprise with the help of his Bajan friends. A 100-room hotel – Coco Palm/Coco Kreole was built together with his son.

Michael served for twelve years as a Director and Vice Chairman of the Bank of St Lucia, a Director of SLASP, Chairman of the Air Licensing Authority and Chairman of the National Development Corporation.

Michael became a Goodwill Ambassador to St Lucia and was awarded an OBE. Presently Michael is the Chairman of Consolidated Foods Ltd an organisation that revolutionised the Supermarket Industry in the last fifteen years. He is the Chairman of Coco Resorts since his son Allen appears to have moved into the political arena.

Michael remains Chairman and Managing Director of his three shopping centres and his other real estate interests. He is also a Director and Shareholder of Caribbean Metals Limited.

By default Michael and his cousin Andre got involved in the Supermarket industry

Michael enjoys reading, writing and swimming immensely. Michael is also thankful

After two years in Miami Michael relocated to New York where he purchased another four ships ranging from 3,500 – 7,000 tons and disposed of three of the smaller ships.

His new interests extended to Newfoundland, the Pacific, Argentina, Brazil, South and Central America, The Great Lakes, the Eastern Seaboard, Cape Town and Durban in South Africa, Angola and Azerbaijan.

to St Lucia for the grounding he received in his childhood, from his parents, fellow St Lucians, members of Government, his family and several friends. Michael is also thankful to his Cuban friends in Puerto Rico and business Associates in New York who guided him during his international shipping escapade. But above all, he is thankful to the Bank of Nova Scotia in St Lucia, Puerto Rico and New York who stood firmly by his conviction for twenty years without which he may not have had the liberty to fulfil his wishes and his dreams.

Michael considers his life exciting and fulfilled and in retrospect credits his mother for his strength and determination when he recalls the period his mother got involved into the baking industry having to start work at 3:00 am daily in order to survive the economic times.

BusinessFocus May / June

| 35

PROFILE FOCUS

Interview between

Mr. Michael Chastanetand iQ

iQ: The seemingly slow global recovery along with the recent U.K passenger duty are projected to slow tourist arrivals to the Caribbean. Do you see this as a significant threat to the tourism sector in the region?

MC: Tourism represents the main eco-

nomic contributor to the Caribbean economy. It is a valid concern to many that any unusually high taxes combined with an unusual presence of natural disasters could seriously affect the various economies, however, competing circumstances can actually mitigate these scenarios. The Caribbean is blessed with three advantages (a) our proximity to the US, Canada, UK and by extension Europe. (b) The Caribbean region itself provides a sustained corporate form of tourism and usually when other markets dip we can usually rely upon the benefits of one of these markets. (c) Tremendous air service by five (5) dedicated international carriers. In respect to the natural disaster phenomena, we recognise the increased changes in climatic conditions, but the Caribbean statistically to date remains relatively fortunate for which we are extremely thankful. The ADP tax is both unfair and unfortunate but as a result of our size, the numbers required to fill our hotels remain limited in comparison to international hotels, so we shall survive despite a marginal percentage decline which we can deal with intelligently and professionally by seeking a greater share of the North American market.

St Lucia remains in a very fortunate situation as the Minister of Tourism and Civil Aviation who is extremely passionate about the industry maintains excellent ties with the major international airlines which provided and increased their airlift to St Lucia substantially causing airfares from the US to drop significantly. Another major feat accomplished is the daily service

by British Airways between St Lucia and Trinidad at 50% cheaper than LIAT automatically precipitating an increased number of Trinidadian visitors. Further, the understanding and cooperation between the Minister of Communication Works & Transport and the Minister for Tourism and Civil Aviation have worked diligently to enhance the tourism project. A perfect case in point being the restoration of two major

BusinessFocus May / June

| 36

bridges feeding the tourism sector in the North which collapsed during the passage of Hurricane Tomas and those bridges were restored within forty eight hours by simply understanding the importance of the industry.

diversification are agriculture, computer services, accounting, marketing and advertising, carpentry, plumbing, land and sea tours, self hiring of vehicles, boat charters, a US $300 million Marina and a cruise line industry of seven hundred thousand visitors per annum and so the list goes on, as all these areas provide a significant amount of self employment.

iQ: There seems to be an aggressive drive to promote tourism in St. Lucia given the recent increase in visitors in 2010. Do you believe this is a sustainable, given the frequency of natural disasters that occur in the region? And that have occurred with increasing prevalence in recent years.

iQ: How would the integration of CAL and Air Jamaica affect the region? Would it be a positive for tourism on the islands? Would inter island connectivity be improved?

MC: Some forty years ago St Lucia was

MC: The integration of CAL and Air Ja-

able to build a good middle class as a result of the Banana Industry which maintained a strong economic presence and a good return on investment. This middle class improved their living standards and education and St Lucia became a prominent and significant member of the OECS. Since the decline of the Banana Industry, Tourism has moved into the number one spot and tourism earnings are now three times greater than the banana industry was in its heyday now representing sixty seven percent of the GDP.

iQ: How do you see business in St.Lucia influencing businesses in the region ? What are the economic realities of integration among Caribbean Countries with respect to the Business Sector?

MC: Based on these advantages, several

Caribbean partners have invested in St Lucia in particular Barbadians and Trinidadians and their investments have been extremely significant. Once the ongoing recession loses its steam we predict that economic integration should move forward. Dominica for instance has made great strides with its infrastructure and once this exercise is completed, investors will certainly focus on the island of Dominica.

iQ:

Do you see St.Lucia diversifying its economic product away from tourism in the future?

MC: St Lucia will diversify, but not away from tourism, as tourism permits the state to develop several services which compliment the tourism industry. Examples of

maica is excellent as Air Jamaica enjoyed a fair share of the international market including the ethnic sector. The two entities together will provide a wonderful service to the region as the tourism market in the region has lost 50% of its business due to the extremely high fares offered by LIAT and above all the extensive delays experienced between certain destinations in an effort by LIAT to consolidate its load factors.

iQ: Do you believe the Caribbean tourism product should be marketed to attract visitors from a broader spectrum of global markets instead of the traditional countries? Why or why not?

MC: The Caribbean tourism product

should be marketed to attract visitors from a broader spectrum of global markets as countries like Brazil, China and Russia now have an increased disposable income. St Lucia for instance is working closely with the Panamanian Ministry of Tourism to link South and Central America to the Eastern Caribbean with COPA Airlines and that will be a great event which should commence around mid 2011.

iQ: What do you believe are the key factors that contribute to a successful tourism product ?

MC: The key factors which contribute to

a successful tourism product are a diversified and safe environment, clever marketing and strategies, a minimum number of well designed and maintained hotel rooms, well trained and polite staff, good infrastructure, reliable and consistent air-

lift with competitive airfares, relatively well diversified markets, a cross section of five star restaurants, attractive shopping and interesting well maintained tour destinations.

iQ: With Oil prices projected to rise in the future, how do you believe the Caribbean is positioned to withstand this increase?

MC: With oil prices on the increase, there

will be some discomfort, but generally, the Caribbean has been exposed to high oil prices for many years and businesses have been forced to adjust, but with the advent of up to date energy saving devices and cost cutting measures, we will simply adjust and we shall survive.

iQ: With Inter-regional trade becoming increasingly important to Caribbean countries, is there a need for a common currency in the region ? What do you believe have been the factors negatively affecting inter regional agreements such as CSME, CARICOM, OECS etc?

MC: With the increased trade inter-

regionally, it would have created a more level playing field, but countries like Guyana, Trinidad and Jamaica have their own monetary agenda which does not mesh with our fragile system. On the other hand the OECS countries have developed a real understanding for keeping away from currency devaluations which works well for our tourism product. When we revisit the status of the Guyana and Jamaica currencies and to a lesser extent the TT dollar, the OECS countries feel more secure as our Central Bank operates to our satisfaction and in sync with our economies.

The obstacles affecting CSME, Caricom and the OECS hinge on fear, insecurity and distrust. All Caricom leaders suffer from the same ailment and until such time that most Prime Ministers mentally accept the fact that one Caricom Prime Minister can act in good faith once the subject has been thoroughly debated but disagreements, selfishness and lip service should not remain the order of the day. What transpired years ago when the Caribbean decided to bind together for one cruise ship head tax failed to materialise when certain islands defected and therein lies the difficulty with the aforementioned agencies.

iQ: What advice would you give to businessmen/women seeking to become entrepreneurs in such a competitive environment? What is the best way to overcome challenges and obstacles in the business sector?

MC: Becoming an entrepreneur in these

competitive times may not be the easiest task, but it is not impossible. Firstly, entrepreneurs are born and not made but even those born must realise that discipline, dedication and persistence must all be implemented to achieve their goal. Once an individual possesses these qualities, the implementation is actually enjoyable but the most important part is pursuing a target one really believes in and cares for and wishes to generally develop same.

Overcoming business challenges is an art which is developed by understanding human beings. All human beings have an accommodating and controversial side. We must learn to focus intensely on the accommodating side and not allow ourselves to lose our cool as sooner rather than later business partners end up enjoy working with us.

iQ: In your vast experience as a Caribbean businessman and entrepreneur, how in your view has the region evolved and what are the greatest challenges presently facing the region?

MC: The Caribbean region was once a

peaceful area where life and business coexisted in a very civil manner but the decision by OPEC in 1974 to hike the price of oil tenfold was the un-doing. Inflation became the order of the day, businesses came under pressure and as a matter of fact some businesses were forced to change course while others had to genuinely bow out.

Subsequent to this change, inflation raised its head and a new dimension presented itself. Inflation in our view became a major problem as the ordinary man became disadvantaged and had no real answer.

With frustration setting in, the drug trade became an option and sooner rather than later the drug trade became a business.

Today, we are faced with a serious crime problem which is a bi product of the drug trade which we must deal with at a time when our meagre resources have to be carefully administered. Politicians at this stage have a serious role to play in bringing our economy and social status back on stream but time alone will tell.

The iQ is a semi-annual magazine produced by First Citizens Investment Services. It serves to provide readers with a detailed analysis on the financial markets and investment opportunities.

website: www.firstcitizensinvestment.com

BusinessFocus May / June

| 37

BUSINESS SPOTLIGHT

A U T O M O T I V E

CARCARETIPS

A R T

VOLUME 2

I

n this issue we continue to take a care of your car. In the previous caring for the paint surface of the focus on caring for the interior of your rims and tyres.

look at how to take issue, we looked at car. In this issue, we your car as well as

Dashboard, vinyl, and rubber care

Vinyl, rubber and plastic surfaces require special treatment to preserve their original look, to retain their elasticity, for UV protection and to protect them from fading. We recommend using Meguiar’s Ultimate Protection. This product offers superior UV protection with shine that significantly outlasts conventional products, creating a rich shine & darkness on interior surfaces, while bringing new life to exterior trim, moldings & tyres.

Leather Care

To clean, moisturize, and protect your fine leather we recommend using one of the following Meguiar’s products: Gold Class Rich Leather Aloe Cleaner (Step 1 & 2), Gold Class Leather Cleaner & Conditioner, Gold Class Rich Leather Foam Cleaner/Conditioner, One Step Leather Care to keep your leather looking and feeling like new.

Carpet Cleaning

For safely removing even the toughest stains from carpets, upholstery, and even vinyl we recommend one of the following Meguiar’s products: Heavy Duty Carpet & Interior Cleane or EXTRA All Surface Cleaner

Air Freshening

To instantly, permanently and safely remove strong odours such as smoke, sweaty workout gear, pet odour, food smells and more, we recommend using Meguiar’s Car Odor Eliminator. Traditional air fresheners merely mask the bad odours, but using Meguiar’s Car Odor Eliminator actively eliminates the foul odour.

Tyre Treatments

To maintain your tyres and keep them looking sharp with a BusinessFocus Nov / Dec

| 38

deep, dark black colour, Meguiar’s offers the very popularMeguiar’s High Gloss Endurance which is now available in aerosol and trigger spray in addition to the regular gel bottle.

This product offers rich, dark, high gloss tyre protection that lasts for weeks! Our advanced, long-lasting formula endures even through washing & rain, & dries quickly eliminating overspray, runs & drips. Proprietary macropolymers & copolymers protect against UV damage & tyre browning.

The end result is that your tyres stay black with a rich, dark, high gloss shine for weeks longer than ordinary tyre shine products

Wheel Cleaners & Metal Polishes Wheel Cleaner

In an effort to help you keep your wheels sparkling clean we recommend one on the following Meguiar’s products: Gold Class Instant Wheel Cleaner, Hot Rims/Cool Care All Wheel Cleaner, Gold Class All Wheel Cleaner, #36 Wheel Cleaner. They use tough, penetrating and neutralising agents to loosen and dissolve brake dust, road grime, and stubborn dirt build up.

Metal Polishes

To clean, polish and protect all metal, including brass, silver, copper, pewter and gold we recommend Meguiars All Metal Polish

Trim & Accent Care

To instantly restore colour and richness to faded and discoloured trim and moulding we recommend Meguiars’ Ultimate Black. It makes trim & plastic look-like new, with extended durability that lasts for weeks! Restore new life to all exterior plastic, vinyl, & rubber trim such as bumpers, moldings, door handles, rearview mirror housings & windshield cowlings. Utilizing break-thru UV clear coat technology, Meguiar’s® Ultimate Black significantly outlasts conventional protectants & trim care products. This durable formula dries almost instantly and once cured, will not streak when treated surfaces get wet.

BUSINESS SPOTLIGHT

PAINTS

IN THE COMMUNITY As part of Harris Paints’ commitment to give back to the communities where they operate, they have over the past few months embarked on a number of initiatives to fulfill their mandate. Harris’ contribution has shown support to a number of education based initiatives. Each initiative has varied in size and scope but has been welcomed by all of the worthy recipients. Harris is always happy to improve community life wherever possible by adding colour to living and working environments.

Sir Arthur Lewis Community College Project Students of the Sir Arthur Lewis Community College - Division of Technical Education and Management Studies, Business Administration class who are currently completing a course in Principles of Marketing now have a more in-depth knowledge of tangible pro ducts.

The students were welcomed by Harris Paints to utilize the company for their group project on two aspects of the Marketing Mix – Product & Price. During their visit, the students were given a firsthand experience of all that is involved in making a can of paint.

2011 Francophonie Spelling Bee Competition Harris Paints has once again offered support to the National Committee for the Francophonie in the form of sponsorship of the Francophonie Spelling Bee Competition. Mr. Ethan Joseph, the winning student of St. Mary’s College will very shortly be able to study in an enhanced study environment with his prize of a Study/Bedroom paint over.

BusinessFocus May / June

| 40

Donata School The students at the Donata School were able to return to much brighter, stimulating environment compliments of Harris Paints. Harris partnered with the National Development Corporation who coordinated a team of volunteers for painting, while Harris Paints provided all of the paints and accessories required to complete the task at hand.

Independence – Factory Tours Harris Paints participated in the Annual Independence Factory Tours last month. This year was the country’s 32nd year of independence, and one school was invited to a tour of their factory. These tours seek to expose the students to the manufacturing sector, the jobs available and skills required in the industry, and to provide insight into the linkages between manufacturing, agriculture, and tourism.

Harris Paints Hosts New Language of Colour Seminar Over 150 painters, c o n t r a c t o r s , architects, interior designers, retailers and Harris Paints are now more knowledgeable about the Language of colour system and solutions offered by Harris Paints. Harris hosted the first two seminars (one in the north and one in the south) in a series of Colour Seminars last month. The facilitators were Senior Vice President of Sales and Marketing for the Harris Group of Companies, Luke Ticknor, along with Harris Paints’ Sales and Retail Services Manager, Christopher Joseph.

They explored Harris’ new ‘Language of Colour’, Colour Tools available, paint technology, application techniques, and surface preparation, while providing inspiration and ideas to customers and staff alike, based on the latest global trends and the Caribbean’s 10 most popular colours of the year.

• Web & Graphic Design • E-Marke�ng & SEO • Virtual Tours • Training • Mobile Websites & Applica�ons • Mul�media Presenta�ons • Customized Online Applica�ons

• Procurement Services • Glace Couriers • St. Lucia Online Business Directory • Computers & Accessories • Consul�ng Services

GlaceGrafix, Inc. is a full web development, business and technology solutions company that has assisted over 400 clients worldwide since 1998.

We can build and market your business in any market space both on and offline.

VISIT US TODAY AT WWW.GLACEGRAFIX.COM

Saint Lucia: Corinth Estate Road, Gros Islet • T: (758) 451-7825 • M: (758) 485-4020 Florida: 18520 NW 67th Ave., Ste. 288, Miami, FL 33015 • T: (954) 771-9901 • M: (954) 840-5857

BusinessFocus May / June

| 41

BUSINESS SPOTLIGHT

Board of Directors

FROM L -R: Julius Polius - President Chair Person, Nancy Charles Vice President, Alvin Samuel - Director, Elias Tench - Secretary, Moses Justin - Treasurer, Janie Poleon Fontenelle - Assistance Secretary

VISION To be committed in providing and enhancing the quality of our produtcs and services to you our members and customers according to your changing financial needs as we remain abreast with technological upgrades in our operating environment.

WHAT IS A CREDIT UNION?

BENEFITS

A Credit Union is a group of people who agree to save their money together and to make loans to each other at low interest rates.

LIFE SAVINGS INSURANCE The NFGWCCU provides life savings insurance of up to $30,000.00 as an added cause for gain at no extra cost to the member. Under the plan, each dollar share that a member saves is matched to a dollar for the insurance.

As Credit Unions are democratic organizations: at ever Annual General Meeting members elect their own officers to set policies and procedures.

The NFGWCCU was established in 1994, after a series of consultations with farmers and farmers group. The different parties expressed support for such an important financial institution for the economic development of the farming community.

The NFGWCCU became a registered Credit Union on December 6th 1995.

LOCATIONS The NFGWCCU operates on an island-wide basis. In order to facilitate the general membership, the NFGWCCU has an office in Castries and in Vieux Fort.

WHO CAN JOIN? Membership of the NFGWCCU shall be opened to all persons, their spouses and their children, who are resident within St. Lucia and are self employed or fully employed.

HOW TO BECOME A MEMBER Complete membership application form Registration fee $10.00 Purchase 20 shares at $5.00 each SERVICES OFFERED The NFGWCCU enables members to make savings in the form of shares and deposits. In addition to savings, there is a withdrawal facility, loans issued, salary assignments and statement of accounts.

BusinessFocus May / June

| 42

THE FAMILY INDEMNITY PLAN Offers you: Payment of funeral and other expenses Coverage for up to six persons, including your spouse, children and parents.

No medical examinations or questions Claim payment within 2 days LOAN PROTECTION INSURANCE The NFGWCCU provides loan protection insurance to eligible members at no extra charge. Under the plan, the borrower loan balance is insured up to $70,000.00 until the individual’s death or disability. In the event of these casualties, the beneficiaries do not inherit the member’s debt to the Credit Union.

LOANS AT LOW INTEREST RATES The interests on loans are paid at a rate of .75% of the unpaid balance. This enables members to save more and consequently make more money available for other users.

DIVIDENDS At the end of each financial year after expenses are paid and reserves are set aside, the Credit Union pays its members a percentage of its income as dividends.

OTHER PRODUCTS Fixed Deposits at competitive interest rates.

The NF&GWCCU offers loans at affordable and competitive interest rates for productive and provident purposes.

TRAVEL

MEDICAL

EDUCATIO N

OTHER LOANS: Mortgage, Land, Housing, Debt Consolidation

Providing quality, timely and professional services to its membership as it continuously encourages maximum participation, staff development, while remaining committed to its socio-economic responsibility to our people.

We Are Located at the following locations: NATIONAL FARMERS & GENERAL WORKERS CO-OPERATIVE CREDIT UNION LTD. Bridge St. Castries & Louisville, Vieux Fort, St. Lucia TEL: 1758-454-6710 - 454-6716 - 458-1268 FAX 454-9526 Email: nfccu@yahoo.com • Website: www.dcslu.com/NFGWCCU.html

Fruitful Thinking

BUSINESS SPOTLIGHT

Helena Laurency

Founder-Managing Director

A St. Lucian Native who, has resided in the UK from 1969 to 1982, and in the USA from 1982 to 2009. Returned to St. Lucia with the combined passion for positive thinking, and the desire to enrich the lives of others. Has over 30 years of Nursing and Midwifery experience in various aspects of the Healthcare field, including extraordinary ability to positively motivate and coach.

My focus of expansion primarily being on; self confidence and positive attitude. The aim is to provide individuals as well as organizations the information and tools they will need to maintain optimal healthy lifestyles, in addition to promoting healthier communities by means of various outreach programs.

I have been instrumental in providing healthcare at life’s inception (as a Nurse-Midwife) and at its end (working with seniors) learning how healthier choices had such a positive impact. My vast and wide ranging experience includes leadership and management mentoring for individuals as well as corporations. Having obtained such specialized knowledge I am motivated to share this wisdom with all who so desires.

Bonne Cachille (Positive Thinking) which has been in the making for the past year, was established early 2011, provides the well-being resources for individuals to live healthy lifestyles in all aspects of their lives (Physical, Spiritual, emotional, social, mental, intellectual, psychological, financial) Founder and owner Ms Helena Laurency, a Registered Nurse and Certified Midwife, with over 30 years of experience, has returned to her native St. Lucia to share with St. Lucians and the world, the fact of our greatest wealth is our Health.

Throughout her nursing career, Helena came to understand how our thoughts affect every area of our existence.

To be Healthy we must “THINK WELL, EAT WELL, and LIVE WELL.” It’s equally important to; “ACHIEVE AND MAINTAIN HEALTH INORDER TO ENJOY OUR WEALTH” This is facilitated by means of Bonne Cachille’s seminars, which are designed to share evidenced based holistic information, enabling individuals to effectually pursue the life changing elements for abundant living.

Our positive and negative beliefs not only impact our health, but also every aspect of our life. The positive power of one’s mind through our thoughts has been scientifically proven. Dr. Bruce H. Lipton’s book “The Biology of Belief” validates this with scientific proof.

Dr. Bruce explains how our beliefs act like filters on a camera, changing the way we see our world, our biology in turn adapts its self to those beliefs. The key to our freedom lies in our ability to recognize how powerful our beliefs are.

It’s fascinating to know while we cannot readily change our genetic code, we can change our minds and in the process switch the blue prints used to express our genetic potential. Positive thoughts are a biological mandate for a happy and healthy life.

Dr. Lipton’s experiments and research helped show (that which has been previously stated by Jesus, Buddha and many other Teachers) our genes and DNA do not singularly control our biology; instead DNA is controlled by signals from outside the cell, including energetic messages emanating from our positive and negative thoughts.

Pastor F. Fabien

In the words of Mahatma Gandhi: Your beliefs become your thoughts Your words become your actions Your habits become your values

Lecturer Presenter

Your thoughts become your words Your actions become your habits Your values become your destiny

We at Bonne Cachille believe in the importance of individuals taking an active role in their health care decisions. For this reason we offer a full range of innovative programs designed to give our customers the knowledge and support they require to make the health care choices that’s right for them.

According to medical researchers, 60-90% of all modern illnesses are stress related. Hence our first seminar focuses on “Stress Beyond Coping.” This presentation uses a unique concept to teach the seven lifestyle factors that are crucial for effective stress management.

In addition, it is a known fact that some kinds of stress are actually beneficial. In our Stress Beyond Coping seminar, participants learn the difference between harmful stress that one can’t live with safely and the beneficial stress that one can’t afford to live without.

Among the services we offer at Bonne Cachille, which are delivered to individuals as well as corporations;

SEMINARS | HEALTH SCREENING | WELLNESS PROGRAMS | HEALTH EXPOS

Mrs. Dianne Bernard Lecturer Presenter

BusinessFocus May / June

| 44

Bonne Cachille is committed to profitable growth through superior quality and innovative service, thereby benefitting its customers, staff, shareholders and communities

•

•B

• le•

e Cach n n IVE THINKIN il o POSIT G

Lets L ets k keep eep o our ur h health ealth tto ea oe enjoy njoy o our ur w wealth ea al lth lt Bonne Cachille’s major purpose;

To provide knowledge, instruction, motivation, and inspiration to individuals and groups. Assisting them in achieving and maintaining optimal health in all aspects of life. (Spiritual, Physical, Emotional, Mental, Intellectual, psychological, Social and Financial.) The learning is given with positivity, keeping in the forefront of our mind the amazing power of our thoughts.

In keeping with Bonne Cachille’s philosophy that Health is our greatest Wealth, our services (Seminars, Health Screening, Wellness Programs and Health Expos) are presented with the theme of “Positive Thinking” Bonne Cachille’s mission is to impart the vital information that, when we think positive things work out right, whereas when we think negative, things often goes wrong. (The same is true of where we focus our attention – what we think about we attract to ourselves.)

Bonne Cachille’s founder, Helena Laurency, knows from experience that prevention is better than cure. Hence many of the seminars address the prevention of the illnesses which hinders us from living our optimal lives.

A percentage of the proceeds from Bonne Cachille profits are injected back into the community to benefit individuals, families and groups. Ultimately Bonne Cachille exists to serve others while adding value to its customer’s lives

LIVE HEALTHY - STAY HEALTHY Bonne Cachille Provide well-being resources, to help you make important lifestyle changes

Services: • Stress Beyond Coping • Positive Mental Attitude • You Are What You Think • Cardiovascular Disease Prevention • Infectious Disease Prevention • Malignant Neoplasm (cancer) Prevention • Cerebrovascular Disease (Stroke) Prevention • Respiratory Disease Prevention • Digestive Disease Prevention • Diabetes Mellitus Prevention • Hypertension Prevention • Alcohol / Drug Use Prevention Morne Fortune, P. O. Box 8384, Castries, St. Lucia • Tel: (758) 450 2454 (mobile) 285 2874 Int’l (918) 338 0381 E • info@bonnecachille.com • WEB: www.bonnecachille.com

BAYWALK THE LEGACY

BusinessFocus May / June

| 47

FEATURE

Dream to Reality The majesty of the biggest and most modern shopping mall in the entire OECS is not only in its over-arching appearance, but also in what it represents as the largest investment by a single St. Lucian family.

Maher Chreiki

Exactly five years ago (May/June 2006) Maher Chreiki revealed – right here through the pages of Business Focus – his first son Habib’s plans for construction of a major shopping mall at Rodney Bay. Born here, Habib had just returned home with a Master’s Degree in Financial strategy from the Peter Drucker Business School in California. His dad had long identified him as the lead successor to take the family business to the next level. The plan for the mall was still just a blueprint, but the senior Chreiki saw, in it, both succession and transition: His two sons and daughter taking the family brand name to higher investment heights, while he and his wife – and their generation – slowly faded, not out of the picture or into the background, but out of the limelight, out of the driver’s seat.

But if Maher is preparing for the sunset, it’s only after he and his family played a significant role over the past six decades in living the dawns that have so changed the face of Castries.

The properties purchased and developed by the Chreikis in and out of Castries over the years have been many and most are model landmarks in various parts of the city. (A walk along Micoud Street alone will reveal Chreiki & Sons and Access from the top, all the way down to Hobie, Taxi and the headquarters of RBTT Bank opposite Derek Walcott Square.

So, when Maher revealed the family’s plan for the mall at Rodney Bay, he knew they were pioneering the transition from just retail to top-of-the-line real estate – and even bigger things: His daughter, Hebah is married in Venezuela but visits regularly; Habib (at the time)n was also thinking of starting Access, a store specializing in babies, children and new parents.

BusinessFocus May / June

| 48

Baywalk Mall

Habib had already started spending less time at the office and more time thinking instead of how to put more of the family’s money to work in even better places.

But the transition -- from the main family business outlet on upper Micoud Street (where Maher originally bought old wooden buildings only to demolish them and construct modern masterpieces in their place) to the magnificent majesty of the Baywalk Mall -- represents more than just the most major facelift Rodney Bay has seen. It also represents the surest sign of confidence any local business can have in doing business in St. Lucia for the future.

Indeed, Maher takes every opportunity to tell how “I received perfect support from two successive governments, first Labour under Kenny Anthony and then UWP under Stephenson King, to get this

project going, and none of them let me down.”

The 5-floor mall, standing majestically over and enveloping 380,000 square feet of the most prime property in that section of Rodney Bay, features apartments, restaurants and stores, as well as the island’s first casino.

Baywalk Mall graces the entry to the most quickly developing section of the fastest developing, ever-growing northern part of the island: home to hotels, yachts, banks -- and now to the largest shopping mall in the entire OECS. The largest investment by a single St. Lucian family, the Baywalk Mall at Rodney Bay represents the continuing demonstration, in the biggest ways possible, by the Chreiki family, of its confidence in the Government and people of St. Lucia, in the local business environment, in the loyalty of

customers and in a guaranteed return on their investments due to the very nature of their family approach to business.

Like all other descendants of other nationalities who have settled here and grown with the local business community (Chinese, Indian, Pakistani, etc) these 100% St. Lucians with Arab trading blood in their veins never fail, to give solidarity, to help others the best they can, and to commune as leaves on one branch of a small tree in a large forest.

That, perhaps, is the best-kept secret of the Chreiki family success, the results of which are best seen in the magnificent monument at the entrance to the heart of Rodney Bay, which has significantly and permanently transformed the landscape of that art of St. Lucia.

BusinessFocus May / June

| 49

FEATURE

Gateway to the Bay

‘This is the future that’s already started’

My family acquired the property on which Baywalk Mall is now located in January 2006, even before we knew what we would do with it. Most important was to have it – we got the opportunity and took it.

At the time we purchased, the economy was growing steadily, car ownership was on the rise, hotel rooms were going to double within the next five years, St. Lucia was increasingly becoming a second home for foreigners, and Rodney Bay had become the nucleus of St.Lucia’s social life and the island’s real estate boom. Yet, Rodney Bay still lacked the retail space, services, entertainment options and parking spaces that would make it the world class location it could be.

With this in mind, our sights were set on building a St.Lucian landmark -- one which St. Lucians (and everyone from everywhere else) would approve and be proud of.

That’s how the thought of Baywalk Mall came up -- a multi-use project consisting of retail, residential, entertainment space, and a parking lot consisting of 400 spots.

To achieve this, though, we would need the support of local and international businesses and business people -- the all important tenants. We were therefore both surprised and humbled by the amount of support we had gathered within weeks of acquiring the property.

Indeed, we were surprised by the tremendous desire many business people in Castries and other parts of the island had to move into Rodney Bay; and at the same time, we were humbled by the trust and respect expressed to us.

BusinessFocus May / June

| 50

With this momentum, we initiated our search for an architect. One of our proposed tenants suggested Lane Pettigrew and Associates. In our first interview with Lane, while we were looking at the topological plan of the area, he said this would be the “Gateway to Rodney Bay.” With that said, we agreed that he would design it.

With the wind now hitting our sails and a map plotter on board, we started the search for the sunken treasure.

Four banks offered to give us the key to that treasure chest. First Caribbean and RBTT were eventually chosen.

C.O. Williams were selected as contractors – they were the lowest bidders -- and we committed Paul Hippolyte and Associates as our structural engineer, John Francis and Associates as our Electrical Engineer, Tyrone Chong as our legal representative, and Tim Augustine as our Consultant. Then we appointed Zai Mohamed as the overall Project Manager. In the end, what we built was a team of local people who believed in the project, the area and the country.

In total, Baywalk Mall today consists of 135,000 sq ft of retail space and 90,000 sq ft of living space. Over 300 jobs were employed during construction. Some 800 full-time jobs can be created in up to 40 businesses at full capacity. There’s also capacity to house 100 visitors within the 35 apartments.

All of these are contributing factors towards the community, government and economy, in terms of creating jobs, attracting visitors, collecting taxes and churning out more profitable businesses.

Baywalk Mall is here today thanks to my father. He moved to St.Lucia in 1976, and since then he and my mother have struggled and succeeded every step of the way.

They started off with a small store on Chisel Street, given to my father by his eldest brother, Nicholas. They then bought off 55 Micoud Street and affectionately named it Chreiki & Sons with my brother and I in mind. Next, they successfully constructed a three-

storey 18,000 sq ft building, the Hebah Centre on Micoud Street, named after my sister. More recently, we built Access, a 10,000 sq ft store dedicated to Women and Children, also on Micoud Street.

My parents’ success stems from their support and love for each other, family, and business.

St. Lucia on a whole will benefit from Baywalk, the Gateway to Rodney Bay. Habib Chreiki

Habib Chreiki

BusinessFocus May / June

| 51

FEATURE

The Zai Effect Shopping Paradise Found!

“What we have built and now stands majestically at the entrance to Rodney Bay is an edifice of size and quality that combined concrete and steel with class and glass to produce St Lucia’s first ‘International One Stop Shop, Lime and Dine’ experience that beckons you to come back, again and again…”

------------------------------------------------------------------------------------------------------------------------------------------

Zai Mohammed

When the Chreiki family made the decision to construct the Baywalk Mall, they listed three main criteria: finding the ideal bankers, securing the best qualified and reputable contractor, and harnessing the best talent for the client project team.

Helmsman Maher Chreiki, a shrewd businessman, knew that even though he intended to devote all his time to the project, he would require a Project Manager to ensure all aspects of the project were being undertaken, as designed and within time. After all, this would be the biggest family project -- and the biggest construction project of its kind in that part of St. Lucia. Besides, the size of the investment would require quickest possible completion, without any compromise on quality, to ensure the quickest possible returns.

Finding the right person for the job should have been a task as big as the project itself. But Maher already knew who he wanted: Zai Karim-Mohamed, a name and person both well known and respected in local real estate circles.

Maher chose well. Actually, Zai had BusinessFocus May / June

| 52

been, for several years, Project Manager at Rodney Bay Limited, the company responsible for expansion and development of the Bay, Indeed, it was under her managerial guidance that the Bay was shaped into what it is today – St. Lucia’s premiere leisure community.

Zai dedicated long hours, days and nights working on Baywalk – from the groundbreaking ceremony in August 2007 to its completion in the third quarter of 2010.

Holed-up in a cramped rented downstairs structure adjacent to the site with Maher and other project managers, Zai provided the sort of capable leadership she’d become known for.

“To bring his dream to reality, Maher’s goal was to assemble the best team possible to construct this magnificent and timeless structure,” Zai recalls.

“One very important aspect in his determination to construct the mall,” she adds, “was his intent on ensuring the numerous elements of the construction remained as local as possible.”

“And,” she proudly boasts “besides the steel, glass and major equipment, almost every other element of the construction remained in the hands of St. Lucian contractors, sub-contractors and suppliers.”

Having managed the construction phase from start to finish, Zai now presides over the management and administration of the multifaceted structure, which has a list of clients ranging from the island’s most modern supermarket to a multi-storey car park, from outlets of international brands to banks -- plus a casino.

Says Zai, proudly looking down from her 5th Floor vantage point,” What we have built and now stands majestically at the entrance to Rodney Bay is an edifice of size and quality that combined concrete and steel with class and glass to produce St Lucia’s first ‘International One-Stop-Shop, Lime and Dine’ experience that beckons you to come back, again and again.”

“To many who shop or simply walk around admiring its beauty, this is simply a Shopping Paradise Found,” Zai added.

Just walking and looking around the mall, you can’t but agree!

go

Where you want, When you want, How you want

corporate travel □ □ □ □ □

airline ticketing cruises accommodations travel insurance 24-hour assistance

Leverage Management Consulting: □ □ □ □

corporate travel event management marketing and PR branding

F O R M O R E I N F O R M A T I O N C O N TA C T :

LEVERAGE MANAGEMENT CONSULTING LAMAR Building, 12-16 Bridge Street, P.O. Box 2000, Castries, St. Lucia Tel: (758) 453-6906 or (758) 451-7434 • Fax: (758) 458-1727 Email: info@leveragemgt.com • www.leveragemgt.com

□ □ □ □

advertising business plans human resources general representation

FEATURE

Generation Next!

Thought there’s nothing more after the Baywalk Mall that the Chreiki name could be added to? Just wait till you talk to the little guy who’s already slipped into his dad’s big shoes

Maher Chreiki and son Habib Chreiki

BusinessFocus May / June

| 54

Habib Chreiki is a most unassuming young man. You’d never think he was the brains behind Baywalk, but, truth be told, he was. Today, his hands and feet are all over the mall -- and indeed, all the other branches of the local family business empire.

But Habib’s not alone. His brother, Wissam, has just graduated in Business Studies in Kansas; and his sister, Hebah, is married into business in Venezuela. But there’s no doubt that Habib is the prime successor to his dad at the helm of the family business.

Groomed by his dad Maher and his mom Jeanette, Habib, Hebah and Wissam all grown-up helping to take the family business into new lines beyond the traditional retail trade. Born St. Lucians, they are ready for the job.

Bright, visionary and determined, yet cool and unruffled, Habib helps run the family business, as well as his own (several) other top-of-the-line brand name outlets, ranging from Hugo Boss to Polo. He’s a busy as a business bee, but you wont tell from the emptiness of his desk, only adorned by a laptop – and one of his Blackberrys.

As generations go, Habib (and his siblings) are a Third Generation Syrian-St. Lucians. Born at Victoria Hospital on May 30, 1980 his three decades as “a full-blooded Lucian” places him among many other descendants of the original Arabs who land here for business six and seven decades ago. His father, Maher, landed here in 1976 after his elder brother, Nicholas, had arrived in 1963. Nicholas was assisted on arrival her by his father-in-law, Abraham George, and in turn he assisted both his brothers, Maher and Marwan, in landing jobs with Abraham -- until they were strong enough to branch out on their own.

Maher and Marwan were not among “the suitcase generation” – their generational predecessors who walked from village to village hawking their wares. Instead, they belonged to the generation that started

laying permanent footprints on St. Lucia’s business landscape. They rented outlets until they were able to purchase buildings; they bought old structures and tore them down to build new edifices; and they renovated or expanded existing properties.

Maher and Marwan’s generation yesterday established businesses in various parts of the capital; Habib, Hebah and Wissim’s generation are today expanding those stores and shops into major real estate enterprises.

So, what really keeps Habib going? He says he is fueled by “My father’s determination and grit against all odds. It leaves a burning desire in me to honor it by contributing to the family and the business in the best way I can.”

Actually, Habib, now joined by Wissam, has his own other wish: “My sister visits

us often. When she does, she helps out at Baywalk and it is thrilling to see her business instinct. Selfishly, I wish she were here to help full time. She would have an enormous impact.”

Habib is very clear about what Baywalk and means to him and the Chreiki clan. He explained, “This mall is very dear to me, because my biggest dream is always to be part of a generation that helps St. Lucia to continue progressing.”

“Having been born at Victoria hospital in 1980, having attended St. Mary’s College, earning a Bachelor’s Degree in Information Systems, graduating with a Masters in Business and Managing Access, I am very proud to have started off the next step in the family business,” he told BF. “Baywalk is evolving before our eyes.

It really is a special place,” said a proud

Habib as he walked BF around the spacious mall along with his dad.

The greetings and congrats from staff and shoppers alike as the father-and-son duo moved from store to store, floor to floor, also indicated just how much their investment and achievement is being appreciated by the average St. Lucian.

Said Habib, “What we have built here is something to make not only us proud as St. Lucians, but one which will also make other Caribbean people proud to know that we have in these islands and in this region, what it takes to do right here what the rest of the world sees elsewhere.

“According to a quote by my Graduate Professor and Management Guru, Peter Drucker, ‘This is the future that has already happened.’”

So true!

BusinessFocus May / June

| 55

A True Reflection Of Elegance And Refinement, Ideal For Making The Perfect Statement To The World A man’s clothing says a lot about him. Whilst it’s true that the clothes don’t make the man they certainly go a long way in helping others form an opinion about the wearer. For decades Hugo Boss has understood this. From the company’s inception in 1924 it has garnered an international reputation for creating high-end luxury men’s wear and accessories that complements the wearer, enabling him to look sharp, distinct and stylish.

Hugo Boss, headquartered in Germany and named after its founder, is pleased to announce the opening of its first store in St. Lucia. Located on the second floor of Baywalk Mall, Rodney Bay, one is immediately welcomed by the contemporary décor and relaxed ambience of the store.

The open layout, at first glance, draws the shopper’s attention to clothing suited for all occasions: whether it’s for work, play, business, casual or formal events.

Within the store shoppers can find Hugo Boss’s three main collection of clothing labelled Boss Black, Boss Orange and Boss Green.

BusinessFocus May / June

| 56

Boss Black places great emphasis on using precise, exceptional details to create classic, timeless designs in both formal and casual wear. Available in this collection are lightweight suits and jackets that are tailored to fit closer to the body conveying a professional and flattering image for professionals.

These can be complemented with dress shirts, Italian made ties and shoes, and leather bags. For the smart casual look one can choose from a wide selection of jeans, full length trousers, attractive shirts and tees all made from the finest materials.

Boss Green clothing seeks to exceed the athletic needs of sportsmen by providing practical, functional active wear and accessories. The relaxed, sporty look and feel of the clothing is emphasized by inbuilt sun protection, moisture wicking fibres and other convenient features, all guaranteed to leave the wearer focused on winning the game.

Also available are golf bag, driver covers and other clothing suitable for all leisure activities.

Boss Orange has become synonymous with leisure wear that is fun, creative and cool. The clothing offered ranges from trendy jeans, to beach wear in colourful prints and patterns. Included in the line are graphic t-shirts, casual leather and sports jackets, fantastic shorts and a wide variety of footwear, ideal for everyday use.

At Hugo Boss we know you will appreciate the range of high-end merchandise that is on offer at duty free (picture ID and travel itinerary needed) or duty paid prices. Adding to your shopping experience is the excellent level of customer service that we provide.

This includes customised tailoring service that enables you to effortlessly exude good taste and elegance.

The store’s contact number is 452 9195. Gift cards are available for purchase and can be redeemed for any item storewide.

Opening hours are Monday – Thursday 10 AM – 7 PM, Friday & Saturday: 10 AM – 8 PM and Sunday: 11 AM – 6 PM. BF Nady Leonce

www.hugoboss.com Phone +49 7123 940 HUGO BOSS AG BOSS Black

BOSS Store Menswear

Rodney Bay

HUGO BOSS

Bay Walk Mall

Shop #51

FEATURE

Nicholas The Pioneer

Nichloas Chreiki was born in Syria on December 10, 1935. He had seven other siblings, four boys (Marwan, Mazhar, Maher and Majed) and three sisters (Nawal, Nagat and Siham).

“Nick” married Adiby George in 1963 and moved to St. Lucia that same year, with his brother-in-law, Adib George -- the daughter and son, respectively, of fellow Syrian Abraham George, who had arrived here in 1958.

A couple of Nick’s brothers followed him to St. Lucia. By the early 90s, four of the five had settled here permanently, with the fifth, Dr. Mazhar, living in Spain.

Nick and Adiby had five children: Carlos, Mars, Carol, Alanda and Habib. Four got married -- except Habib, whom Nick constantly verbally pestered with “roho itjouso” (meaning “Get married”).

He operated many retail businesses, but most know him either at Adam and Eve/or Black Jack, on Chisel Street, where friends and customers would visit.

Nick had served his country well in his adopted home. He eventually served as Syrian Consul in St. Lucia.

The symbolic pillar of strength for Nick’s immediate and extended family was the ten-year-old horseshoe-shaped balcony at his residence in Reduit. Every Saturday, his entire family -- kids, in-laws and grandkids -- would have home-made lunch at his house. It happened every Saturday for lunch, on that majestic balcony.

After his death the family mourned on Nick’s balcony.

When Baywalk Mall was completed, perhaps none was more proud than ‘Nicholas The Pioneer’. He knew this would be the permanent stamp of the family’s contribution to the development of St. Lucia’s business profile.

He succumbed earlier this year to a dignified battle with a heart ailment, but the tearful eulogy by his nephew, Habib, was a striking documentation of his role as the family patriarch.

The attendance at his funeral was the best statement about how people viewed Nick: the Minor Basilica of the Immaculate Conception was packed from wall to wall with St. Lucians from all walks of life.

His funeral also drew the rest of the local business community, as well as members of the Asian (Indian, Pakistani, Chinese) business community, who, like everyone else, knew him as a staple local operator.

Nick always encouraged his nephew Habib (Maher’s son) to reach for the top while at school. The bond they shared was unbreakable.

By Habib’s account today, “Uncle Nicholas was the family’s North Star. He kept the family grounded.”

Habib also saw himself in Uncle Nick’s shoes, if not his shadow. “On my way home every day, whenever I passed outside his home with family members gathered in the balcony, I would say to myself, ‘I wish when I am his age I will have family gatherings like that.”

This Habib, like his namesake cousin from his uncle’s stable, has so far remained deaf to Uncle Nicholas’ edict to “oho ijouso”. But he made his uncle proud before his departure – which is why he broke down in joyful tears delivering the eulogy. (BF)

BusinessFocus May / June

| 58

Visit The Gift Shop Box for all your beautiful and exquisite gifts for: birthdays,Weddings, Anniversaries or just for that special occasion.

At the Gift Box there is something special for everyone: babies, children and adults. No one is left out.

So come to The Gift Box Shop number 48 at The Bay Walk Shopping Mall.

TEL: 758.450.8777

EMAIL: geraldine.baywalk@live.com

BusinessFocus May / June

| 59

FEATURE

Caribbean Alliance Insurance Company Limited (CAIC) is the only regional insurance company covering the Eastern Caribbean with its Head Office based in St John’s, Antigua.

CAIC has a long history in the region because whilst Caribbean Alliance Insurance Company Limited as an entity was formed in 1988 from an amalgamation of insurance agencies in Anguilla, St. Kitts, Montserrat, St Lucia, Barbados, St Vincent, Grenada and Antigua, some of the Agencies have been in business for over one hundred years. In recent years we have expanded into the following territories, British Virgin Islands, Ascension Islands and Falkland Islands.

Caribbean Alliance is rated A-(Excellent) at A.M. Best, attributing our rating to our solid capitalisation, growing market presence in the Eastern Caribbean, regional expertise and our commitment to sound underwriting principles. Not everyone understands what it means to be rated by AM Best. If you are one of them, do not worry, you are not alone. A brief explanation excerpted from the AMBest.com website follows: BusinessFocus Nov / Dec

| 60

A.M. Best’s Financial Strength Rating (FSR) is an independent opinion of an insurer’s financial strength and ability to meet its ongoing insurance policy and contract obligations. It is based on a comprehensive quantitative and qualitative evaluation of a company’s balance sheet strength, operating performance and business profile.

A.M. Best’s FSR opinion addresses the relative ability of an insurer to meet its ongoing insurance obligations. A rating of A- (Excellent) is assigned to companies that have, in our opinion, an excellent ability to meet their ongoing insurance obligations.

In the same manner that a house is only as strong as its foundation, an insurer is only as strong the reinsurers behind it.

With that said, Caribbean Alliance is one of the strongest financial institutions in the Eastern Caribbean, backed by our reinsurance programme placed with top-rated reinsurance companies in Europe, USA, Bermuda and Lloyds.

Our Customer Service is our strength and with experienced staff based in Antigua as

well as in our agencies, we are able to offer you the best in advice and products best suited to protect your assets, personal and business. We communicate with our customers in English with language that is easy to understand. With Caribbean Alliance, there is no need to worry about the fine print.

Quality Customer Service is proven, above all else, when our customers, large and small, suffer a loss and we are there to help them recover speedily with minimum inconvenience. This service has been tried and proven having settled more than 7,500 catastrophe claims for Hurricanes and Volcanic Eruptions at a total cost in excess of EC$700 Million.

Our customers represent a who’s who of businesses throughout the region with companies in the electricity, telecommunications, restaurant, dealership, entertainment, hospitality, and financial services industries just to name a few.

In St. Lucia there are two types of people – those who worry, and those who insure with Caribbean Alliance Insurance, local agents St. Lucia Insurances Ltd.

SHOP 43 BAYWALK MALL, P. O. BOX RB2737, RODNEY BAY, GROS ISLET, SAINT LUCIA TEL: (758) 458-7950 FAX: (758) 452-2240

48 MICOUD STREET. P. O. BOX 1084, CASTRIES, SAINT LUCIA TEL: (758) 458-7900 FAX: (758) 452-2240 EMAIL: info@stluciainsurances.com

LINMORE’S BUILDING, THEODORE ST. P. O. BOX 283, VIEUX FORT, SAINT LUCIA TEL: (758) 458-7930 FAX: (758) 454-8574

At St. Lucia Insurances Ltd. integrity is our watch word backed by years of experience and certified expertise. We provide the widest range of competitively priced general insurance products and are unbeatable for · Home · Motor · Liability ·Private and Commercial Fire ·Pri · Construction ·Marine

Insurance for all your needs!

ST LUCIA INSURANCES LIMITED

REPRESENTING CARIBBEAN ALLIANCE INSURANCE COMPANY LIMITED

FEATURE

Newest supermarket offers An unbelievable shopping experience

gl foodmarket is a spacious, beautifully appointed supermarket located on the ground floor of Baywalk Mall, Rodney Bay. gl foodmarket brings together the best of local and international products in a convenient shopping environment. gl foodmarket is committed to offering value for money, excellent quality, variety, and to raising the bar for supermarkets on the island. Led by a team with many years of experience in the retail food industry gl foodmarket offers St. Lucia a new supermarket shopping experience.

In addition to offering customers the basic everyday items, gl foodmarket features a BusinessFocus Nov / Dec

| 62

state-of-the-art delicatessen, an in house bakery and a fresh-to-go section which provides healthy options for breakfast and lunch when on the go. Another exciting element is the inclusion of a specialty foods section which includes gourmet international foods, as well as lifestyle diet items for vegetarians and those who have food intolerances to gluten and lactose. gl foodmarket also offers an extensive wine and cheese selection, and a fresh meat department which offers premium meats that are always fresh, never frozen.

At gl foodmarket customers can find quality products to suit every budget. They

have recently launched their Loyalty Card program. With four uniquely designed loyalty cards to choose from, customers get their choice of gl foodmarket loyalty card as soon as they complete the registration form. Shoppers can start using their card immediately and earn points every time they shop. The more you shop the more points you collect. Points can be redeemed towards your purchase at any time.

Shop at gl foodmarket today their staff will be happy to serve you.

[Operating hours: Monday to Saturday, 7 am to 10 pm, Sundays 7am to 6pm. Website: www.glfoodmarket.com]

Beausejour, Gros Islet, St. Lucia TEL: (758)-452-TILE (8453)

infinity@carascoslu.com

Email: stlucia@islandstyleinteriors.com Website:www.islandstyleinteriors.com

FEATURE

Continuing thetradition at a new location!

M&C Drugstore has for long been the leading drugstore chain in St. Lucia, with five locations island-wide.

Its newest location, at the new Baywalk Mall at Rodney Bay, continues the tradition of offering customers great product variety at affordable prices, paired with knowledgeable staff and excellent customer service.

The Management and Staff of M&C Drugstore Baywalk Mall are all excited about its new location and the product selection available at the store.

The Baywalk Mall provides secure and covered parking for all customers and the M&C Drugstore at BayWalk Mall boasts of a wide variety of OTCs, Pharmaceuticals, Toiletries, Cosmetics, Stationery, Baby Care items, Gift Sets and so much more.

M&C Drugstore is proud to have on staff a very knowledgeable pharmaceutical team that’s devoted to the care and well-being of all customers.

In addition, the new Baywalk Mall location also has a make-up specialist to assist customers to make the best purchases to suit their needs.

M&C Drugstore Baywalk Mall continues the tradition of “Promoting Health, Creating Smiles, for a Healthier, Happier YOU.” Shopping at M&C Drugstore Baywalk Mall is affordable and convenient.

Visit our M&C Drugstore at Baywalk Mall today!

M&C Drugstore locations and operating hours are as follows: • Baywalk Mall: Mon – Sat: 9am to 9pm, Sun 9am to 1pm • Gablewoods: Mon- Sat: 9am to 7pm, Sun 9am to 1pm • Bridge Street: Mon – Fri 8am to 5pm, Sat. 8am to 1pm • Vieux Fort: Mon – Thurs 8am to 5:30pm, Fri - Sat: 8am \

to 6pm, Sun 9am to 1pm • Soufriere: Mon – Sat 8am to 5pm BusinessFocus May / June

| 64

"For moments that matter."

BAYWALK . RODNEY BAY . SAINT LUCIA Corner of Micoud & Chisel Street, Castries, St. Lucia Email: access@cheriki.com • Website: www.chreiki.com/access

FEATURE

TheMobileone-stop-shop!

Ever heard of a one-stop-shop for all your mobile equipment? The Cell is just that place, where they do “Everything Mobile”.

The Cell has indeed grown with the mobile industry in St. Lucia – from a place that once sold only cell phones to one that today takes care of everything mobile.

Just think of it and you’ll most likely get or get it done at the Cell.

Want the latest cell phone or just a good phone? The Cell stocks the best bands of pones – from the traditional single chip or flip phone to the newest Dual Sim, to the iPod to the iPad. Need the best accessories for your phones, tablets and computers? The cell stock the widest range of headphones, earphones, CDs, DVDs, thumb drives, etc.

Need to unlock your new phone? No problem, The Cell will get you using it quicker than you think.

Need repairs for any of your mobile products? The cell will repair your product with speed and efficiency that’s surprise you.

The Cell started on Bridge Street and is now located on Jeremie Street, with branches in Soufriere and Vieux Fort as well.

Now The Cell is also at St. Lucia’s newest and most spacious location in the north – as Baywalk Mall, where they do and offer Everything Mob

BusinessFocus May / June

| 66

FEATURE

Crown Jewellers St. Lucia has seen its share of jewellery establishments over the years – from small to medium to large.

Most have offered the same services and products with not much difference in quality or range, but that’s now changed thanks to one new establishment.

Anthony’s Jewellery has, in short time, developed quite a reputation for quality service and products.

The island’s fastest growing and most recent quality jewellers are now also located at Baywalk Mall in Rodney Bay. First-time customers are amazed at the range of services and products on offer at Anthony’s – and many end up as returning clients, attracted by service and quality of higher standard.

Feel for the best custom-designed rings, earrings, bracelets or chains? Leave it to Anthony’s Jewellery. They know their stuff. Want earrings, but your ears aren’t pierced? No problem, Anthony’s will pierce them -- with pleasure.

Anthony’s Jewellery also offers watches of all types and fine quality.

Your jewellery is damaged and in need of repair? No problem at all, Anthony’s Jewellery will repair them just like new. Anthony’s Jewellery takes pride in offering and delivering the best service possible at both its locations. Its welltrained and professional staff will ensure your jewels are the best you’ll ever have bought; and they’ll also restore the shine where you thought it was lost.

Anthony’s Jewellery

We Specialise In: Custom Designs, Ring Sizing, Ear Piercing, Watches, Quality Repairs, Fine Jewellery.

2 great locations #6 Bridge Street, Castries, St. Lucia. W. I. Tel/Fax: 758.451.7736 Baywalk Mall. Rodney Bay. Tel: 758.458.4394 Fax: 758.458 4374

BusinessFocus May / June

| 68

Just the for your pet!

People love pets. Everyone does. (Well, almost…)

Now St. Lucia has a new pet store that will cater for all your pet needs – whatever your pet.

Just for Spot, located on the Ground Floor of Baywalk Mall, is the new one-stop-shop for your pet or pets.

And, unlike many other pet shops, they don’t limit the pets they cater for. They’ll help you care better for your dogs and cats, your aquarium and its fishes – any pet, from a guinea pig to a horse.

Their stocks include quality foods aquatic supplies, medicines, treats, supplements, grooming supplements – even pet clothing.

Okay, not every single person loves or has or will keep a pet, but no one wants or likes to see pets treated badly.

If your pet falls into the category of those that can do with better care, Just for Spot is just the spot for you.

They’ll advise you on the best foods and medicines and all the accessories that can help you treat your pet better – and make it love you more.

If you think you’re already taking the best care of your pet, Just for Spot has a surprise in store for you. But you won’t get it and you won’t know what you’re missing until and unless you visit Just for Spot at the Baywalk Mall, Rodney Bay, where Happy Pets is Our Passion.

Look and feel better.

Every day!

Frans Boutique & Bridal is proud to be located at Baywalk Mall, bringing to the location the best in supplies of bridal and wedding paraphernalia.

With years of experience, the boutique caters for women of all shapes and sizes, offering everything from formal and semi formal wear to the other items that make women look that extra special – from hats to shoes to bags and accessories.

But it’s not just about catering for the fashion conscious or those seeking the finer wear that’ll make them stand out. Frans Boutique & Bridal will also take care of the entire ladies section of the bridal party: gowns for the bride – complete with all the accessories and everything for everyone – from the Maid of Honour and Bridesmaids to the Mothers of both Bride and Groom.

Want that special dress but don’t want to buy it? No problem. Frans Boutique & Bridal offers a very wide choice of Bridal Gowns.

Want to make your wedding’s Bridal Party stand out over and above others? Want to make it that extra special? Want to include those finer things not seen elsewhere? No problem. Frans Boutique & Bridal takes Special orders and will shop the world to bring you all the elements of that special order.

Feeling left out? Don’t bother. Frans Boutique & Bridal also stocks a wide assortment of ladies’ dresses, business suits – and lots more.

Over the years, Frans Boutique & Bridal have perfected the art of making ladies look and feel better. They started off at Peynier Street and are now located at the North’s two major malls: Blue Coral and Baywalk.

Their new Baywalk branch I already a hit. Visit, buy or rent – and look and feel that extra special on your wedding day. And every day!

Fran’s Boutique &

Fran's Boutique & Bridal Blue Coral Mall & Bay Walk Mall specializes in:

Formal & Semi formal wears, Ladies Hats, Shoes and accessories.

On the Bridal side:Bridal Gowns complete with accessories, maid of honor, mini brides, bridesmaids, mother of the bride/groom dresses, Ladies Business Suits and lots more.

We do special orders whatever the occasion as well as rental on Bridal Gowns.

Blue Coral Shopping Mall, #8 Bridge Street, Castries

Tel: 758.451.7305

Bay Walk Shopping Mall, Rodney Bay BusinessFocus May / June

Tel: 758.451.7308 | 69

JAZZ FEATURE

Two Decades of Jazz and World Music

After 20 years of scintillating sounds and pulsating rhythms, the most anticipated event on the Caribbean’s entertainment calendar enters the age of its Silver Jubilee.

The St. Lucia Jazz Festival is two decades old – and like any 20-year-old anywhere, it has a history to look back on, learn from -- and build upon. Reviews came in abundance.

But it didn’t all just happen. It was as uphill a climb as the Pitons combined.

In 1990/1991 when the festival was taking shape, it had to compete with other Caribbean music festivals: Barbados Jazz Festival, Jamaica’s Reggae Sunsplash, Trinidad’s Carnival, St. Vincent’s Vinci Mas -- even Guyana’s Mashramani. St. Lucia therefore had to create a special, different blend that was both attractive and sustainable.

Jazz was not as popular as calypso or reggae, so a formula was found to create that musical fusion that would attract all true lovers of good music from around the world, the Caribbean and St. Lucia, all under the umbrella of the St. Lucia Jazz Festival. The product: a World Music fuBusinessFocus May / June

| 70

sion that combines the various genres of Contemporary Jazz with Blues, Rhythm & Blues, Funk, Soul, Reggae, Kompa, Twenty years later, the St. Lucia Tourist Board describes the St. Lucia Jazz Festival as “a would class music affair where locals and visitors alike are treated to the melodious sounds of an array of musical masterminds from around the globe”.

Other aspects have also made the St. Lucia Jazz Festival different. Unlike elsewhere, it is not limited to one venue, but a national affair with performances in the north, south, east and west coasts – and at multiple locations in the north between the City of Castries and the festival’s main stage at Pigeon Island. These geographical stage activities – mostly free -- range from Opening Night to Jazz on the (Derek Walcott) Square, Jazz in the South (Vieux Fort), Fond D’Or (Dennery) Jazz and Soufriere Jazz . Then came the other “fringe” jazz shows such as Jazz on the Green (Cap

Estate Golf Course), Jazz on the Grill, Jazz on the (Reduit) Beach , Jazz in the (Pointe Seraphine) Pier, Tea Time Jazz (at La Place Carenage). And that’s not al: last year there was Jazz at Bordelais (Prison) where a British band serenaded convicts and this year there was Carellie Jazz at an uphill Castries suburban community.

No wonder that after just two decades, the St. Lucia Jazz Festival has been hailed as one of the most anticipated events on the Caribbean’s entertainment calendar.

Indeed, the festival won the prestigious “Best Festival Award” for 2011 by Caribbean Travel + Life magazine.

St. Lucia Jazz has also over the 20 years grown to become a veritable, true Caribbean Music Festival -- separate and distinct from a festival of Caribbean music. Most fans have been coming from other Caribbean islands and territories – From Jamaica to Trinidad, from Haiti to neighbouring Martinique to French Guiana (Cayenne)

on the South American mainland. And the numbers increase every year. Many come a week ahead of the main stage activities to take in the Jazz in the South performances that feature what one top tourism official describes as “the scintillating rhythms and melodies” of Haitian, Dominican, Trinidadian, Jamaican, Cuban, Martinican, Guadeloupean and Cayenne bands – even Caribbean sounds from the Diaspora.

Another remarkable feature of St. Lucia Jazz is that the number of annual repeat visitors is increasing, not only from the Caribbean but also from the USA, Canada and Europe.

The Jazz Festival has in the past two decades had a very significant, positive effect on local tourism. It has become one of the main feature annual attractions sold by the St. Lucia Tourist Board abroad and the entire industry steps backwards, annually, to accommodate those coming for the festival.

This year was different for another two reason. It marked a significant repatriation of the organization of the Festival to St. Lucia and special effort was made to highlight the local talent that has grown with

the Jazz Festival.

The 20th anniversary festival was truly a showcase of local musical talent. Local acts featured at every stage on the main stage.

Reggae sensation Taj Weekes, saxophonist extraordinaire Augustin “Jab” Duplessis, silk-toned Mervyn Wilkinson, choral sensation Deridee Williams, “Lady Sax” Barbara Cadet, legendary pianist Emerson Nurse and the Derek Yard Project featured alongside the likes of international acts such as John Legend, Regina Carter, Angelique Kidjo and Trez Songs, Jamaica’s Mrogan heritage, Cuba’s all-woman band Anacaona, the UK’s Bad Ass Brass and the US’ Yellow Jackets and Total Earth Movements.

Each year too, local hotels offer room deals, taxi drivers offer “special price” trips -- and local musicians improve their beat to beat the competition for an appearance.

Coinciding with every Mother’s Day, many, many mothers also insist the only thing they really want (from husband or child, it doesn’t matter) for that day is “a ticket to Pigeon Island”.

But it’s not all only about playing music and making money. In the last 20 years, the festival has also honed and extended

the many technical skills required to make it a success – whether erecting stages or providing sounds or electricity or security services. Events Management specialists have mushroomed and producers of products for use or sale during the festival have had to learn to be more creative. Local performers get real live stage and professional tips from the best in the business preparing and performing before their very eyes.

Caterers have developed new dishes and he festival is being promoted creatively in new ways almost every year.

The returns on the annual investment in the St. Lucia Jazz festival cannot only be counted in the dollars and cents collected from gate receipts only. For two decades, it has brought visitors to St. Lucia’s shores thousands of visitors annually who could and probably would have gone elsewhere if it wasn’t manicured over the years, by successive governments – tailored to suit the times.

The St. Lucia Jazz Festival has held its own. There have been good times and bad, but more good than bad. It’s survived 20 years. Now enters the path to its Silver Jubilee. BF

Recruiting solution with no boundaries

THE CHANGING BUSINESS ENVIRONMENT

Local Employment: Professional Contract Coaching Training Domestic Cruise Ship Employment: Food & Beverage Accounting, Deck & Engine International Employment: The Caribbean North America United States, Europe Let MAMPA Employment Agency do the hard work for you!

Tel: (758) 451 6163 or 1(407) 477 4146 39 Brazil Street, Castries, St. Lucia. W. I. mampa18@hotmail.com web: www.mampaagency.com

CUSTOMER SERVICE & SALES CUSTOMER SERVICE PERSPECTIVE (TM) PERFORMANCE MANAGEMENT CHECKPOINT 360º SURVEY (TM) RECRUITMENT & RETENTION STEP ONE SURVEY (TM)

Our Services Employee Search and Selection * Match the right people with the right jobs Maximizing training dollars * Enhancing job performance Establishing top performing teams * Improving manager's effectiveness Providing first-class customer service * Selecting top sales people Other HR services Contact Information: 39 Brazil Street, Castries, St. Lucia Phone: (758) 451-6163 | (758) 584-7262 Email: info@profilesstlucia.com Website: www.profilesstlucia.com

BusinessFocus May / June

| 71

JAZZ FEATURE

Musical Masterminds They played, performed and pleased

For 20 years the St. Lucia Jazz Festival has attracted a wide pool from the best known world musicians. Not all who perform at the annual festival are full-blooded jazz artists – indeed, some are everything but. Yet, it is perhaps this variety of World Music that’s been the success of the St. Lucia Jazz Festival. Apart from Jazz performers, there have also been Blues, Rhythm & Blues, Hip Hop Pop, Rock, Reggae, Salsa, Soul, African Beats, Zouk, Kompa, Soca and Calypso performances on the opening night every year. The organizers of the annual event say the list of world artistes that has performed here over the past two decades reads like “an array of musical masterminds from across the world.” It certainly does, when one considers that it’s brought to these shores, to the merriment of us all, the likes of all those listed below – and many, many more…

•

BusinessFocus May / June

| 72

Air Supply

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

Anacaona Angelique Kidjo Fantasia Barino Richard Bona Bas Ass Brass George Benson Anita Baker Chuck Brown Betty Carter Regina Carter Carimi Chicago Ravi Coltrane Spyro Gyra Havana Casino Aretha Franklin Buddy Guy Herbie Hancock Jo Henderson Morgan Heritage Lauren Hill Phyllis Hyman Wyclef Jean Kassav Shaka Khan Gladys Knight Havana Casino Hubert Laws Ledisi Wynton Marsalis Jean Miche “Sweet Micky” Martelly Ladysmith Black Mombazo Los Van Van Maceo Parker Tito Puente Los Van Van Lou Rawls Kenny Rogers Miriam Makeba Pharoah Sanders Carlos Santana Shaggy Jill Scott Trey Songz Mike Stern Sting Keith Sweat Total Earth Movements Mc Coy Tyner The Neville Brothers Luther Vandross Grover Washington Jr Taj Weekes Yellow Jackets

BusinessFocus May / June

| 73

FEATURE JAZZ FEATURE

It just couldn’t have happened without

Corporate Sponsorship

MAJOR CORPORATE SPONSORS OVER THE YEARS

BusinessFocus May / June

| 74

The St. Lucia Jazz Festival could not have been without corporate sponsorship. Full stop. It would simply have been impossible to host the festival on the scale it’s been and it would probably never have won the awards and accolades it has without the annual support of the island’s business community. Corporate sponsors have taken places as Platinum, Gold, Silver and other categories of sponsorship, many repeating their support annually and many even extending their support each year.

The island’s business houses are quite aware of the advertising lift that goes with sponsorship of the Festival. But in most cases, its about more than just sponsorship – it’s about identifying with a true national festival that makes the island stand out every year from the rest of the islands offering annual music festivals.

Businesses create businesses out of the jazz business. Related industries have mushroomed, creating new business opportunities for more persons. New business skills are generated, including the art of negotiation for performance contracts and provision of ancillary services.

The related public jazz and other performances held around the island for two weeks each year have created an annual market for services that range from catering to transport, gift and souvenir items, home and car rentals – even boat rides and homecoming parties for visiting St. Lucians from the Diaspora.

Not all of the millions sponsored by Corporate St. Lucia goes to the St. Lucia Tourist Board. Some sponsors target emerging local artists, others help make it possible for free shows to be subsidized, while still others simply bankroll particular jazz festival causes.

For the 20th anniversary of the festival, Corporate St. Lucia was as affected as everywhere else by the recent global economic turbulences. Business has been good for some, but not all. But none has

declined to chip in. Amounts donated varied, but no activity was cancelled for lack of funds.

The support of Corporate St. Lucia gratefully acknowledged, after 20 years of unflinching reliability, the time has come for a proper review of financing arrangements, especially in these continuing turbulent economic times.

The success of the performances and its success as a selling product promoting St. Lucia makes the festival a profitable national venture. It has probably never been able to balance actual annual expenses with ticket sales. And the organizers will always, each year, wish for more St. Lucians to attend the paying main stage performances.

Any review will have to consider how best to improve and increase, sustain and maintain the necessary levels of financing, but it is imperative that the sources of such financing be diversified in the years to come, beginning with the 21st Jazz Festival in 2012.

Until then, the burden will continue to be borne by Corporate St. Lucia, which, though a tireless beast for two decades, may soon start to wilt under the increasing annual weight of ever growing festival. BF

BusinessFocus May / June

| 75

JAZZ FEATURE

Bank of Saint Lucia

Steady in Support of Saint Lucia Jazz As Saint Lucia Jazz celebrates its 20th anniversary, one of its major sponsors also marked an important milestone. Bank of Saint Lucia has been a consistent sponsor of Saint Lucia Jazz for the last 15 years ensuring the reach and impact of the festival island wide. Almost since inception, Bank of Saint Lucia has contributed steadily to the hosting of Saint Lucia Jazz which has generated significant socio-economic benefits for the island.

Bank of Saint Lucia has paid

BusinessFocus May / June

| 76

particular attention to promoting the festival’s events that take place at the community level. Bank of Saint Lucia has been a Gold sponsor of Jazz in the South and Soufriere Jazz for their entire existence. This sponsorship has also included the hosting of the educational component of a Jazz master class and workshop conducted by world class musicians who also perform at the events.

Local musicians and music students are exposed to the wealth of experience and

knowledge of these renowned performers through this activity.

In its 15th year, Bank of Saint Lucia and its parent company, East Caribbean Financial Holding Company (ECFH), are sponsors of Main Stage Jazz, Jazz in the South, Jazz on the Beach, Jazz on the Pier and Jazz on the Grill. The bank’s sister subsidiary, EC Global Insurance, were also supporting sponsors of Jazz in the South for the first time. BF ECFH Marketing&CorporateCommunicationsServices www.ecfh.com

After 15 years of

Bank of Saint Lucia's sponsorship of Saint Lucia Jazz is hands on, just like our commitment to the communities that benefit so much from the festival. For fifteen years we have been involved in staging Jazz and in 2011, we are pleased to be involved once again in Jazz In the South, Jazz on the Pier, Jazz on the Beach, Jazz on the Grill and Jazz on the Main Stage.

JAZZ FEATURE

SLASPA

SAINT LUCIA AIR AND SEA PORTS AUTHORITY

Facilitating All Moves For Jazz When air and sea ports come to mind, most people imagine them to be bustling with activity; gigantic cranes moving containers, aircraft landing, forklifts racing around warehouses, and the constant interaction of people. In this regard, the Saint Lucia Air and Sea Ports Authority is like every other port authority. With upgraded facilities for cruise, cargo and commercial liners and airlines, St. Lucia’s Ports are always bustling with life.

It’s not all business at SLASPA, as the organization impacts both the economic and social facets of St. Lucian life. SLASPA is proud to be part of the St. Lucia Jazz Festival; facilitating VIP services for celebrities, international press, returning nationals and visitors, providing equipment for the use in main stage setup, BusinessFocus May / June

| 78

and facilitating the exhibiting of local businesses and their products.

La Place Carenage Mall, owned and operated by SLASPA, hosts activities throughout the year, but the most popular being Tea Time Jazz - a series of free Jazz concerts which showcase local performances in an intimate, festive environment.

The sweet sounds of music and jazz often emanate from La Place Carenage throughout the year, but peaks in May with the heralding of Tea Time Jazz. Tea Time Jazz was first introduced to St. Lucia in 1997, when the management of the Duty Free Shopping Complex decided to get in on the jazz action and introduce their own unique brand of the music. Now

an integral part of St. Lucia Jazz, the annual jazz festival is suitably enhanced with this concert which as its name suggests, begins later in the afternoon, following the excitement of Jazz on the Square’s lunchtime concerts.

For the last couple of years, Tea Time Jazz has been held under the theme Music, Art, Heart…Music for the pulsating rhythms that will emanate from the mall; Art for authentic masterpieces that can be acquired at the various shops and Heart for the love of the sponsors and patrons who have supported Tea Time Jazz over the years.

With business, recreation and entertainment, SLASPA makes St. Lucia’s ports, a one of a kind berthing experience in the Caribbean.

style

Hewanorra International Airport

Departing in

comfort

style Facilities & Amenities

• Fully stocked bar & complementary snacks • Tastefully outfitted with comfortable furnishings • Located within the Departure Lounge after security checks • Wireless Internet • Fax service • Card Swipe Telephone • Cable Television • Flight Information Display Monitor • Duty-free Shopping • Local and international magazines • Smokers’ Gallery • Personalized Customer Service by professionally trained staff May / June | 79 • Iyanola Executive Lounge, Hewanorra International Airport, P.O. Box 373, Vieux Fort, Saint Lucia, W. I. • Tel: (758) 454 - 8556,BusinessFocus Fax: (758) 454 – 5581 • Email: marketingdepartment@slaspa.com

BIZZ BUZZ

Air Wars Dot Caribbean skies

RedJet has taken off and JetBlue is coming – with Air Canada not too far behind.

And Caribbean frequent flyers just love it…

That’s the new scenario in the Caribbean as more airlines battle for airspace and the region’s tourism industry underlines the importance of air travel to Caribbean tourism.

The region’s skies are dotted with airborne controversy. Air wars loom in the OECS and within Caricom. And the external airlines are upping the ante in the contest for easier and more varied access to Caribbean skies.

LIAT is under pressure; and Trinidad & Tobago-based Caricom Airlines Limited (CAL)is perching for the pounce while St. Lucia-based Caricom Airways is awaiting the signals to fly again after being groiunded by regional aviation authorities.

The traditional full-cost carriers (LIAT being the longest lasting of them all) have to compete between themselves. Most of the other older long-lasting airlines (BWIA, Air Jamaica, Guyana Airways, Caribbean Star, etc) have been grounded by operating costs and debts, but of late, the likes of LIAT and CAL been coming under increasing pressure from low-cost efforts BusinessFocus May / June

| 80

by new and potential competitors.

EC Express (based in St. Vincent & the Grenadines) and Caribbean Star (based in Antigua) both sought to offer low fares to ground LIAT, but both folded up and were grounded permanently before achieving that goal.

LIAT’s challenges today come from regional carriers such as CAL and Caricom Airways.

But “The Caribbean Airline” is set for another round of stiff competition, if the plans of some extra-regional (North American) airlines bear fruit.

JetBlue, which already has limited flights to several Caribbean islands, is now seeking to negotiate an intra-Caribbean agreement that will allow it to fly passengers from island to island, along the same routes enjoyed by LIAT. Air Canada has also announced that it is toying with the idea of arranging a lowcost carrier to the Caribbean to take the fight to some of its own domestic North American competitors.

But while the extra regional carriers are

considering how best to move in on the Caribbean regional airlines, the RedJet formula has combined Irish and Scandinavian (European) capital with unspecified Caribbean interests to offer the region a “no frills” alternative a la RyanAir and other successful European low-cost airlines.

RedJet had not disclosed its share capital make-up, but it’s already developed a working relationship with fellow IrishCaribbean investor Digicel, which will take responsibility for some aspect of selling RedJet in the Caribbean.

The new low-cost ($9.99 US minus government taxes) have already given RedJet a PR boost, but Trinidad Tobago’s Transport Minister Jack Warner has shown he will the fight to RedJet on behalf of CAL. RedJet, which has already transported the West Indies team to and from St. Lucia and made its initial flight to Guyana in early May, now plans to offer its services throughout the Caribbean to more of the smaller islands.

It also planned to offer low-cost fares to the USA, but that flight window was sud-

denly closed by the US Federal Aviation Authority (FAA), turning US airspace into a no fly zone for the Barbados-based, Irishbacked Caribbean carrier.

RedJet has to now look ahead to what Air Canada’s planned low-cost venture will bring by way of competition, while LIAT will be looking at JetBlue’s potential challenges on its normal Windward and Leeward island routes.

The regional airline turbulence comes as Caribbean tourism executives continue to promote enhancement of air transportation as being of critical importance to the development of tourism in the region going forward.

Tourism and Aviation Minister of The Bahamas, Vincent Vanderpool-Wallace, raised the issue at a recent roundtable discussion hosted by the Caribbean Development Bank (CDB) and organized by the Institutional investor magazine at the Wyndham Nassau Resort.

He urged member states to quickly review the cost of access to the region, which he said is still too high.

Great Taste!

“Low cost, high frequency and high quality transportation is fundamental to the tourism sector, and across the region we have pretended that this is an incidental matter and never pay much attention to it,” noted Vanderpool-Wallace.

“It’s astonishing to me that islands don’t recognize something that is so fundamental,” he added.

The minister noted that Bahamas has been successful in an initiative it took over a year ago to address the challenge by implementing a special reward package where it offers free airfare for a companion of a person who purchases a plane ticket to that country.

Vanderpool-Wallace also used his country’s example to highlight how the development of air transportation is critical to the development of an economy as a whole.

“If you don’t have people being able to connect easily to and from your country, you do not develop it,” said VanderpoolWallace.

“If you look at Nassau as a single country in the Caribbean by itself, it’d be number

five in terms of airlines, number two in terms of total business and number one in terms of cruise passengers,” he continued.

“But Nassau is only two per cent of the total land mass in Bahamas...the question is why we haven’t developed the other 98 per cent -- and there is a very easy answer for that, something so fundamental to island tourism - transportation.”

The proliferation of new airlines and expanded plans by existing ones to widen their wings and lengthen their flights are having interesting results. The intricate matter of costing airline routes is being simplified by low rates, which spell good news for regular travelers.

Others before have flown out of sight, but at the moment, Caribbean travelers are not only hoping that RedJet remains in orbit, but also that JetBlue and Air Canada soon fly in to increase the decrease in the cost of airfares that results from their airborne combats in the fare wars that now dot Caribbean skies. BF

Now Open

Great Place!

BAY OPTICAL “See Better, Look Great”

BURGER PLUS

Dr. Shah

Ophthalmologist

Comprehensive Eye Examinations Designer Frames/Sunglasses Contact Lenses Evening Appointments We carry Brands such as:

Opens 8:00am - MIDNITE St. Louis Street, BOX 181 Castries Telephone: 758 452 7018

Bay Walk Mall, Rodney Bay. Tel: 451-2000 BusinessFocus May / June

| 81

BIZZ BUZZ

New Luxury Housing Development Vieux Fort Family Unveils Exciting Project

The event was well attended with excellent representation from the various sectors, such as local media houses, real estate, banking, legal and the business community. Featured speakers were Mrs. Debra Tobierre, Director, Dr. Kenny D. Anthony (District Representative) and brief remarks by Ross Bowring of Re/Max Realty. The general feedback was positive and there was an air of excitement and anticipation.

The bold initiative has been spearheaded by the owners of True Value Building & Hardware Supplies, Ltd. The premise of the investment is the key positioning and assessed demand for housing. As retailers in the industry, the developers are able to ensure cost savings related to supply. Finance for acquisition of the property and construction of the infrastructure in the first phase, was successfully negotiated on the strength of the parent company which has been in operation for over twelve years.

The upper scale residential development will be situated on 18.68 acres located in Savannes Bay, eight minutes away from the Vieux-Fort town center and the Hewanorra International airport. The community will comprise 36 house and land packages, 26 of which will be within a secure, gated community. The list prices of the homes range from $200,000.00 USD up to $650,000.00 USD, depending on lot dimensions, house plan, optional finishes, pool and landscape packages chosen by a prospective buyer. The primary target market has been determined to be St.Lucian Nationals residing abroad and foreign investors along with local professionals.

The development is situated on a breezy hillside facing exhilarating views of the ocean on the southeastern side of the island.

It was thoughtfully selected and acquired for this very purpose, to be transformed into a one of a kind community. The developers have paid careful attention to every detail during the concept and design phases of the project. Key features include above standard infrastructure such as underground utilities, concrete roads with drains on both sides, high quality workmanship and expert/modern finishing, eco-friendly construction and eco-sensitive features. The exclusive architectural designs and floor layouts promote a distinctively Caribbean quality of life with relaxed indoor / outdoor living spaces. Homes sizes range from 1800 square feet to 4000 square feet with choices of three to five bedroom floor plans, optional pool and landscaping packages.

Mrs. Debra Tobierre

BusinessFocus May / June

| 82

This is the type of development that many home seekers are looking for. If you are indeed one of them, pay the folks at Emerald Vista a visit. They will be more than happy to give a formal introduction to this remarkably affordable investment. – “Imagine, lounging on your covered patio on an afternoon, relishing the magnificent views of the lush landscape that meets blue sea and sky… Enjoy the tranquil lifestyle, live in paradise where so many would love to vacation, and experience the quality of life you so deserve!”

Website: www.emeraldvista.com

Engineering and Construction Management

Structural Design:

- Buildings, Foundations, Roads, Bridges, Land & Housing Development (infrastructure, etc.)

Engineering & Topographic Surveys Project Management, Procurement and supervision of works Enviromental Assessment Email:axum777@Gmail.com P.O. Box 1377 Castries, Saint Lucia Telephone: 758 451 2010 (m) 460 4300 BusinessFocus May / June

| 83

BIZZ BUZZ

An Evening of

Elegance & Inspiration SLISBA AWARDS

The St. Lucia Industrial and Small Business Association (SLISBA), in collaboration with Discovery at Marigot Bay hosted this year’s Annual National Awards for Entrepreneurial and Private Sector Excellence The first-ever annual awards ceremony for the Small Medium and Micro Enterprise Sector in St. Lucia, held on Friday March 11th 2011 at Discovery at Marigot Bay, has been described by organizers as “truly an evening of elegance, class and inspiration” for those companies and individuals honoured honoured at that memorable event.

The Small, Medium and Micro Enterprise (SMME) sector in St. Lucia has played a vital role in promoting sustainable economic development for many years, but the sector has not often been recognized and celebrated on a national level.

The SMMEs, which comprise some 80% of the Private Sector, are represented by the St. Lucia Industrial and Small Business Association (SLISBA).

For the many nominees, SLISBA members, guests and dignitaries who attended the annual ceremony, the event could not have been held in a better place – tucked away in the Great Hall of Discovery, one of the most elegant and Leading Hotels of the World!

BusinessFocus May / June

| 84

The event began with a cocktail reception, followed by the award ceremony and then a most delightful and sumptuous buffet dinner!

Increasingly, the priority of the private sector is to make maximum use of St. Lucia’s talent and resources for the good of the country.

The establishment of this award structure was therefore aimed at honoring companies and individuals, that and who have transferred a wide array of resources that have created jobs, generated wealth and contributed to the economic and social well-being of St. Lucians at home, while cultivating new markets abroad.

Since the ceremony, the recipients have not just been singing the praises to the SLISBA for organizing the event, but also encouraging continued support for its continuation, since most small businesses have historically felt under-represented by the traditional private sector entities.

A perusal of the spread of representation

of the awards and categories has been commended by many who attended the event, pointing to the fact that they represent small and medium-sized businesses in the four cardinal points of the island – north, south, east and west coasts.

All the recipients well deserved their awards, but the special awards to Chef Harry and Edward Harris were given special mention.

Chef Harry started one of the first restaurant/hotel establishments’ in Castries and its location and cuisine over the decades, and the role of The Chef in its development, has won him much deserved admiration over the years. Chef is advancing in years and slowing down on the dance floor, but his Lifetime Achievement award is sure to be remembered by him for the rest of his life.

Indeed, Chef Harry received a standing ovation and a moving tribute from SLISBA President, Ms. Flavia Cherry. He was also serenaded to the podium and during din-

ner by Deland St. Jules, celebrated saxophonist of the Royal St. Lucia Police Band.

Chef Harry touched and shaped the lives of many St. Lucians. Indeed, he influenced the livelihoods and successes of hundreds of hospitality professionals, musicians, taxi-drivers, farmers, communities, ordinary and disadvantaged persons.

He was described as “a truly iconic St. Lucian philanthropist” who sponsored dozens of students in pursuit of college education; provided support to sports clubs and in particular the VSADC Football Team.

One of his most lasting but perhaps least celebrated acts of good will to fellow St. Lucians is that Chef Harry, for over 25 years, sponsored the first child born at Victoria Hospital on Independence Day. Today, quietly, he continues to manifest fruitful concern for the welfare of the elderly and the dispossessed.

The Membership Award went to Ed Harris for his overall efforts and energy in his various positions in SLISBA. A tireless advocate of the cause of the small and medium businesspeople, Harris speaks and writes profusely about business, opportunities and openings afforded by advancing technology. No matter what his position is – or whether he has any at all – Harris has been with and for SLISBA through thick and thin. When all is said and considered, some say (jokingly, of course) that he name of his award might very well be considered a mis-nomer.

Meanwhile, mucho kudos have been going to SLISBA President Flavia Cherry and other members of the leadership of the organization, but especially to the organizers of the evening’s event.

One awardee described it all as “A night to remember!” BF

BusinessFocus May / June

| 85

BIZZ BUZZ HEALTH & WELLNESS

And the 2011 winners were honoured…

TonyCharles,EntrepreneuroftheYear,receivedhisaward fromMs.BrendaYork,PermanentSecretaryintheMinistry ofCommerce.Hiscompany,TolynManufacturers,beganin 1982andhasgrowntobeahighlyrespectedprogressive and dynamic one.

EstherPeter–RuralWomenProduceroftheYear,received her award from Ms. Paula Calderon, President of the St. Lucia Manufacturers Association.

The award for Best Service Provider of the Year went to KaribKableandMs.Sidonie-Johncollected.Thecompany continuestoenhanceitsnetworkandimproveserviceofferings to its valued customers. They also scored very highly in the area of corporate social responsibility.

BusinessFocus May / June

| 86

Debra Tobierre – Best Retailer of the Year received her award from Ms. Renee De Mayers of the St. Lucia ManufacturersAssociation.TrueValueBuildingandHardware Supplies,locatedinthesouth,underheroutstandingand excellentleadership,hasgrowninleapsandboundsandis now blazing new investment trails in Vieux Fort.

EdwardHarris–WinneroftheSLISBAMembershipAwardof theYear,receivedhisawardfromSLISBA’smostdynamic andpowerfulPresident,Ms.FlaviaCherry,forhislifelong contribution to the development of the organization.

Irvine James, Best Wholesaler of the Year, received the awardforSunshineIndustriesfromMr.TeddyTheobalds, long-standing,devotedandhighlyappreciatedmemberof SLISBA.LocatedatCorinth,Marisuleandoccupying6,000 squarefeetofwarehousespace,thecompanydistributes productsisland-wideandreceivedthehighestscorefor corporatesocialresponsibility,amongothercategories.

DebbiesPlaceinLabriewonthe BestFoodandBeverage Establishment of theYear Award. Debbie’s daughter receivedtheawardonbehalfofhermotherfromMr.Roger Joseph of LUCELEC.

GillandAvril(KayDeeDolls)-MostInnovativeBusinessof theYear,receivedhisawardfromMr.ReinhardDanneleit of Sequa.

EdwardHarryJoseph(affectionatelyknownasChefHarry) receivedthecovetedSLISBALifetimeAchievementAward from Ms. Paula Calderon

Awake

to the refreshing Beauty of the Caribbean • luxury beds • bedroom accessories & complete rest

the Perfect Place to dream

Lubeco (1991) Limited, Vieux Fort Industrial Estate T: 758 454 6026 E: lubeco@candw.lc W: lubecoslu.com Antigua St. Kitts/Nevis Dominica St. Lucia St. Vincent & the Grenadines Grenada Trinidad & Tobago Barbados

BusinessFocus May / June

| 87

BIZZ BUZZ

By Brian Ramsey – Alternative Security Services Carnival sweeps over the Caribbean each year almost like a tidal wave. Beginning in Carriacou and in Trinidad and Tobago in either February or March and then on through the Caribbean with Vincy Mas in June/July, Lucian Carnival in July, Antigua Carnival during July/August, Barbados Crop Over in August, Grenada’s Spice Mas in August and ending with St Kitts Sugar Mas in December. In every island thousands hit the streets with one objective in mind and that is to enjoy themselves.

Undoubtedly the majority have an excellent time, losing themselves in the driving rhythms of the soca music, absorbing the visual beauty of the costumes and enjoying the camaraderie of friends.

Unfortunately for a few individuals Carnival can sometimes be an unpleasant experience as a result of a robbery, pick pocketing or unwanted attentions of a lascivious male. Very often these unfortunate incidents occur at Jouvert, Monday Night Mas or Last Lap on Tuesday. It is not by coincidence that these incidents tend to be more likely at these times; indeed it is directly related to the fact that these activities either begin or end during hours of darkness. It is the very night which can be so refreshing for the jump up that emboldens some individuals into believing that they can commit these acts and escape. The first rule therefore of keeping yourself safe during Carnival is to recognize that while the darkness makes it cooler and the jump up more enjoyable you need to be more aware of your surroundings and the people around you.

Incidents at Carnival can however occur at any time and there are several other actions that you can take to ensure that your only worry after Carnival is the aching muscles in your legs. Persons should avoid wearing expensive jewelry as it is better not to tempt anyone. You should also avoid wearing flashy jewelry and it does not matter if it is cheap costume jewelry because the potential robber will not know that until after he robs you. In fact you should avoid wearing any jewelry during Carnival as you really only need to have a watch. Similarly ladies do not need to carry large handbags during Carnival as this makes them an attractive target for pickpockets and robbers. There is no need to carry your wallet, however if you feel the need, you should only carry cash, your driver’s license and your Atm card, which should be well secured.

BusinessFocus May / June

| 89

When carrying cash you should avoid having all your cash in one place so that when you have to pay for something you are not exposing a large sum of money. It is best to divide your money into at least two bundles and keep them in separate places so that you are not removing a large wad when you make a purchase plus if you are robbed you will not lose all your money. A shoe is a good place for your “backup” money.

Over the years there has been a deluge of “bumper” songs flowing through the Carnivals. Each of these songs glorifies the female derriere and encourages women to project the rear part of their anatomy and have men wining on them from behind. Some robbers are capitalizing on this and developing a Carnival robbery trend that focuses on women who are alone and on the fringes of a Carnival band. If an unknown man begins wining on you from behind use the words of a 2011 calypso and tell him “wine to the side”. If that does not work then immediately move away from the individual.

Always stick with your buddies, especially at J’Ouvert or at night and do not wander off alone to find a bathroom or a convenient tree. Similarly avoid wandering off from the Band down lonely side streets even though they look like a good shortcut because a person alone on a lonely road makes an inviting target. You should avoid arguments with strangers as many individuals will be intoxicated during Carnival and may react violently. You definitely should not take drinks from people you do not know because what is in the container may not be what is on the label. If you are going to drink alcohol, try to stay sober, alertness is your best method of having an incident free Carnival and remember DO NOT DRINK AND DRIVE, HAVE A DESIGNATED DRIVER. When leaving your residence make sure that it is completely locked as many residential areas have few people during Carnival and burglars are aware of this. If you have neighbors who are not leaving home, let them know that you will not be at home so that they can look after your house.

Remember, although there may be many police officers around and your Carnival band may have its own security team, it is your personal safety and you are responsible for yourself.

About the Author Brian Ramsey has a B.A. in Accounting & Management, along with an M.B.A. in Finance and has over 25 years experience in the Caribbean security field. He is the Regional Development Director for Amalgamated Security Services Limited which is the parent company of Alternative Security Services St. Lucia Limited. He has also made Carnival costumes, managed a Carnival band and been a Carnival masquerader.

BusinessFocus May / June

| 89

A B C

HEALTH & WELLNESS

OF

Diabetes The Essential Guide

D

iabetes is one of the more common diseases affecting our population. It is important to understand what the disease is, as well as the signs and symptoms associated with it. Early diagnosis of this chronic disease is key to avoiding longterm complications associated with it.

Diabetes is a chronic medical condition, meaning that although it can be controlled, it lasts a lifetime.

What is Diabetes?

The pancreas is a tube-shaped organ about 6 inches long, located in the right side of the abdomen, behind the stomach. It also secretes other important enzymes that help to digest food.

When the blood glucose elevates (for example, after eating food), insulin is released from the pancreas to regulate or lower the glucose level.

Insulin allows glucose to move from the blood into liver, muscle, and fat cells, where it is used for fuel.

This disease is known as Diabetes Mellitus, which is a group of metabolic diseases characterized by high blood sugar (glucose) levels that result from defects in insulin secretion, or action, or both.

• The elevated blood glucose cannot move into cells, so it stays in the blood. This not only harms the cells that need the glucose for fuel, but also harms certain organs and tissues exposed to the high glucose levels.

Diabetes mellitus was first identified as a disease associated with “sweet urine,” or “ pis a doux “ in patois. Elevated levels of blood glucose (hyperglycemia) lead to spillage of glucose into the urine, hence the term sweet urine.

Blood sugar ( glucose) levels are normally controlled by insulin, a hormone produced by the pancreas.

People with diabetes either do not produce enough insulin (type 1 diabetes) or cannot use insulin properly (type 2 diabetes), or both (which occurs with several forms of diabetes).

BusinessFocus May / June

| 90

There are two major types of diabetes, called Type 1 and Type 2.

In Type 1 diabetes, the body stops producing insulin or produces too little insulin to regulate blood glucose levels. Type 1 diabetes is typically recognized in childhood or adolescence. It used to be known as juvenile-onset diabetes or insulin-dependent diabetes mellitus. It is the less common type.

Type 1 Diabetes is caused by the pancreas undergoing an autoimmune attack by the body itself, which makes it incapable of making insulin. Abnormal antibodies have been found in the majority of patients with type 1 diabetes.

Antibodies are proteins in the blood that are part of the body’s immune system.

The immune system mistakenly manufactures antibodies and inflammatory cells that are directed against the patients’ own body tissues. In persons with type 1 diabetes, the beta cells of the pancreas, which are responsible for insulin production, are attacked by the abnormally reactive immune system. It is believed that this tendency may be inherited.

The patient with type 1 diabetes has to rely on insulin medication for survival.

In Type 2 diabetes, the pancreas secretes insulin, but the body is partially or completely unable to use it. This is sometimes called insulin resistance. The body tries to overcome this resistance by secreting more and more insulin. People with insulin resistance develop type 2 diabetes when they do not continue to secrete enough insulin to cope with the higher demands.

• Type 2 diabetes is typically recognized in adulthood, usually after age 45 years. It used to be called adultonset diabetes mellitus, or non-insulin-dependent diabetes mellitus. These names are no longer used because type 2 diabetes also occurs in younger people, and some people with type 2 diabetes need to use insulin.

• Type 2 diabetes may be controlled with diet, weight loss, exercise, before oral medications are prescribed. Some people with type 2 diabetes will require insulin to control their blood sugar levels at some point in the course of their illness.

Signs and Symptoms of Diabetes: Excessive thirst • Excessive hunger Frequent urination • Unusual weight loss Extreme fatigue or lack of energy Blurred vision • Frequent or recurring infections Cuts and bruises that are slow to heal Tingling or numbness in hands or feet

It is not unusual to have diabetes mellitus and have no symptoms. Type 2 diabetes, in particular, develops slowly.

Many people have type 2 diabetes for several years before it is diagnosed. When symptoms do develop, they often vary. But two symptoms that are common in many people with the disease are: increased thirst and frequent urination.

Excess blood glucose circulating in the body draws water from the tissues, causing dehydration. To combat this, the person will drink a lot of water and other beverages to quench thirst, and that leads to more frequent urination.

Other warning signs of diabetes mellitus include: Flu-like symptoms. Diabetes can sometimes feel like a viral illness, with fatigue, weakness and loss of appetite.

Sugar is the body’s main fuel, and when it does not reach the cells in the body, fatigue and weakness may be experienced.

Weight gain or loss. Because your body is trying to compensate for lost fluids and sugar, you may eat more than usual and gain weight. But the opposite also can occur. You may eat more than normal, but still lose weight because your muscle tissues don’t get enough glucose to generate growth and energy. This is especially true if you have type 1 diabetes, in which very little sugar gets into your cells. In fact, most people with type 1 diabetes are at or below their normal weight.

Blurred vision. If blood sugar levels are too high, fluid may be pulled from the lenses of the eyes , affecting the ability to focus clearly.

Slow-healing sores or frequent infections. Diabetes affects the body’s ability to heal and fight infection. Bladder and vaginal yeast infections can be a particular problem for women.

Nerve damage also called diabetic neuropathy. Excess sugar in the blood can damage the small blood vessels to nerves, leading to a number of symptoms. The most common are tingling and loss of sensation in hands and more commonly, the feet. A burning pain in the legs, feet, arms and hands may also be felt. More than half the men age 50 and older with diabetes may experience some degree of sexual dysfunction from damage to the nerves that help produce an erection.

Red, swollen, tender gums. Diabetes increases the risk of infection in the gums and in the bones that hold teeth in place. As a result, gums may pull away from the teeth, causing the teeth to become loose. Sores or pockets of pus in the gums may also develop. This is especially true if there was a gum infection before the onset of diabetes.

For further info: Dr. Tanya Destang-Beaubrun Director Integral Health Care Medical Centre Ref: CDC.gov

NEXT ISSUE:

PREVENTION,MANAGEMENT OF DIABETES BusinessFocus May / June

| 91

events 2011

REGIONAL TRADE SHOWS AND CONFERENCES

IF YOU HAVE MISSED THIS YEAR’S EVENTS, ENSURE TO PENCIL PLANS FOR ATTENDING NEXT YEAR. LOOK OUT FOR NEW DATES.

BARBADOS MANUFACTURERS EXHIBITION (BMEX) 2011 10 -13 June 2011 Lloyd Erskine Sandiford Conference Centre, Bridgetown, Barbados BMEX is the premier annual exhibi on for the Barbados Manufacturers Associa on to promote products and services “Made in Barbados” and is an opportunity for Barbadian and Caribbean Manufacturers and entrepreneurs to establish and garner new links.

For further info: www.bmex.bb

TRADE & INVESTMENT CONVENTION (TIC) 2011 June 15-18 2011 • Hya Regency • Port of Spain, Trinidad Business Opportuni es begin in Trinidad and Tobago at the Crossroads of the Americas!

The Trade & Investment Conven on (TIC) is the Caribbean’s largest business-to-business event. TIC brings together manufacturers, service providers, exporters, buyers, distributors, wholesalers and investors in Trinidad and Tobago, the Caribbean’s largest economy. It’s a unique forum that really works! TIC connects Buyers and Sellers to create new business partnerships! More than US$400 million in deals over the last decade! For further info: www. c- .com

CARIBBEAN FASHION WEEK (CFW) 18 - 21 June 2011 Na onal Indoor Sports Centre, Jamaica The Caribbean region’s largest, best produced, most recognised and interna onally respected fashion event. For further info: www.caribbeanfashionweek.com

INSTITUTE OF CHARTERED ACCOUNTANTS OF THE CARIBBEAN (ICAC) 29TH ANNUAL CARIBBEAN CONFERENCE 23 – 25 June 2011 Jamaica Pegasus Hotel, Kingston, Jamaica An annual gathering of over 500 accoun ng and finance professionals and business leaders from the Caribbean to be hosted by the Ins tute of Chartered Accountants of Jamaica (ICAJ). The conference theme, “Third to First, Going the Distance”, will highlight the cri cal issues that need to be addressed if accoun ng and finance professionals in the region are to remain relevant in a changing global environment.

For further info:www.icac.org.jm

TASTE OF THE CARIBBEAN 22-26 June 2011 Hya Regency, Miami, Florida The 2011 edi on of Taste of the Caribbean is expected to be a much improved and larger event with more teams, a consumer oriented food fair, greater des na on marke ng opportuni es, television coverage, new compe on categories and the involvement of more junior chefs.

For further info: www.caribbeanhotelassocia on.com

CANTO – 27th ANNUAL CONFERENCE & TRADE EXHIBITION 10-13 July 2011 Torarica Hotel, Paramaribo, Suriname The Caribbean Associa on of Na onal Telecommunica on Organisa ons (CANTO) was founded in 1985 as a non-profit associa on of telephone opera ng companies in the Caribbean. Now with over 104 members in 31 countries, CANTO is the leading telecommunica ons trade organisa on in the Caribbean and is also recognised interna onally for its leadership in the industry. For further info: www.canto.org BusinessFocus May / June

| 92

events 2011 CARILEC ENGINEERS CONFERENCE 24 - 27 July, 2011, Curacao Miami Beach Conven on Center, Miami, Florida FIME, the annual interna onal medical equipment expo will be held in Miami. The largest variety of supplies on display. A must for any cu ng-edge medical supplier.

For further info: www.fimeshow.com

FIME 2011 10-12 August, 2011 Miami Beach Conven on Center, Miami, Florida FIME, the annual interna onal medical equipment expo will be held in Miami. The largest variety of supplies on display. A must for any cu ng-edge medical supplier.

For further info: www.fimeshow.com

DESIGN CARIBBEAN (FORMERLY THE CARIBBEAN GIFT & CRAFT SHOW) 1-4 September, 2011 Santo Domingo, Dominican Republic Design Caribbean presents a unique opportunity to introduce your product to buyers and the media.

We guarantee exposure by providing interested par es with informa on on all products exhibited.

Products will also be photographed and the photographs featured on our website and other promo onal material.

In addi on to providing a market place for your products, Design Caribbean creates an opportunity to exchange informa on about products and marke ng.

For further info: www.designcaribbean.com

GUYEXPO – GUYANA’S LARGEST TRADE & MANUFACTURERS EXPOSITION End of September 2011 Na onal Exhibi on Complex, Sophia, Georgetown, Guyana GuyExpo is the premier exposi on and trade fair offering business associates the opportunity to meet, network and nego ate with interna onal companies and establishments, as well as showcase their skills, talents and crea ve works.

This annual event provides a pla§orm for both local and foreign businesses: importers, exporters, retailers, wholesalers. It fuses together a wide cross sec on of producers of handicra¨, furniture, garments, jewellery, and hor culture, pharmaceu cals, tourism, informa on technology and most of all our culture. This ideal se©ng provides the opportunity for businesses to increase their compe veness and efficiency and foster growth.

18th ANNUAL FCCA CRUISE CONFERENCE & TRADE SHOW 3-7 October 2011 San Juan, Puerto Rico For many cruise execu ves, des na ons, suppliers and tour operators, the annual FCCA Cruise Conference & Trade Show is the premier industry event of the year to meet with key industry players, analyze trends and discuss current issues. It is because of the unique forum provided by the Conference that nearly 1,000 cruise industry partners, including approximately 100 cruise execu ves, a end each year.

For further info: www.f-cca.com

CAIB’s 38TH ANNUAL GENERAL MEETING & CONFERENCE 16-19th November, 2011, Paramaribo, Suriname Caribbean Associa on of Indigenous Banks, Inc (CAIB) is a community of locally incorporated/owned banks and other financial ins tu ons in the Caribbean/CARICOM Region, which provides opportuni es for discussion on issues impac ng the indigenous banking/financial services community as well as for the sharing of experiences and networking.

For Further info: www.caibinc.info BusinessFocus May / June

| 93

BF No. 57

MAJOR MOVES

CARILEC New lady at the helm steering for closer ‘ying-yang ties’ between local public/private tourism bodies The new woman at the elm of the island’s main hotel and tourism body was welcomed with rave reviews, lots of congratulations and everyone looking forward to the island’s hotels being able to recover from the low earnings that have followed most recent world economic events.

The Saint Lucia Tourist Board (SLTB) described Karolin Troubetzkoy, the new President of the Saint Lucia Hotel and Tourism Association (SLHTA), as “a distinguished hotelier.”

Troubetzkoy, Executive Director of Marketing and Operations of the award-winning Anse Chastanet and Jade Mountain resorts in the southern town of Soufrière, assumed leadership of the private sector body in March.

Speaking from the ITB Berlin travel trade show in her native Germany at the time of her appointment, Troubetzkoy said she looked forward to “helping build meaningful public-private sector partnerships across the industry, improving the use of social media for communication among SLHTA’s membership and boosting Saint Lucia’s marketing and public relations charge in the marketplace.”

“I am hoping to develop a stronger, symbiotic, ying-yang relationship between the association and the Tourist Board”, she also stated, explaining that “it will be absolutely necessary to meet today’s marketplace challenges especially airlift.”

Other priorities for Troubetzkoy, who also serves as the Honorary Consul of Germany to Saint Lucia, include expanding the SLHTA’s membership and increasing training opportunities for Saint Lucians working across the sector.

Saint Lucia’s Director of Tourism, Louis Lewis, welcomed the appointment of the seasoned hotelier following the association’s 47th Annual General Meeting, at which the new President was elected.

“Karolin’s appointment to both the hotel association and the Saint Lucia Tourist Board is very welcome at this time,” said Lewis, who looked forward to “leveraging her vast expertise to help boost Saint Lucia’s brand in the marketplace.”

Minister of Tourism and Civil Aviation, Senator Allen Chastanet, also joined Lewis and the SLTB in welcoming Troubetzkoy, saying “She’s one of those extraordinary people who personifies excellence and we are honoured to have her on the team.”

BusinessFocus May / June

| 94

CARILEC NEW EXECUTIVE DIRECTOR IS A 2011 FULBRIGHT SCHOLAR Dr. Gary Jackson who took up the position as CARILEC’s Executive Director in January 2011, has been awarded a Fulbright Scholarship under the NEXUS Programme.

The Fulbright Regional Network for Applied Research (NEXUS) Programme is a network of scholars, professionals and mid-career applied researchers from the United States and other Western Hemisphere nations participating in a year-long program that includes multi-disciplinary, team-based research, a series of three seminar meetings and a Fulbright exchange experience.

The CARILEC Executive Director, who is this year’s lone Caribbean Fulbright scholar, holds a PhD in Mechanical Engineering, and MSc in Project Management, both from the University of Birmingham, United Kingdom. He also holds a BSc in Mechanical Engineering, from the University of the West Indies, St. Augustine, Trinidad and Tobago. He held several notable positions including: General Manager of Wigton Windfarm Limited, Jamaica, Manager at the Centre of Excellence for Renewable Energy, a Division of The Petroleum Corporation of Jamaica, and Lecturer on Integrating Alternative Energy, at the University of the West Indies, Mona. He has also held many technical positions during the earlier part of his career.

Dr. Jackson will be undertaking his research in a field that he is very passionate about -renewable energy, more specifically, Hydro Power Distributive Generation. As a part of the qualification process, Dr Jackson would have had to demonstrate how his research project would involve either governments, NGOs, such as a CARILEC, businesses, and local communities. Under the programme it is hoped that the project will go beyond theoretical research and ultimately develop pilot effective cross-sector implementation activities related to the research at the local, national and regional levels. For Dr Jackson whose central thesis is “emancipation” education and resource integration is the desirable path to this end. He intends to ensure that CARILEC plays a pivotal role in advancing this integration within the energy industry, especially in the area of renewable energy.

BF

MAJOR MOVES

No. 57

Caribbean Development Bank New CDB president assumes office There is a new man at the helm of the Caribbean Development Bank (CDB). Dr William Smith today officially assumes office as the fifth President of the regional development finance institution based in Barbados.

Smith was elected at a special meeting of the CDB Board of Governors held on October 29, 2010, to succeed Dr Compton Bourne.

At the time of his election, Smith was acting in the capacity of Vice-President (Operations) at CDB. He first joined CDB in 1985 and was seconded by the Bank in 1987 to set up the corporate planning function at the regional airline, LIAT (1974) Limited. He subsequently served as chief executive officer of LIAT, before returning to CDB in 1998.

A national of Jamaica, Smith has also held high-level positions at a number of other institutions. These include director of the Economics and Planning Division at the Petroleum Corporation of Jamaica; acting director of the Investment Analysis Division of the Jamaica National Investment Company; chief executive officer, Prudential Stock Brokers Ltd; and vice-president, investments at Life of Jamaica Limited, which was then the largest life insurance company in the Caribbean. Since 2008, he has been a director of the Caribbean Catastrophe Risk Insurance Facility.

The new CDB President was educated at Cornell University in the United States of America, and graduated magna cum laude with an AB in Economics (Hon) in 1974. He went on to read for a MSc. in Agricultural Economics, and for a PhD in Resource Economics and Public Policy. He has lectured in Economics at Ithaca College, Ithaca, New York

BusinessFocus May / June

| 95

BF No. 57

MAJOR MOVES

Chris Williams took over as VicePresident Country Operations at LIME St Lucia, effective April 1, 2011.

Previously, Mr Williams served as Head of Residential Service Delivery.

However, in his new role, he will be assisting the General Manager, Lawrence McNaughton, with the management of the day-to-day operations of the local business. (In addition to his role as General Manager, Mr McNaughton is also the Managing Director of the LIME businesses in all four Windward Islands.)

Mr Williams’ appointment follows a recent restructuring of the company’s regional operations which, among other things, will increase the scope and magnitude of Mr McNaughton’s responsibilities and enable him to travel more extensively between the Windward cluster of companies.

Mr Williams has been with the business since 1981, when he joined as a telephone fitter.

Canice Pierre, who previously served as Head of Technology now heads a new department called Service Support Delivery.

LIME St Lucia business created the new service with responsibility for all field service and technology operations. Pierre joined the business in 1990 and after his training in the United Kingdom, began his career as a technician in 1991.The two new managers were both welcomed by the local LIME boss.

BusinessFocus May / June

| 96

“They have gained vast experience throughout their careers at LIME and we firmly believe that they have all the credentials and a proven track record to lead, as we continue to enhance our operations and make the changes necessary to deliver on our promises to all of our customers,” said Mr McNaughton after the announcements in early April.

Geoff Houston will now serve as the new Chief Executive Officer (CEO) of Bahamas Telecommunications Company (BTC) with the management takeover of the Company (BTC) by LIME’s parent company Cable and Wireless Communications Plc (CWC). Geoff brings to the position more than 24 years of experience in the telecoms industry having worked with Cable and Wireless Communications Plc (CWC) for 19 of those 24 years serving as CEO in the Seychelles, Channel Islands and Isle of Man, and most recently in Jamaica.

David Kelham will be appointed as Chief Financial Officer designate of Bahamas Telecommunications Company (BTC) with the management takeover of the Company (BTC) by LIME’s parent company Cable and Wireless Communications Plc (CWC).

Mr Kelham has spent 12 years working in telecoms related companies and has 20 years’ experience as a Financial Director or CFO.

Please be informed of the appointment of Dr. Alex Ephrem, a Senior Vice President of the college, to oversee all operations of the St. Lucia campus.

Dr. Ephrem has worked at Monroe College for more than 30 years in a variety of positions including academics, information technology and student financial services, as well as dean of Monroe’s main campus in the Bronx in New York City.

For the past six months, he has been working closely with administrators, faculty and staff at the St. Lucia campus, which educates more than 450 students in seven graduate and undergraduate programs as well as the Tourism and Hospitality Training Institute. The campus has more than 80 employees.

With more than three decades of work in this field and a commitment to ensuring every student is put on a strong career path, I am confident Dr. Ephrem is the person to lead us forward.

Dr. Ephrem replaces Mr. Ramesh Sinanan who served as dean from 2007.

Mr. Sinanan is no longer associated in any way with the college.

Effective immediately refer all correspondence regarding the administration and operations of the college to Dr. Ephrem.

Monroe College is a New York-based institution with flagship campuses in the Bronx and New Rochelle, which provides graduate and undergraduate degrees in Business Management, Criminal Justice, Hospitality Management, Information Technology and Public Health.

BF

MAJOR MOVES

Lazarus Paul was recently appointed Wholesale & Purchasing Manager for Carasco & Son Ltd. Mr. Paul brings a wealth of experience to Carasco & Son Ltd, with over 20 years of expertise in sales & marketing, customer service and events management both locally and regionally.

He is well known for delivering results and has a solid history of sales success, advertising and promotions management and ability to develop sales potential in new market areas.

Miss Suzette Merille is the new General Manager of Sissons Infinty Colour Shop a subsidiary of Carasco & Son Ltd. The Infinity Colour Shop is located at Rodney Bay, Gros Islet.

Miss Merille holds a BSc in Management Studies from the University of the West Indies, and brings to the position considerable expertise, information and tremendous creative capacity. Carasco’s Sissons Infinity Colour Shop is an inclusive decor concept that will allow the consumer to design and colour coordinate their private and or commercial property to their specific needs.

Miss Merille is always open to every challenge and stands ready to assist.

No. 57

Jennifer Nero appointed first female WICB Director The West Indies Cricket Board has created history by appointing Mrs. Jennifer Nero as the first female to the Board of Directors.

This Board of Directors is honoured to now have at the highest decision making body of West Indies cricket the counsel and advice from the critically important female perspective,” Dr. Julian Hunte, President of the WICB outlined.

“We welcome Mrs. Nero to the Board and look forward to her astute and professional contributions as we continue to work towards moving West Indies cricket forward,” Dr Hunte added.

Mrs. Nero who has been elected for a two year term as non-member Director commented: “It is with great pleasure that I humbly accept my appointment by the Board of Directors of the WICB and I thank the Board for affording me the privilege to serve our regional community.”

“I look forward to working with the Board and hope to make a useful contribution to this prestigious regional institution,” Mrs. Nero added.

Mrs. Nero is a native of St. Kitts & Nevis and is the Managing Director of the Eastern Caribbean Central Bank, a position she has held since 2005.

An accountant by training Mrs. Nero is a former Director of Internal Audit of the ECCB which she joined in 1994.

Mrs. Nero previously served in the cricketing fraternity as a Board Member for the ICC Cricket World Cup West Indies 2007.

She holds a Certified Public Accountant certificate from the state of Maryland in the United States in addition to an Advanced

Management Program Certificate from the Harvard Business School and also completed the Oxford Strategic Leadership Programme Certificate.

Mrs. Nero graduated from the Johns Hopkins University, Baltimore, Maryland in the United States with a MBA Degree in Information Technology. Her Degree in Accounting was attained from the Southeastern University in Washington, DC. The West Indies Cricket Board has announced the appointment of retired Assistant Commissioner of Police of Guyana, Paul Slowe to the post of Security Manager.

Slowe’s immediate responsibilities will include preparing a comprehensive overarching WICB Security Policy in addition to a Security Plan for the Digicel Series 2011.

Slowe brings immense experience in the field of law enforcement and security to the post. He headed the development and implementation of Guyana’s National Security Plans for Cricket World Cup 2007, CARIFESTA 2008 and the ICC World Twenty20 Championship 2010.

Slowe holds a degree in Public Management from the University of Guyana. He is also a graduate of the United States National Defense University, the Federal Bureau of Investigations and the Police Staff College in Bramshill, United Kingdom.

Slowe, a career policeman, served in numerous high level capacities of the Guyana Police Force including Head of Operations, Head of the Presidential Guard, Commander of the Tactical Services Unit and Divisional Commander.

He Subsequently retired as an Assistant Commissioner of the Guyana Police Force.

BusinessFocus May / June

| 97

BF No.57

NEW COMPANY REGISTRATION

COMPANY

NATURE OF BUSINESS

DIRECTORS

Elegant Impressions

Specialized in personalized printing for every occasion,

Unique balloon wrapping and the making of signature diaper and towel cakes.

Germaine Sheevon. Sydney

Nexxa Auto Colour For the purpose of selling Auto Body repair paints, Charmaine M. Gardner (Saint Lucia) Ltd. materials and equipment.

Ross Gardner, Richard Johnson Norman Johnson Luxury Car Rental Ltd.

Car Rental Company

Rentertainment Inc. Talent Management ,Equipment Rental, Studio Production,

Band Musical, Entertainment, Entertainment booking Agents,etc

Tyron Desrivieres

Sheshbazzar Salvador Cooper

Superyacht Services Yacht Services Julian Andre Leon Bradder (St.Lucia) Ltd Sky Investments Ltd Properties holding James Edghill, Richard Edghill Ralph Williams, John Francis S&G Enterprises Ltd Property Rental George Joseph, Sandra Joseph Wolff Productions Ltd. Media & Entertainment Tennail Janelle Thomas Michael Christian Wolff Caribbean Public Finance Providing training and creating networking links to Michael Albert Nixon Association ( CAPFA) encourage effective public financial management Louise Bouyea, Albert Henry Edwards throughout the region Isaac Anthony One Stop Conveyancing To provide conveyancing and real estate services Winston Hinkson, Bryan Walcott and Real Estate Limited Rosalie Johnny Myet Enterprise Limited Construction Industry Kirk Joseph City and Suburb Contractors Inc.

Civil Engineering works

Clarita Phillip

Bicar & Son Building & Road Contractors Service Limited

Construction Services

Mc Kenley Bicar, Donavan Bicar

Island Trading Co. Ltd Restaurant & Bar Margaret Jean Wilson Steven P. Wilson Indiona Debora Gilbert The Community Supermarket

Buying and selling of grocery Items

E6 Incorporated Civil, Chemical, Environmental Engineering Consultancy project Management

David Mondesir, Cheryl Mondesir

Verne Edward Emmanuel

Cyprian L. Chastanet & Surveying and Land Development Lewis Chastanet, Ashwell Paul Associates Inc. Juliana Samuel Caribsea View Property Inc. Property Development Peron Schouten

BusinessFocus May / June | 98

BF No. 57

NEW COMPANY REGISTRATION

COMPANY Airport Development Group Limited Mariano Valle

NATURE OF BUSINESS Property Holding Company

DIRECTORS Juan M.Delagado

April Ventures Ltd. Real Estate Patrick Ernst, Dorothy Ruth Ernst

St.LuciaTennis Association Inc The organization of Tennis in St Lucia Stephen Mc Namara Errol Hunte, Trevor Hunte Gary Eugene Renew St.Lucia Inc

Recycling of all materials

First Insurers Brokers limited

Insurances Brokers

Jenny Bertin

Jones International Ltd

Architecture, Gis,/Gps, I-Technologies

Anthony Jones, Rollin Badal

Collins Lynch , Cornelius Lynch

Island Interactive Ltd Hospitality Information System Rayad Mohammed, Robin Schouten Peron Schouten FubarLimited Holding Company Sir Charles Othniel Williams Charles Edward Williams Dynamic Commodities Ltd Aqua Culture Eldridge Degaulle Charles Gibran MCDoom, Kervon Lewis Retirement-In- Paradise Inc.

Rental commodities for wealthy retirees

Flavia Cherry

La Bonne Baguette Ltd Local Fabrication of baking goods , Riquette Bonne Smith

Bakery sales, export /import of bakery Elie Aidinay goods, local distribution, in house school

of French pastry and break making etc.

Rock the Vote(St.Lucia) Ltd. The company’s aim is to encourage young Irvin Loctar , Dwayne Mendes

people to get involve in elections and seize

the power of the youth vote to create

political and social change. Rock the vote

is not affiliated with any political party Ferguson’s Premium Security Services Ltd. Providing security for domestic & Moses Ferguson commercial premises & other related services JP Trading Limited Property Holding, Car Rental Services and other related business BB Construction Company Limited Construction of all types of buildings , Roads, bridges, etc.

Josee Mesmin, Paulina Polius

Donat Boohlie, Valencis Delice

Saltrush Ltd Water Sports Karlis Noel, Emma Emmanuel MYB Incorporated Business Management Henry Joseph, Kendell Gill Palm Haven Limited

Hotel, Restaurant & bar

Girard Glace, Veronica Glace

BusinessFocus May / June

| 99

BF No. 57

NEW COMPANY REGISTRATION

COMPANY

DIRECTORS

NATURE OF BUSINESS

Connect Rite Inc Jolon Soloman | Michealon Solomon Restaurant/ Fast Food Promotion / Entertainment Computer , Electronics and novelty Item Watermarque Marine S.L. Inc Malcolm Desmond St. Marthe Boat Manufacturing , water taxi, boat ferries, water sports Island Buggies Ltd Bryan Devaux Tourist Tours Milestone KCC (St.Lucia) Limited

Zion Zevi | Josef Horesh

Construction

SELLSLU.COM LTD

J. Kirk MacNaughton | Reed MacNaughton

Real Estate Development

Child Evangelism Fellowship of St Lucia Limited

Dominic Francis Fedee | Laurna Raoul To Evangelize children with the Claudette Adams gospel of the Lord

Dav’s Enterprises Ltd. Augustin Davilla Etienne | Junior A.D.Etienne Construction, Construction Management Hermione B.V. Etienne etc.

East Coast Riding Stable Ltd.

Andre Edwin

Horseback Riding

Island Currency Exchange Dave Hippolyte Providing for the exchange of foreign to local currency and vice versa Systems Inc. Reel Irie Ltd.

Robert Leotaud | Len Lander

Jam Jerk Company Ltd

Gordon Hamilton

Sport fishing as a tourist Activity

Restaurant , Retailing ,Wholesaling

Caumont & Company Inc. Vincent Francis | Andrew Simon To engage in Real Estate, Holding and John George Trading of Land and Land Development

BusinessFocus May / June

| 100