Greater Charlotte Biz 2000.01

Page 1


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•

Combining the latest advancements in medical treatment with the skills of compassionate caregivers is how we continue Shaping the future of Caring.

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it will simply be business

A new model for business is taking shape ... e-business ... and it's built on the largest communications network on the planet, the internet. The competitive issues driving business around the world, of all sizes and across all industry sectors, call for nothing less than a metamorphosis. e-business is the way companies are fundamentally changing the way they do business using internet technologies. Join industry leaders Hewlett Packard, Oracle Corporation and Mercury Interactive for an informative morning session on how you can transform your business into an e-business, and why you must. Dates & Locations : January 26 Nashville, TN January 27 Memphis, TN February 2 Charlotte, NC February 3 Greenville, SC February 8 Durham , NC

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SYSTEM

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

features

20 Taking it to

cover story

the Streets Southern Real Estate has had a quiet but powerful influence on Charlotte's development for the past 100 years. Now the company is getting a little more vocal in an increasingly noisy marketplace .

•

13 The Return of Brand Power In the new era of e-business, your bran d image may be your most imp o rtant asset. Do you have a strategy to take advantage of it ? These companies do.

24

•

The Young Entrepreneurs' Organization

departments publisher's post

4

from the editor

6

Under 40 and own

biz digest

8

a company with

The Carolinas Partnershi p is getti ng ready to launch a new regional branding initiative, but will this area embrace it?

over $1 million in a n nual sales ? You too could join :his fast-growing group of local

tech trends: web marketing essentials

entrepreneurs .

Everything yo u wanted to know about how to use the Internet to promote your business but didn't know where to look.

28 Inc. Award Winner Recently named one of the Top 100 FastestGrowing Inner-

•

City Businesses by Inc. magazine, Ste rrett Dymond Stewart's founder and president Thec k la Sterrett

professional perks: have hands, will travel

18

36

Too stressed to be at yo ur best or simply looking to give yo ur employees a perk? Harry Ryan can solve yo ur problems with his own two hands.

cliaflotte the magaz ine for t he succe ssful busi ness exec utive

www.greatercharlottebiz.com

ex plains her secret for success .

grec:ter c harlotte biz

january 2000

3


w.;

[publisher'spost] Welcome to Greater Charlotte Biz!

We are pleased to be so graciously received by the Charlotte community and we are very proud to bring this new business-to-business publication to the Metrolina marketplace. Thank you for making time to read this inaugural issue. Greater Charlotte Biz is a monthly, high gloss, full color magazine in a format tailored for the area's business owners, managers and executives. It has been created to celebrate business growth and development and the abundance of entrepreneurial spirit that thrives in this economic community. Whatever business you are in - or whatever businesses your customers are in - you know that a lot more is happening in regional businesses and industry than you would surmise from local publications. Greater Charlotte Biz fills that void with our in-depth feature stories, our executive profiles, our focus on technology trends and our attention to entrepreneurial activity. • We intend to provide the most complete business circulation in Charlotte's regional marketplace. That is why we are identifying you among the 16,000 business owners, managers and executives who receive our magazine at their desk each month. Based on our initial circulation and pass along readership, we estimate that each issue of Greater Charlotte Biz will reach at least 80,000 readers per month .

l hf' Maga1inl' lor t hl'

4

~- .-. - ·a

·;

. ·• : .. _ _· .

S~(:E'ssful B~si~~~~s E:e:~,;~e,

january 2000

;

jga lles@greatercha rlotteb iz.co m

Associate Publisher Maryl A. Lane maryl.a.lane@greatercharlottebiz.com

Sharon Kearns skearns@greatercharlottebiz.com

Breon Klopp b klo p p@greatercha rlotteb i z.com

would like to receive future issues, you may subscribe

.vw. tzreau::

Publisher John Paul Galles

Account Executives

If you did not receive this magazine in the mail and

at

Volume 1 • Issue 1

Timothy j . Parolini

Our target market includes business owners and managers from the ten county region that includes key business centers around the city of Charlotte. Simply expanding your target market beyond Mecklenburg County to this region more than doubles the number of businesses and the opportunities for business-tobusiness transactions in this robust economic community. Take a good look at this new magazine. I believe you will find reading Greater Charlotte Biz time well spent. I look forward to serving you and your business communication and advertising needs and to meeting you personally.

·-

January 2000

tparolini@greatercharlottebiz.com

• We will price our advertising fairly and offer creative options and incentives for our advertisers. We will encourage our readers to patronize our advertisers. Business-to-business transactions in the regional marketplace stimulate increased economic activity and gain for all area residents and their businesses.

cliarlottebiz . I . ..- I ... " -~

IZ

Editor

• We will work hard to produce a magazine that entertains and informs our readers and brings them back to read each issue from cover to cover. We will work to continually improve our content, our packaging and our circulation. That is why you are invited to submit your story ideas, comments and criticisms to help us shape this publication to meet your needs. Please call or write or e-mail me with your thoughts and recommendations.

t,

cliaflotte

WY

L

,artoue '"'·"

or fill

-~

out the form on page 34 and fax or mail it to us.

Contributing Writers William H. "Kip" Cozart, Ill Ron Fortner Nethea Fortney-Rhinehardt

Contributing Photographers Southern Exposure Photography Mark Hansen Photography Greater Charlotte Biz is published 12 times per year by: Galles Communications Group, Inc. 804 Clanton Road, Suite B Charlotte, NC 28217-1358 WWIN.greatercharlottebiz.com For editorial or advertising inquiries, call 704.676.5850 . Please fax subscription inquiries to 704.676.5853 or e-mail them to info@greatercharlottebiz.com All contents© 2000, Galles Communications Group, Inc. All rights reserved. Reproduction in whole or in part without permission is prohibited . Products named in these pages are trade names or trademarks of their respective companies.

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-

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-~~

[fromtheeditor]

'Wi

Think Globally, Act Regionally We are fortunate to be living in a wonderful area at a very prosperous time. The entire Charlotte region continues to grow, diversify and develop new opportunities for both long time residents and recent transplants. We have great weather, an attractive landscape, terrific neighborhoods, great cultural events, professional sports teams, plenty of community involvement- all the kinds of things chambers of commerce love to tout as "quality of life." But few things worth having come without a price, and the area's dynamic economic growth is no exception. Failure to deal adequately with any one of the issues caused by the local economic boom - education, transportation, taxation, competition - could easily frustrate this community's progress for years to come. Of all these, competition is probably the least talked about. But in the long run, it may just be the most vital.

As we continue to grow, greater Charlotte's success will rely increasingly on fostering regional solutions to local problems. It won't be easy, but it will be necessary. The new global market demands it. Despite the protests at the World Trade Organization's Seattle meetings last November, a global economy in one form or anotl1er is inevitable. And one thing is certain. It will be absolutely ruthless in its pursuit of efficiency and profit. Tradition will amount to little. Good intentions will go unrewarded . And the chasm between economic winners and losers will inexorably widen. Like it or not, how effectively the Charlotte region competes in this new business climate will have a dramatic effect on me quality of life for the people of this region for decades. Globalism removes the traditional barriers of time and geography, and businesses looking to relocate or expand now have the world at their feet. Communities that respond to the challenge effectively have an excellent opportunity to grow and prosper. Those that decide to ignore reality and go their own way will be left behind. As you'll note on page 8, the Carolinas Partnership is developing a new regional brand. In March, they will unveil a new logo for local governments and businesses to use in their marketing material. It will emphasize the quality of life, accessibility and progressive business community of Mecklenburg and its 14 surrounding counties. Embracing this concept of regionalism is crucial, because it is the key to our continued viability as an economic community. Charlotte and Mecklenburg County may be the largest engines driving the area's growth, but they don't have the horsepower to win this race on their own. They need the extra horsepower from surrounding communities just to have a chance. It won't be easy, but it is possible to find creative ways to develop a strong regional approach to eco nomic growth without sacrificing the local qualities that give this area such diversity. We welcome your thoughts. Tim Parolini Editor tparolini @greatercharl ottebiz.com

6

january 2000

greater charlotte biz


· ued Leadership te Development The outheast CRESCENT RESOURCES INC.

• • . ~


[bizdigest]

짜N

Will Regionalism Work? Carolinas Partnership to launch new branding initiative this spring. early 50 community leaders are engaged in creating a new "regional brand " for Charlotte and the fifteen counties that make up the Carolinas Partnership. The initiative is a joint effort of the partnership, the city of Charlotte and the Charlotte Chamber of Commerce and will likely be launched by the end of March. The idea behind the new brand is to promote a singular image that positions the region as a good place to live, work and visit. The logo that is developed will be available to marketing entities throughout the region. Whether or not surrounding towns and counties buy into the concept will likely decide its success, but organizers say they have gone to great lengths to include representatives from all interested parties in the process. "There are so many different groups that market the Charlotte region, " notes Peggy Lovett of Luquire George Andrews, the Charlotte-based agency that is handling the creative. "We have made an aggressive attempt to get all the entities involved with the process from day one. " The new brand identity is one of sixteen flagship initiatives for the Charlotte Chamber's Advantage Carolina program.

N

Charlottets Image Unclear Based on consultants' studies and anecdotal evidence, Charlotte and the Metrolina region do not present a clear vision of the benefits the area has to offer to businesses looking to relocate or

8

january 2000

expand. What organizers hope is that a new unified message will allow the area to capitalize on the growing economic power of so-called "city-regions. " The idea is that a unified regional approach to economic development will far outpace efforts for economic growth by individual government entities.

He does say that city-regions like the Charlotte region are best positioned to succeed in the emerging global economy: "Regionalism is a simple, but powerful concept which holds the key to sustaining and enhancing Charlotte's global competitiveness in the 21st century. " The idea for branding a region is fairly new, though some cities, such as Austin, Texas have been very successful in positioning themselves as centers of particular types of industry. Almond's biggest challenge will be getting local government agencies and private groups - each of which has its own agenda to participate. As it is, the new branding initiative is designed to complement existing marketing programs, not replace them, acco rding to Lovett. The new brand will focus on

The Charlotte area will need to project a strong brand to compete with other, similar size regions throughout the world, according to Michael A. Almond, president of the Carolinas Partnership.

the balance of three key attributes that both research and anecdotal evidence suggest are the area's best features quality of life, accessibility and a progressive business culture. ~

Promoting the Region The Carolinas Partnership

<

www.charlotteregion.com > is an 8-year-old

group that markets the Charlotte region for economic development. It operates with an annual budget of $2 million, receiving about 60% of its financial support from corporate contributions and 40% from public funds, paid through a 30-cent per capita assessment in each of the 15 participating counties. If state grants are included, the ratio of private and public funding is closer to 50/50. The following counties make up the partnership: Alexander, Anson , Cabarrus, Catawba, Cleveland, Gaston, Iredell, lincoln, Mecklenburg, Rowan, Stanly and Union in North Carolina and York, Lancaster and Chester in South Carolina.

greater charlotte biz



[bizdigest]

HRegionalism is the economic development version of the notion ... that a fist is stronger than five separate fingers." Michael Almond, Carolinas Partnership at the Charlotte Region International Business Summit "We are clearly a global player, and

(financial centers), he emphasized,

in many ways we are an emerging global

"The key is finding our 'cluster'

leader," Almond told attendees of the

advantage and promoting it. "

Charlotte Region International Business Summit in November. He added that

A lack of regional cooperation

issues that need to be addressed. " As for the process of developing a brand for an entire region, Luquire George Andrews partner Clay Andrews

isn't the only thing that could derail

says the hardest part isn't just the

the key to future success is through the

the Charlotte region's future business

creative aspect: "This has been incredibly

clustering of industries in specific areas

growth, according to Lovett: "The two

challenging. Each branding experience is

and regions. Citing Silicon Valley (semi-

key threats we identified during our

different but this one is definitely more

conductors), Las Vegas and Orlando

research won't surprise anyone - trans-

emotional, because we're talking about

(tourism) and New York and London

portation and education. These are

where people live and work."

Women-Owned Businesses Changing Charlotte Economy Women-owned enterprises are an increasingly attractive vice president and head of First Union's Small Business source of corporate customers and vendors throughout the Banking Division . The vast majority of women business ownCharlotte region. In the past five years, the number of ers say that they use some of the same brands of products women-owned firms in the area increased by 52%, employand services - such as telecommunications services and ment grew 135%, and sales increased 160%, according to insurance - in both their businesses and their households. new research from the National Foundation for Women First Union has set a lending target of $5 billion to help Business Owners (NFWBO). "As of women gain access to capital. The com1999, there are over 42,000 womenpany intends to fulfill the lending goal owned businesses in the Charlotte through its Small Business 3anking region, representing 35% of the Division, which serves small businesses Women-Owned region's companies. Those businesswith annual sales up to $10 million. es employ 140,000 people and genInterested business owners can find out 40,000-erate nearly $20,000,000 in sales more at www.firstunion.com/wbo. annually," notes Sharon Hadary, The growth of women-owned 30 ,000-executive director of the NFWBO. businesses is not likely to abate any time The Charlotte metropolitan soon. A survey by the Arthur Andersen 20,000-area ranks 11th nationally in terms Center for Family Business projects a fiveof percentage growth between 1992 fold increase in the number of familyand 1999. "Statistics are now showowned businesses run by a female CEO ing that women-owned businesses within the next generation. Women own are becoming stronger, larger and 1987 one-third of U.S. businesses today and 1996 1999 1992 producing more sophisticated prodthat is expected to increase to one-half ucts and services locally as well as by the year 2005. "More and more you nationally," adds Hadary. "Womensee women as CEOs and presidents of owned businesses are becoming an family-owned companies," says Clare Cook important market for companies to Faggart, president and chief operating consider in their strategic planning ." officer of Concord-based Willis Hosiery Mills. "It used to Local companies have taken notice. First Union be that families did not pass a business down to the next Corporation < www.firstunion.com >, for example, has generation unless a son could take over the company. Of launched a marketing initiative to attract women business course, there are also fewer obstacles to women starting owners. "We plan to be the company that women equate their own companies." with superior financial advice, both for their business and Nationally, women-owned businesses employ more than for their personal financial needs," says Martha Hayes, senior 27.5 million people and generate over $3.6 trillion in sales. Source 路 National Foundation of Women Business Owners (c) 1999

10

january 2000

greater charlotte biz



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New ~ I拢t1{J1UJi/ed! The Return of"Brand Power It's the reason investors throw millions of dollars at companies that have yet to sniff even the faintest scent of profit. It's why a California company recently paid $7.5 million for the rights to an Internet domain name. It's also the hidden story behind Silicon Valley's instant Internet millionaires. It's the new power of the brand. And it can make or break your business.

CD

November. Marc Ostrofsky, a Houston entreprenfur, sold the Inte-net domain name

<www.business.com > for

c;

record $7.5 million.

Those same bricks and mortar companies have finally caught on and are pouring millions of dollars into their own Internet sites in an attempt to leverage their exist'ng brand equity online.

Whether or not eCompanies, the Santa Monica-based business

Whoever wins this battle of the brand wins the war. And consumer

development firm that pLrchased the rights, made a sound

products are not the biggest battleground. While much of the

investment remains to be seen. What is

recent buzz surrounding the

certain is that the Internet

Internet has focused on the

------...,

is no longer the

~路

Ytii/R BRAND HERE

future of business. It's the present.

~~

And the best-kept

300~'o

increase in consumer

spending on the Internet during the holidays, the real power of Internet-

secret about the

based commerce is business-

Internet is its impact

to-business commerce.

on corporate and

It accounted for $100 billion in

consumer brands. The reason

revenues in 1999, according

investors have given money-losing Amazon.com a market

to Forrester Research, and even conservat;ve estimates predict

capitalization of over $20 billion is simple. They are betting on

revenues will grow to over $500 billion within the next two years.

the brand. Like other

Int~rnet

start-ups, Amazon is investing

In this special feature article, we'll take a look at what some

millions of dollars to establish itself as a premier online brand.

Charlotte area companies are doing to strengthen their brands and

The Internet is dealing e3ch of these intrepid companies a once-

how they are integrating the Internet into their business practices.

in-a-lifetime opportunity to develop strong brands to compete

We'll also examine the basics of brand development and how to

against traditional large-scale "bricks and mortar" companies.

build an effective Internet presence for your company.

greater charlotte biz

~

january 2000

13


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New Focus, New Name Charlotte-based Armilian Technologies <www.armilian.com> is the new corporate identity for CADD Concepts, Inc. The company, which is a value-added reseller of high-end engineering software, decided to change its name to better reflect a broader emphasis on systems integration. "CADD [which stands for computer assisted drafting and drawing] was hot when we got into the business 10 to 12 years ago, but it's very limiting now," says company president Greg Lawrence. "We're into a lot of other things." The 30-employee company, whose client roster includes the "We didn't want North Carolina Department of hing trend~. somet Transportation, Duke Energy, We wanted a Omni Architects, Lockheedname that's Martin, the Federal Aviation distinctive and Administration and Alltel. competes regionally with high-tech, ~es, smaller, local firms. In addibut a\so sometion to offering expanded • thing ctassic." services, Armilian is building its business through a Greg Lawrence number of acquisitions. President . ·t·an Technotog,es The new identity had to p..rm1' encompass Lawrence's larger vision for the company's future. "We didn't want something trendy, like so many of these new high-tech businesses that simply add a lowercase 'e' or 'i' in front of their name or add the word 'tech' to their name," says Lawrence. "We wanted a name that's distinctive and hightech, yes, but also something classic. " Lawrence wanted a name that could be used on its own as an Internet domain name. The company had a logo of an armillary sphere that had been designed for a merger that fell through about a year ago . "We liked the design of the armillary sphere. It has three rings that intersect, which nicely represents what we're trying to do with the integration of our strategic business initiatives," says Armilian's Bob Hinson. "It's also dynamic and symbolizes how we are charting and navigating our course for the future. " wrence considered hiring a naming consultant, but decided the company could handle the project in-house. It wasn't easy, admits Hinson, "We thought we came up with some pretty good names. Unfortunately, all of them were already

14

january 2000

registered on the Internet. " Since the company had the logo in hand, they examined how they could use the word armillary, and Hinson says that's how they ultimately came up with the name: "We thought it had a sleek, high tech sound, and it's unique." Armilian has hired a designer to upgrade the company's Web site and create a visual look that is more in line with the company's new vision . Lawrence hopes to have e-commerce up and running sometime later this year, but has already started using the Internet to his advantage in other ways. "We've got the capabilities to go across the Web to show drawings and even mark them up while clients watch the changes on their computer," boasts Lawrence. "Any engineer who has the right software can collaborate on a project with another engineer and not be limited by geography." Armilian has also installed software on clients' computer systems over the Internet. Says Lawrence, "We were able to log in and take over their server before their people came in to work. " By doing remote installations, the company saves on airplane trips, hotels and other travel expenses. All in all, Lawrence is pleased with the new corporate identity and is confident it will help him take the company further than its predecessor could have.

una Beverage

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Targeting the Brand First formulated in 1917, Cheerwine has built a loyal following throughout the Carolinas, eastern Tennessee and northeast Georgia. The cherry-flavored soda has a successful history in the brutally competitive soft drink market. In recent years, though, Salisbury-based Carolina Beverage Corp., "ihe industry was offering <www.cheerwine.com > · s we which makes the conpromot1on centrate and licenses tdn't match. So cou "t h companies to bottle and decided to sWl c we . ge distribute it and owns cl< to an lma ba \he several distribution based strateg~. Web site 15 one companies itself. has ' ment of the, faced increasingly difficult ele whole effect. challenges. 1'\arl< Ritchie The industry changed PresiC.ent in the late 1980s and those Carolina Beve·~ge changes accelerated in the corporation early '90s. "The ownership of several bottlers changed, and our product was discontinued since it competed directly with the new owners' product lines,"

greater ct-arlotte biz


says company president Mark Ritchie. "It wasn't a huge blow. New geography isn't necessarily a financial boon ." fter focus ing primarily on trade incentives and customer sweepstakes to drive volume, the company decided to shift its marketing focus back to a brand-building strategy. "During 999, we realized that the promotional engine was running out of steam," explains Ritchie. "The industry was offering promotions we couldn't match. So we decided to switch back to an image-based strategy." Carolina Beverage's advertising agency, Charlotte-based Wray Ward Laseter <WWN.wwladv.com >, designed a new campaign that targets Cheer.vine's primary consumer, teenage males. "Cheerwine has always been popular with youth, espe-

®

milrl~ill.;te;e;ns, " emphasizes Ritchie. "It's a strong second choice for people, and it's the first choice when you want something different. " He adds that the marketing message of Cheerwine has never changed: "It's a unique product with a fun personality." Wray Ward Laseter :tlso totally revamped Cheerwine's Web site, which has been running since 1997. "They made it much more teen-oriented and added a lot of interactive features," says Ritchie. "The Web site is one element of the whole effect, and the new design effectively reinforces our brand image. For a regional site that is promoted only through the packaging, we're very pleased with the traffic we've seen on our pages." In addition to a new online catalog. Ritchie says Cheerwine may do some actual site marketing this year: "With soft drinks, you can't do any direct-selling of the product, so we just havE to use it as an advertising medium to help sales at the store level. "

._

.~i.~s.t. !!nion Ch allenge•••••• · D l••••••••••• · eve op b •• •• • • the World's l rand identity f, • • • • • • • • argest Finan . or one of Brand Strate CJa{ services com a evangelize implement an: Internet St get on board rategy· C . · customer datab . apJtalize on ma . ~:as:e~t~o~o~ff~, ss1ve er online services.

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Selling the Brand After a series of mergers and acquisitions, First Union found itself in need of a strong brand image in both its existing and newly acquired markets. "All we were known for was that we were the green bank " says Ms. Parra Vaughn, vice president and "brand evangelist." "The first thing we did was take a step back and ask our customers and employees what First Union meant to them. " After extensive research and some internal differences of opinion, the Charlotte-based financi al services firm decided to stick with being green. Of course, a brand is much more than a color "There Was some or a logo. "You can't make confusion he re at p· a brand from something Jrst Union wh b en we that isn't. You have to egan to build th brand w e take what exists and . e really had work off of that," notes Vaughn. "Our custo mers told us than in addition to being green, they considered us to be proactive and straightforward ." Working from that premise, the First Union team developed a brand

m ~o go through a ass1ve educat· Jonal . campaign · Every Jnteraction with a customer either enhances the brand or degrades it. :arra Vaughn VJce President First Union

promise: "Smart, straightforward financial solutions in your best interest." ~

A D V E R T I S I N G • MARK. E T I N G Camden Square • 101 W. Worthington Ave., Ste. 206 • Charlotte, NC • 28203 704-372-2707 • FAX 704-372-3710 • E-mail sdsadv@bellsouth.net

____ _

greater charlotte biz

january 2000

15


ughn's background with top brand marketers Coca-Co la and Procter & Gamb le prepared her well for the challenges of bui lding an essentia lly new brand. "O ne thing I learned at Coke is that yo u keep it simple,"says Vaughn. She adds that getting employees on board with th e brand concept proved to be one of the biggest challenges: "Employees must believe in the brand if we expect the customer to believe. The employee must understand the brand promise and be able to deliver it. There was some confusion here at First Union when we began to build the brand . Everyone said, 'O h, that's the brand, that's advertising. It doesn't matter what I do because I'm not the brand: We really had to go through a massive educational campaign." The company pulled together a task force of about 30 employees who gave a series of talks to other employees about what a brand is, what the First Union brand is, and how to deliver that brand. This process took about five months. First Union's internal employee television brand . The company also has an ongoing educational process and what they call "b rand boot camp" for new employees. "Every interaction a customer has with First Union either enhances the brand or degrades it," emphasizes Vaughn . First Union's collateral material uses clean, crisp design to emphasize their straightforward financial solutions. Their "Financial World" television ads are "a littl e scary" says Vaughn. "We were a little concerned that the advertising might put some people off, but our testing showed that the message of this crazy, confusing financial world really reasonated with people." She adds that, moving forward, First Union will incorporate the television advertising into other aspects of their marketing. Vaughn says part of the plan is to emphasize that First Union is more than a bank: "I'm very happy we don't have

16

january 2000

'bank' in our name, because I think it's going to give us an advantage as we try to break outside of being considered a bank. " First Union also hopes to leverage its database of 16 mi ll ion customers in the online financial services world, where the competition co mes from different quarters than from the traditional banking world.

.

f Arnetlca Bank o . • ... •...

BankotAmerica:q ~ .

f distinct market1n9

• ........ • rt hundreds o • 1 ge· conve cna\ en · ·n d brand.

~

,, d that wor~s

entities into a um e t" rel'l new corporate ~ran Create an en 1 . n countnes. Strategv: nd numerous fore1g . d offer B¥and • tates a "d bt'/ an 0 ll in over 2 s b "ld brand 1 en we . Use Internet to U1 t strate9'i· Interne . customers. new sefl/lces to

Charlotte-based Bank of America is in the midst of the largest corporate brand conversion in history. It has involved the changeout of 40,000 signs across the franchise, 2,000 different forms, and 20,000 hours of computer programming. To make sure their investment pays off, bank officials wanted to be certain their new brand identity would bring them value for many years. "We started the process with a complete brand audit of everything we do, from how we talk to customers to where and when we talk to customers, " says Mr. Tony Potts, corporate brand manager. "We did some preliminary work on our personality, basica lly, who we are and what the customers' perceptions of all the former entities were and what they would like to see in a financial services brand ." The brand team then interviewed thousands of associates, customers and business leaders across the country to help them develop what they hoped wou ld be the premier financial services brand . After deciding on the Bank of America name, the creative team developed a graphics system to keep the brand message cons istent across all business lines and in each of its various geographical markets.

greater charlotte biz


with any project of this magnitude Bank of America officials placed great empbsis on getting mployees involved with the brand . "We've been able to help eople th ro ughout the company understand that it becomes their responsibility to maintain the integrity of the brand," says Potts "It's part of what they do every day. Whether you are a teller or a senior banking officer, we all have that same responsibility to maintain that brand ." Officials are confident that the new consistency across the brand will also elp them market their online services. The company's brand promise, that 'we want to be the people who make banking work for our clients and customers in ways it never has before; is integral to their Web marketing efforts. "We have to be consistent, no matter where we meet our customers," says Potts. "It's important for them to quickly and easily recognize Bank of America."

@.

Brand Basics. "l:::u d011.'t have to be corporate giant to develop a successful brand.

3ere c.re five key tips from Parra Vaughn of First Union. I. IC.Eep it simple. That's the key. Coca-Cola has a worldwide audience,

bJt everything they do is always based on three simple ideas: refT~iliment, sociability and authenticity. . 2. JUÂť.ays remember that you're not the customer. I've worked on

breo.ru that focused on young mothers, serious cooks, hot sweaty yna.g males and urban youth, and I can promise you I'm none of t~. e :hings. Don't put your beliefs in place of your customers: 3.

~a.ke; sure your employees believe in your brand promise. If t:a:.e,- don't, then you're never going to build a brand. Explain to tbetll that how they deal with each customer is either building or e-stroying the brand.

4.. n-_e emphasis on building your brand must start at the top. 5.. 3e .consistent. Consistency builds trust, and trust is the foundation

of ra::td loyalty.

Does Your Coverage Match Your Needs? Are you paying for more coverage than you really need? Hood Hargett makes sure your insurance coverage fits perfectly. We get to know you. And you r business. Th en, based on our evaluation, we offer informed recommendations. By clearly explaining options and offering advice, we help you make the right decisions. And that means you get precisely the insurance you need today -instead of coverage you have to grow into. So why settle for off-the-rack insurance when yours should be tailor made?

HCIDD

HARGETT Property And Liability ln.w•a.1:e Commercial And Personal -:;.;.-I863 greate r charlotte biz

Coverage Tailored To Suit Your Needs january 2000

17


vw

[techtrends]

Web Marketing Essentials with William H. "Kip" Cozart, III, CC Communications hat are some of the key ways the Web is changing how businesses market their products or services (} to other businesses?

A

There are several ways. First, the traditional 9 a.m. to 5 p.m. window of time for conducting most business is quickly moving to 24 hours, 7 days a week. Many companies are now using the Web to collect orders, provide order status information, process customer service requests, and even deliver prepared sales presentations or product demonstrations any time, day or night.

n

How is the Web is changing consumer

U

roduct marketing?

A

The Web is delivering more choices to consumers than ever before, forcing businesses to more directly compete head-to-head on issues of price, quality, speed of fulfillment, and customer service. Now, instead of comparing one or two purchase options, an individual shopper can compare the offer of hundreds of vendors right over the Web.

n

Where do you see Internet-based marketing

U

going from here?

A

Today, Web marketing is moving into three new directions. "Personalized Web sites" are on the rise. These database-driven sites detect a repeat visitor and serve up specific content that matches the customer's individual expressed interests or previous buying habits. "Online Customer Service Centers" are also becoming more popular. Customer service cen. . \-1 "Kip" Cozart, Ill ters provide an effiW1lbam . f Charlotte. Pr~~~o municatlOns, 路 路 1S oent an d conven 路ient based CC Com b resource where a professional We Inc., . and online shoppers may ask 1 site des gn 路 rving over questions, check marketing firm s.e the avai labilities, 100 businesse~ 1:n 18-year update their ,. as l-Ie 1s Carot1n . mmunicaof the co account balances veteran marketing indust uest and pay their tions and try and is a frequen ~ ns bills, learn about speaker tor organizat10 d future products nd conferences locate and services, a "out the country. throug" and exchange

product application ideas with one another. We will also see an increase in what I call "Stealth Web sites." These are small Web programs, integrated into sections of other Web sites, that offer immediate and targeted "impulse" buying opportunities and strategic online marketing information. For example, visitors looking for relocation information on the Charlotte Chamber of Commerce Web site <www.charlottechamber.org> will soon be offered that opportunity to pre-apply for a new home mortgage without leaving the Chamber's site. On the same site, visitors can also print and redeem coupons from severa l different companies as well. aditional "bricks and mortar" companies are now ntegrating the Web into their overall marketing, sales or business functions. What's the impact on smaller to medium-sized companies? Should they be doing the same, and if so, how?

A

The key, I feel, is integration. Your Web site should simply be an extension of your entire company's marketing strategy. Think of your Web site as your

company library, a place where all your other communication resources come together. From distributing product information to order taking, from product promotion and brand awareness to collecting market research , from consumer retention

Web Marketing, continued on page 32

18

january 2000

greater charlotte biz


The ...~ of Launc 路 g a We s路te :f you haven't : evel:perl a -.-~IY-~ fer your busine,s ~路:;, t, h2 e c 路e a ~e-v -:ips fom Kip Cc:3r_to he .p y:JL J il.ll . our strategy.

Whittman-Hart provides enterprise-wide e-Business solutions for fast growing and middle-market companies. We will help build the essential connections between strategy, marketing and technology so you can Envision your e-Strategy, Engage your customers, Empower your employees and Extend your enterprise. To learn more, call 800.426.7767 or visit us on the Web at: www.whittman-hart.com.

whittman-hart

~reater

chctlot t e biz

@ january 2000

19


vw

[biz profile]

Taking

•

to the Streets

Times lwve changed since Southern Real Estate opened its doors for business in 1899. Now entering its second century, the company that quietly helped shape Charlotte is mailing some changt,s as well. If xou look out Southern Real Estate's 25 ih floor windows in the Bank of At erica Plaza building in downtown C arlotte, you can see firsthand the d ramatic impact this company has had in shaping Charlotte. As the oldest real estate company in town, Southern Real Estate has assembled land and brokered deals for many of the buildings that give Charlotte its surging skyline, including the building that contains its offices and the newer Bank of America Corporate Center across the street. The company has played an important role in creating University Research Park, deve loped over 40 shopping centers, worked with local colleges and universities, and helped develop the industrial market along Westinghouse Boulevard and the retail market along East Independence Boulevard. In fact, Southern Real Estate has worked closely with most of Charlotte's top corporations. (See A

Company of Influence on page 22.) In doing so, the company has managed to achieve high level of success while maintaining a surprisingly low lie profile. That may be about to change. As Charlotte continues to grow, new businesses in the community don't necessarily have the kind of ties to Southern that have helped the company operate so effectively throughout the 20th century. And competition from new aggressive firms means Southern must develop strategies to continue its successful run into the new millennium.

greater charlotte biz


Leading Southern Real Estate into the future are Mr. Louis Rose Jr.,

CEO

and president, and Mr. David Goode, executive vice president. They head a team of 15 dedicated br::>kers and a full-time staff of 30. Their strategy is to leverage their history as a strong local and regional broker while expanding their capabilities internationally. The strategy has already started to pay off.

Loui> f:...::->e tr.:s ian:I tool-. o"-n :csh.r;. oftte :orr::;:>;:.r:y i-.

ax ..a:d

the .~oll.Itdw•:trt for jtE rnccess 'In ±e yea w - ~ o Lotis" o.d ·...-:ls hiTE a...lli :~p till n.o""- S·:·~:.Ll.cn lea ::State h;Js cor.e h rna t o;f the r _;a or m:Jcr.~r:i :: n

~Jc•rc<

i:1 Char. :Jttf..'

s;~y~ C3\-.d Goeo d ~

•-i-_o

~)i.J1£d ~-:rut 1 2m Re:U Isl3te io 199"7 after wc::ic::~ fc: Bi:no-..·;;a:1ger C:Jnp =-..-ry > So.r..l-.ern P..;: :Jit:y. Group .:;)I 21 y.:<rr::. 'tv:.cs~ ct"l::.e~~ bend ~

Then and Now...

~ $ 24

::Oc

:ne h.::Jn~-gro>-1:1 F_rrr~,

~'Vi!';

ba : k .,

Th.: ad·.·an:ago: d ffi,.j""lg been able o c p::rr:;: i:1 the baC:=fOC: .,d for so ::lil:l"r :·=-Ct:do:t::'s bi;pest-profile r:ro:ec5 .> rc·~ lost :J o •=0•):1 ::. 'The atiE-=:r::· o::'. c dt2 :::i n:.. cc" :!>3t:n::>ly p:o:ecs i ·:·w::.:ov.T1 :.-.set S:xubern bas dcone :is mud: rr:G r~ e1~:.lr ;;acomplished b). havill.g sorreont: ~-.; ~b ;a lov profile ,.,]-_a k...-:.o;:w, all th:: pcOf l ~ irrv::>lved." :iu:h fi :E!Se :c.rne i:r_hn.:fy in ~ oid - EC:C~ W::JEl S=-.:11-er stepped in t ::> <t.-q:> ll~ o:'Ec~~ of T~ Charlotte>

When Southern Real Estate opened in 1899, the economic and social effects

LoLis Rose Jr. on grov1th, change and success.

of the Civil War were sti II fresh. The country had survived a depression six

''Real estcff is simiJI~"" bein~ able to lYse othe1 pet]pi~·£

years earlier, and the eceonomy of the

rooney !D maiCP Mi»'el(Of' tham a.~d fos yoarse!i~,.

New South was beginning to emerge. Streetcars ran up and down Trade and

So sa-1.5 5outt-em Rei Estate•s L•uis P.use- Jr., wilo inDecenbEr n=s ,ar.tec Realtor

Tryon streets, cotton mills were popping

of t he Yea- by tlte Cta- otte I'Eg'OI' ::i>nwnercia. Baud of Rea hill'S. I:"'C.S •c•t the

up all over the area and many of

first •an for Mr. RcSE or his lhw, "lOr is it likely lo be t1e last. A.l tEr an Rul fsta:.:e lie a k•r!!: ;istory of Gftal'd-.,yinning suCDeSlS.

Charlotte's corporate giants were just getting started . (See below.) In 1900, Charlotte totaled just 18,091 people, and Dilworth, Charlotte's first suburb, consisted of less than 100 homes. Within the next 10 years, the city had grown to 34,014, an 82 percent increase. And by 1940, Charlotte's population topped 100,000, streetcars no longer ran the city streets and a national highway system was about to transform the area once again. Southern thrived through it all.

Charlotte c mpdllies Southern Real Estate grew up with Company

Year fou nded

Charlotte National Bank (eventually merged with Wachovia)

1897

Belk Stores

1888

Southern Real Estate

1899

Charlotte Pipe and Foundry

1900

Cole Manufacturing

1900

Southern States Trust (basis for today's Bank of America)

1901

Southern Power Company (now Duke Power)

1904

Union National Bank (now First Union)

1908

Lance, Inc.

1913

greater charlotte biz

Se~uthern

Sinc:!laking lhe fl:!lln all he mrn:cll\a in U7: . 11r. Rose has hel]:d futher ceme•t SCLthi!!m P.eal Eslab!·s P-~u-..alicn ~c. prer~i~r connercial rsal e5tale firm in lov.n. Afterowolto.itl!fas a sal.es•a:~ iillhe apJ:Iince di•is on for 1.1.sen E"Win, a Louis Rlo!:E Jr. cane to \-..orllo- h ·s father al5c·u:llen Real

,.,.o ;esa~dislrib~o-.

Esta~e in 196~ "My falher was as str~htas ~u' l l :we·fi.t," re.,enbers Rnse funcll.·· '1 .eaned eli~!f!,tbing hn him. just \'Jist hefla• s:en

tll:e d'"iln~s i• this C:t.a," .lnorg tt·ose cta"lges, cf OJLJ~e. E tte dra.,a:icre•il£.lizaticr cUowntown Ctarle~tt~. "I r.:mern:~e-\\":lllkhg do.A.nbi"Vn frorw Bel: to IIE!S an-:11 muk: naldly goon:!siEp ~houtse~hg S:J~le I me.-1,'" reGII!: eGse. "f.ldc)'. we hc.lll! 55·60.00( Jecp:e o'llor'..ing do·•.,•t-~vn.Eut I ttiilk b'__ I ·:ha•g,e is the numb:!r of pee-pte Ull'~ clown:o.~- klyi•g tteir ~IIPp lie!.and gmceri3S t•ere. What·~ lliCre, .,e lu•P-ullitsse1l r!!l: do.antc,wn fur··~- S: mill.io•."" Cf cours~ Cha1btte's grn~~~:• is notlhnitec :ow :h 1• lit\• linUs. ""l.lla31 check th:!re IIE!ft: 38 11ajor :>lilding5 u,:iEI" c:·•struc:ion i • ~edd.enbu!E"<•Jnt¥ aJone,'' rates Rose. ''We Lsed I:D go ~·s IJefare aJproaclli~ lh&l.• IRDse ;~oirts b: t•e a ·rp:ntas o~e ...r:y lo Charlolb!'s grcwth bul Bllfhl;izes the bLsiness onmun~¥"s cil;k ~c.{e in 1laloing :llartctte such a pro~~eS.EiYe business c-enter: "T-.e-qualit!"Cll peep e here is i1l:nessive. Pe:Jple real! .vant to per:icipale iii local ratter!:. T,:! a:rwJ=anies that iletle !lrcught pEeJle i•, such as U,ilecl )orrinion, S:stLand,. B..f Eooliidl/Cc;lt~t a,c IBIA ar-d the :11110: great engi1edriJers [Bankctf.Aineric:aa1d =ii..ct lnic11] havec.ddE:f so mJd" t•J t,ts OOil.,_ni~.A•cHtat _liSt cor~es IElk t>ycu as a :Jusi1ess person "' T1e •:!st :fling D ·JUt bein!"ir lhe :lla.rto~ rec.l eslete business. ~se sa1s. is "t,e f01cl that I set to met such •ic:! people, peopl; of dlilrac:er :td suJstc:1ce" A.1d tile s::ael: ollh S SUCCESS~ ""(:)U';re 50t lo haue pa:ie,ce, am 1\Je g.t plenty!"

••e

j

~ 1 - iHj.

2)00

21


Ma nageme n t

TAG

Corpor ati on

f3"-1~din.q Wealth C~).5 tcotnized-portfolio

Through Managemen t

•<e-Based Investment Counselors fii--:.~!.. -~ ~ :--'l-;r

jeffrey G. Vaughan

2'?15 P-0 ili=-.::e Road, Suite 250 Charlotte, NC 28211 Te.-:::.OC:-.=o: -:'1)4.362.1886 Facsimile: 704.366.5269 ·.•.I.Jw. montagmanagement.com

Observer at Stonewall and Tryon streets. The Observer needed to expand its offices but lacked space. Louis Rose's father brokered a deal for Jim Knight, the Observer's publisher, to purchase the adjoining property adjacent to the existing Observer building, which then ho used City Chevrolet. Rose also suggested to City Chevrolet's Arthur Harris that property on East Independence Boulevard might be a better location for his dealership. The Observer stayed, City Chevrolet moved. Southern also assembled the land parcels for Central Piedmont Community College's downtown campus. "We dealt with over 30 indivjdual owners of property," notes Rose. "Although we had the right of eminent domain, we never used it. " Of course, times change, and Charlotte's explosive growth means a who le new set of decision-makers have arrived in town. "I just read a survey that 70% of the population that currently resides in Mecklenburg County lived elsewhere 15 years ago," says Rose. "That's 350,000 people." This influx of new people and businesses is one reason Southern is increasing its public presence. "As we go forward, the people we have done business with know what kind of company we are," points out Goode. "It's going to be important that we generate the same trust for everyone else that these folks have enjoyed for the past 100 years. Frankly, without all these changes, our philosophy would have been to continue to maintain a low profile."

22

janu3ry 2:JCJ

The company has begun to run print advertisements and even posted a billboard in October and November at the intersection of Third Street and Kings Drive. More significantly, Southern Real Estate, which already belonged to a handful of na tional real estate networks, has affili ated with North American International (NAI), the larges t real estate organization in the world, with over 3,000 real estate professionals in more than 230 offices worldwide. NAI provides international real estate services such as demographic analysis, site searches, subleasing, financial arrangements fo r major expansion programs, multi-site acquisitions and dispositi ons. To Goode, the advantages are clear: "We are made aware of changes in pri cing, availability and now have the ability to handle our clients' needs on a much broader geographic basis. For example, I have been able to co nduct business for Bank of America in England and Brazil, and Southern is currently handling transactions in th e Carolin as for firms headquartered in 15 different states and in three foreign countries. Goode adds that one of the benefits of being in Charlotte is the city's reputation as a progressive business center. "We get more inflow than outflow in terms of out-of-state work."

Corporate Culture Just as the Charlotte area has changed, so has the way of conducting business. "In the past, we could just say 'I'll meet you at your attorney's office and close the deal,"' notes Rose. "Today, you have to have a paper trail and the professional staff to maintain it. " Still, Goode sees advantages for a family-owned business in the Charlotte commercial real estate market: "For one, the control is vested very tightly and the ability to get a decision - good or bad - is easier. In our business, where moving quietly means success or failure, it's very advantageous that I don't have to see 15 people to get a decision ."

greate r charlotte biz


Southern Real Estatz is indeed a family business, now boasting its third generation. Both of Rose's two sons work for the company. Louis Ill currently serves as Retail Director, and Caldwell is Director of Office Leasing. Rose's daughter Jocelyn also has real estate in her blcod, and is a very successful residential broker for Bissell-Hayes. ')t can be tough warking for Dad," admits Louis Rose III, w~o joined Southern Real Estate in 1983. "I think h is expectations are a lo: higher than anyone else's, but it has its advantages too . I'm learning from his expertise." Family clashes, part.cularly when two generations are invc lved, have driven countless family businesses into the ground. It's an issue both generations of Roses seem to h3ve a handle on. "Everybody's brought up in different times. I was bo:n during the Depression," notes the elder Rose. "It concerns me to see a paper clip on the floor. " Southern, continued o;-~ page 35

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Downtown Charlotte at the turn of the century.

In Charlotte, It's How You Get Ahead In Business. At the McColl School, all courses are relevant to the needs of today's organizations and in-synch with what is happening in business right now. This means that students are rewarded with useful insights and new ways of thinking in virtually every classroom experience. In short, participants find value in the McColl School programs immediately, not just when they receive their degrees.

McCoU Sc,hool Q~atiotte ofBuszness Couege

1900 Selwyn Avenue, Charlotte, NC 28274 www.mccollschool.edu MBA (104)337-2224 EMBA (704)337 -2248 greater charlotte biz

january 2000

23


ung Entrepreneurs' ISO: Entrepreneurial type. with $1 million+ sales. A new local chapter of the Young Entrepreneurs' Organization is helping the next generation of Charlotte's business leaders succeed. Under 40? Business owner, founder,

with several YEO members in a round-

co-founder or controlling shareholder of

table conference to learn about the value

a company with more than $1 million in

and impact of YEO on their businesses

"'One thing I've Learned ... is to slow down and stop the panic." .Jilr Lee, Breck Technology Services annual sales? Want to learn and interact

and their lives. Stuart Meyerson of Mann

with other business professionals like

Staffing, Andy Din kin ofTegra Telephone

yourself? If you can answer "yes" to all

Systems, Robert Samuel Fish of Synetron,

these questions, you may be a candidate

Andrew Jones of Butle r Travel, Laurie

for the Young Entrepreneurs' Organization

Leonard of Suite 1000, Jan Lee of Breck

(YEO) <www.yeo.org>.

Technology Services, and Tom Bojarski

In October 1998, Stuart Mann Meyerson of Mann Staffing, Frank

ofTSP, Technology Solutions Providers participated.

Rodgers of Baytree Associates, and Larry

The key to YEO's i mpact is its group

Rose of Computer Maintenance Solutions

forums, which are small groups of 10 to

launched a local chapter of YEO, an

12 members selected to serve as an out-

international organization dedicated to

side Board of Directors to each other.

helping young entrepreneurs succeed.

Each forum sets its own meeting sched-

As Meyerson recalls from their

ule, but most usually meet monthly for

meeting at the City Club, "With only four

three to four hours. A strict policy of

people, we could either play cards or

confidentiality is maintained to promote

move forward with the process of build-

"sharing, caring and trust'' according to

ing a local YEO group, so we started the

YEO International. Forum discussions

chapter!" Together, they made plans to

range from business topics to personal

build membership and establish core

experiences to community and

activities. In just over one year, they

world problems. Members take these

have grown to 32 members and have a

meetings very seriously. One recently

calendar of events designed exclusively

phoned in to a forum meeting while

for young entrepreneurs.

traveling in Africa on business just so

Greater Charlotte Biz recently met

he could participate. "The most impor-

now try to get a view o the people I sell to." ~

24

~ 3nuar r

200 J

Dmk'n Teg

Telephone Systems

tant thing about these meetings is

greater charlotte biz


Organization

By Ron Fortner

Under 40. Business owner Must like to mingle. that we can share experiences in confi-

Andy Dinkin had previously sold

dence and talk about our businesses

telephone systems for another company.

or even personal things," Meyerson

In 1996, he started Tegra Telephone

explained, "and not be afraid of informa-

Systems. His firm has 30 employees and

"The most important thing about these meetings is that we can Share experiences in COnfidence." Stuart Mann Meyerson, Mann Staffing tion traveling outside the forum." All members agree t1at if you do

just moved into a brand new building. He said the forums are a great place to learn

not have the time, do not join YEO -

and "appreciates the epiphanies that he

attendance is essential to maximize

picks up from the experiences of others."

the benefit to forum members. Besides the confidentiality policy, which extends even to "pillow talk" with

Robert Fish, who grew up in a banking family, started Synetron while attending NC State. His business specializes in

spouses, YEO does not allow supplier and

providing innovative technology for com -

customer associations in the same forum .

puter networking and Web integration

The object is to apply each other's experience to problems or concerns being expressed by

and has 10 employees. "I feel like I'm

other forum members.

way ahead of the game as a result of

Since everyone is about the

YEO," he said. "People are always bring-

same age, no generation gaps exist

ing ideas to the forums, and everyone

and members can relate quickly to

listens to what others have to say."

grow and to learn from each other in a supportive environmen t. Meyerson started YEO about the

Andrew jones followed in the footsteps of his grandfather, father and brother as an entrepreneur. He started

same time he was starting his call-center

his corporate travel management firm in

staffing firm, so he had his hands full.

December 1992 and now has 11 employ-

"The best thing I did was to start YEO,"

ees . He joined YEO because his business

he said. "After a few meetings, I got

had become routine and he had lost

myself focused on my company. I hired

some of his original drive, energy and

the right people, got the business on the right path,

"People can only contribute from their own experience, no One gives advice." Laurie Leonard, Suite 1000

and this year we exceeded our sales goals. We have several hundred people

creativity. He had even thought of selling

working in the field, and we are

the business.

expanding our offices. I honestly believe

"Andy (Din kin) twisted my arm to join

Mann Staffing would not be what it is

YEO," jones said jokingly. "But after being

today without YEO."

around others who had their energy

greater charlotte biz

~

j anur :1 ~000

25


W1116 11.8: fJS (Bp n IN CDftB1'11f~

TechDD121

lllsiness, WllfB TECf#OCO'J!'S LCCBfll is DO SBPYr.t,

WDDDDDOD!

OSHIBA A.UTHORIZED DEALER

ME:D COP-f, CALL THE (OPIER(ATS

847-5200


You learn from their experiences and

new life into

don't make the same mistakes they

lives. I get r:j_p;e-nc::ed by sharins ::!>peri-

did. The key is that people can only

ences, busilE~s pla'"" s and 1=hilosophie~

contribute from their own experience,

with other E.n: aoepren e-u rs," he saki. "" I've

no one gives advice."

· bJsiness c: nd :>erso1al

been able to leverag-~ a let of knOVt'led 5e

)an Lee started Breck Technology Services in September 1998 and now has ten employees. She formed the company

from forum gKuJ renJers In the f~w short months. l 1a·t >:- b:!-=n in YEO , I t"ilve

to meet the need for a recruiting and

been able to ~ -o"N m~ bu~ i12 ss Sig

consulting firm that places high tech

cantly faste - a1 med ..,ith the k owledge

people in businesses needing their

that these ~e)1:• le br ng."

expertise on a project basis. She also

YEO, contin;.l?d

011

fi·

page .:C3

provides

"The monthly meetings make you want to keep up."

resource consulting serv-

and drive, I was able to regain my energies and become effEctive again. The monthly meetings m:~ke you want to keep up." He likes the "act that he doesn't have to put on a mask when he is in a meeting, that he cc:n be himself. Laurie Leonard boug1t Suite 1000, a 24-hour telephone answering service, in

1993 and now has a staff of 25. She said her company provides "s11art people at the end of the phone." S~ e appreciates the value of the informatiJn gained at the forums on subjects such as hiring,

[vitals tats]

human

Young Entrepreneurs' Organization

ices, contract development and technical writing. Lee became an entrepreneur to overcome life's struggles and make a bet-

Web Site www.yeo.org

ter life for herself and her family. "One thing I've learned from YEO

Year Loc<i. Chc:.pter FJUnded

meetings is to slow down and stop the

1998

panic," she said. "The information I get at YEO has helped me to make some good business decisions." Tom Bojarski created TSP,

Mission A global, 101-pr.mt edu::ational organiza:i ... vdth 2700 members and 77 chc:pt ers IVDdd·.r.ide. YEO

Technology Solutions Providers in 1996.

designed b~Jp;aort, eci.Jca:e anc

His firm provides computer services and

encourage;ou•g entrep-en;!Ur!: b

software that supports e-commerce and

succeed n lituilding tompanies a•d themseh.es

finances and growth. "Th~ meetings are a

document management. As he puts it:

great sounding board," s e said . "You

"We put information in the hands of the

Numbe•

are talking to people who may have

people who need it." Bojarski joined YEO

32

already done what you ar: about to do.

in September 1999 and it has "breathed

e: Lo:::al. Members

er

Corporate relocaticn should be expeditious and comfortable-for you as well as for your executive . Our impecc3ble service will help to make your move stress-free . With each move , we provide a welcome package, a needs assessment, property search and selection , professional mortgage counseling , 3nd thorough closing preparation .. and most importantly, peace of mind .

Call Gary to learn more about executive location in the greater Charlotte area.

===--

greater charlotte biz

jc:nLar:t C.OOO

27


[bizprofile]

Vii

a

•

nner

Advertising vetera T eckla Sterret: .achieves ationwide recognition as one of the 100 Fastest-Growing Inner-City Businesses. By Nethea Fortney ~hin:!h ardt

When Inc. magazine identified Charlotte-based Sterrett Dym ond Stewart Advertising

<Sterrettdymondstewart.com> as one of the 100 Fastest-Growing InnerCity Businesses in America, president and founder Theckla Sterrett was honored, but not surprised. Launching the agency back in 1982, she recalls, "It didn't occur to me that it wouldn't succeed. It was how to do it, not can I do it." The Charlotte Chamber of Commerce encouraged Sterrett to apply for the Inner City 100 (see "Apply Here" on facing page) . Judges spent six months studying the agency's financial statements, strategies, strengths and weaknesses. Sterrett traveled to Boston to accept the award and attended the conference which provided a complete business analysis and planning sessions with top professionals from Harvard Business School. She was delighted to learn that many of the business decisions she made intuitively were cornerstones of her success. Her conservative financial management and careful positioning have afforded the agency longevity in a cyclical and competitive industry. She has also incorporated feedback from her Harvard seminars. "One of their suggestions was to form an executive council. I needed to train employees on how to run the business and not shoulder so much on my own." Photo courtesy of 'v1ark Ha - s<n

28

january 20CO

P~ Jlo~3.ph y

greater charlotte biz


The recognition is a just rewad for tlt pcneui:1g spirit Sterrett has given her company. Ste-rett Dynorxl Ste"Vart wc.s the first tenant in an abandoned mill spa::e ;Cj clcrn: to the Spaghetti Warehouse on West Worthingtcr_&1-enue. '::'a hng a risk on the location's potential h:::s had boJn :;:>itf3 }s c.nd rewards. "We had a lot of thefts in e begi::l::- ir g," notes Sterrett. On the other hacd, the ag;mcy is c ::·:e teo the prodLction facilities, photographers, prbt~s, seiVio:: E l::ureaLS, and editing studios that are crucial to i:; business larg~-! abandoned during the era of i:J.dustria_.restructu::.,g, Sou-.h End is now a frontier of business grov.1h. and er:.L-=p-enet:.rship. =t's an appropriate address for Sterrett's: fa~t grc,..,._:J.5 agency.

~~People

assume when women

have businesses that they are home-based businesses."

wcma:l. [t iust V\""3Sil.'t :i()(le · Desperate to work, Sterrett lo:•ke::. fx::or J.n ah~mativc She besan o- rketirg on " freelance basis and later joined a lome marketi11'3 conscriu.::n of women. Like Sterrett, most of th;: wc:nen had ::>·:rrh young children and an entrepreneurial zed ':bey shared :::'fice j])a :~, a secretary, and brought in busiTheckla Sterrett took ness together. "Everyone a decidedly unconvenwas freelancing. It didn't last very long, but we tional path to the pinnacles of advertising. learned from each other." Graduating from Queens Sterrett then started Th~ Inner Gty EO is a joint proj?ct of Inc. a11d the an advertising agency College in 1969 with a lnitiati\·e f•Jr a Ccmpetitive ln;1erCit'Y [I CIC), a narooa . with two of her freelance biology degree, she worked n·:en-profit <i·ganization founded n 1S95 by Hc.rvad colleagues. They didn't for years in medical Business S:::hool professor, Michael Porter. research, first at the have any credentials or even a portfolio. But what University of Virginia and then at Carolinas Medical Sterrett lacked in experiTt-e l,nner G::y :oo companies are ranked accord in~ t~ ence, she compensated for Center. But a career plantheir ccmr:ound :-ate of revenue f;rowth o·Jer t t e past live with inborn talent and ning course at Queens ')iears. Stenett Jyrrond Stewart r:laced 93rd on the lis: College changed her outone other crucial ingrediwith a sales gro·JYth rate of 88% (compoJnd 3finua look. "Everything kept ent. "When you're passiongrowth rc.t= of 17%). To quc:.lify t:.r tt1e list, btJsinesses ate for something, it's just pointing to advertising and m Jst be illdependent, privately telc, for-protit corpor.;marketing." easy. ti:ms, r:c.rtl ershi::>s or proprietorships (not su::sidiiitries Fortunately, Queens She forced herself ordi·Jis.ions) that have: to make 20 phone calls College agreed. Sterrett was everyday and set up hired to promote Queens' 51 =7:: or more of their ph~r:;icaloperati ons ir five appointments new college and MBA proirrer-ci~ areas. (Inner cities a·e defined as ·: ore every week. She called on grams. Armed with instinct li'!Jan areas that currently have household people she'd met through and passion for her alma irm'Tie and errploymentlevels that are lover Queens College and mater, Sterrett made the thc.1 their surround ing metrq>:~litan areas.:• contacts from her days rounds in the Charlotte 53 es of at least $1 million ir 1S97 in medical research. "It business community, was a godsend, because I drumming up interest and A f•!?-year operating sales histo~y that incL:les was able to call on people recruiting students. She an increase in 1997 sa :es O'Jer 1995 sales and they knew me, so at didn't realize it then, but least they'd see me!" those contacts would prove 10 or mo·e employees The agency's first invaluable. "In the early project- a billboard for days, a lot of people gave Pfe1ffer C::>Uege- ::J.iS>I=dle::l :he word college. Undaunted, us a shot because they knew me." the th:.::e:so::n.e we:n: or_ t:• d:• Dore work for Pfeiffer and gained At that time, Queens College <t.>as ir_ tra..•~rc_on With other d:ie..1 ts. She tc.pped th;I talent again when her partners declining all-female undergraduat~ :: nroll :u~rt . the school mc:Ned oct t•J othz r ':ectL -es. T1rough her medical background, began offering adult and graduate pograms tJ ~unive. SteriTtt St2· rett anti : ipated -.he e.])le>i::>n in health care competition joined a talented team of women .r: m iddle mam.gene:J.t an:. posit_o:led h ~ ageiL-:' tc take advantage of the expanding determined to revitalize the school. "I thin!~ bei g in-..olved rna.::ket. S:e:rett f::>rmd an:Jt!Y-r partner, but the association was in something like that rea:Jy helpt<i me snrt my bus:ile >s." ~ h en-lived <.cd shE ~ on fou nd herself alone again at the helm Three weeks after leaYing Quee-:.s, Ste:n-::tt d is: overed she of the a3.:ncy fc.r :a!Xlther 5.ve y~ars . "It was lonely," she admits. >was pregnant. "Back then, " she sa~-s. "no o:>oe 1 i:ed a ;:> regna:J.t

Apply Here

greater charlotte biz

january 2000

29


[biz "I was working out of fear at first but I k:a:oerl a b t and business was good. I did very weL by III}S ~~ f. r Sterrett also credits good frieod Dr. . c.ria:. lv!Joc~, a marketing professor at Duke Univnsity".s Fuq .13. Sdlcol o~ Business. Dr. Moore, also a consul:c.nt -= -_he ?:mi M:>-tcr Company, encouraged Sterrett. "S.ht: sai i -'"llou'::-e a rr.ore natural marketing person than m>Js: of L~Z people I '-\i()("k,,-:th . In the beginning, I'd call her for adv-ice She was ~r. d e::-f.L '

"We never told our employees, but we didn't take a salary and we took money out of our own pockets to pay bonuses., Sterrett could also count on suppa:l :Too h::>r hml:lanc, Tate, an attorney. But with others, it w3!' a differer..: s:or-1. "People assume when women ha·P- busi:-E'SSE> tha.: thr; c.rr home-based businesses. They still call herr [t! : :. ofic~l ':md ask for my husband. People also assurr...::- w::>mo::n are in p·J·:.j .c relations. So they always said, 'Oh. :10uhave <. PR e1gency; c r 'You do PRout of your home: But i: di:b t di ;:ou.:-age me. ''

Sterrett managed numerous accounts ranging from retail, utilities. mediol, sports, financial, food and restaurant, real est3.te, and entertainment and political organizations to a host of busine.>s-to-business accounts. Though fueled by her success, Sterrett had a ·liE ion of an agency that was stronger creatively. She joined fo r::e> with Russ Dymond in 1993. Russ Dyrr.ond brought valuable creative experience from such shops as Long, Haymes and Carr, Cole Henderson Drake, and Ca.:-gill Wils·:m Acree. A nationally acclaimed copywriter, he is the "Vinn.er of a Clio Award and was named, "Best 1V copywriter in the Southeast," by Adweek magazine. Under his creativ-e direction, the agency added more television to its meclia mix. Sterrett ha:i weathered economic ebbs and flows unscathed thmugh the 1980s, "I had a lot of clients that were recessionproof." But ir. the early 1990s, key clients slowed down payments, and cc.sh flow was an issue. She remembers, "I wasn't prepared for it because the agency had been growing, growing, growing. -Ne rea]y had to tighten our belts - it was really aft~r RLSs came. We never told our employees, but we didn't take a salary a.:-_d we took money out of our own pockets to pay bonuses. We worked really, really hard to bring in new bminess. I am proud that I've never laid anyone off." Sterrett and Dymond expanded their executive team in 19:>6 to includz Lee Stewart. Stewart, who grew up in Charlotte, is a natio::1ally recognized art director who has garnered some of the mc·st prestigious awards in the advertising industry. One of his posters is included in the permanent collection at the Smithsonian. His work has also been featured at the Louvre museum in Paris. Together, these three principals have produced numerous awardwinning campaigns. Every campaign is supported by thoroug_ research and communicated through provocative, yet uncluttered messages. The agency's twelve employees offer clients strategic planning, marketing, public relations, media planning and placement, production, and creative services for all media. The agency has tripled its billings since 1995 and Sterrett looks to double again in size. Advertising insiders point to the agency's strong account services coupled with startling creativity. Solid marketing strategy supports simple, yet distinct ads. Although many clients are small businesses, the agency has successfully competed for Fortune 500 companies. Sterrett sums up the firm's philosophy, Sterrett, continued on page 33

30

january 2000

greater charlotte biz


With Tegra, I'm ltlore Profitable. "I know my bu~iness and Tegra knows theirs. Before Tegra ~~ d us a system th3y took the time to understand our co :)any's needs. They installed a custom solution that both ::ur people and our customers like using. Training was ve:1 g:>Od, and r Jnnilg the system is simple. We added lots of nE \'features and elimirated the problems of our old phone syst::m. f you need a phone system , call Tegra. Tegra listens."

www.tegra.com David Stollmack President/Owner Audio Video Systems

greater charlotte b· z

j a n u a r y 2 •J 0 0

31


map. Or, say that you offer a tasty, truly unique desert (a secret

Web Marketing, continued from page 18

family recipe) that may be conveniently shipped overnight right initiatives and reinforcement to new customer acquisition

to your home? If you design your Web site to achieve very

activities. Your Web site can support and reinforce many of

specific goals, you are much more likely to succeed.

Web site will evolve to become a regular aspect of your

n

customer's day-to-day environment, just like your product

u

your business functions. And, if you are successful. your

How is Web marketing different from traditional arketing?

or service itself.

n U

What's an example of a situation where a Web site launch or redesign could potentially hurt a business?

A

Sometimes

~ustomer response to your Web site can be

overwhelmmg. For mstance, when AAA of the Carolinas

<www.aaacarolinas.com > first launched their site, they

A

The ground rules for successful online marketing are much the same as those found in traditio:1al marketing. You still need to convey your company's unique selling

point (consumer benefit) , and you still need to target and reach

those consumers who are the most likely to need the specific products or services you offer. But while the rules have not

suddenly received hundreds of e-mail messages from their

really changed, the pace in Web marketing is certainly faster

customers. Some of the messages were inquires to purchase

than that of traditional marketing.

additional services, while other messages included customer suggestions, comments, questions or requests for assistance. At first, all of the messages were routed through a single

Now, customers will react (positively or negatively) to your company's online marketing messages within seconds. So will your competition. Your customers will also expect

person on staff at AAA, but this created a bottleneck. slowed

yo u to respond to their messages at the same bli nding pace.

the company's response time, and resulted in missed customer

Once again, careful planning to support the activity generated

reinforcement opportunities. Now, when a customer forwards

by your Web site can make or break the effectiveness of

a message through the AAA Carolinas Web site, it is automati-

your campaign.

cally routed directly to the specific company department that

Clutter is a major challenge over the Internet as well. As

can best address the inquiry. The new process is much more

more and more businesses establish their own online presence,

responsive and promotes a more positive vendor-to-consumer

it becomes easier for your Web site to get lost in the shuffle.

online relationship.

The leading search engines, that many customers use to locate Web sites, are overwhelmed, decreasing the chances that you'll

o :e the<e wmpan;., th" don't <eally need a Web >he'

be found online at all. To stand out from the crowd, your Web site must work harder to earn your degree of the customer's mind share.

Certainly. But, it all depends on what your company is

Cross promoting your site through other media helps.

trying to accomplish . Generally, the Web works best for

Broadcast e-mail messages can also reach out and help

A

those businesses whose target market reaches across larger geographic areas. The Web is also well suited to

retain customers. Keep in mind that Web marketing offers the additional

promote those products and services that are unique and

advantage of delivering a more personalized presentation than

cannot easily be found through traditional outlets.

traditional media. Many Web sites now ask a first time visitor

Let's say that you operate a local Italian restaurant. If your

a few questions in order to develop a specific "customer

short-term goal is simply to increase the number of customers

profile," that in turn triggers the site to present more

who will visit your restaurant to eat dinner, a Web site's value

customized content that will better serve the customer's

in your overall marketing plan may be limited. Further, the

individual needs. Still other Web sites keep track of individual

percentage of the total online audience located close enough

customer buying preferences over time and have the ability

to travel to the restaurant may be very small indeed. But, if

to up-sell or cross-sell new products and services that may

your goal is to make it easier for your customers to place

be of interest.

advance dinner reservations, a Web site could be very useful.

Kip Cozart can be reached at CC Communications, Inc., 10100 Park Cedar Drive, Suite 166, Charlotte, NC 28210. 704-543-1171, e-mail: sales@cccom.com, Web site: www.cccommunications.com

What if your restaurant is new or hard to find ? Your Web site could provide customers with clear directions or a printable

32

january 2000

greater c harlotte biz


r-----------------------------------------------~~

Sterrett, continued from page 30

"We care about our work, not about the size of the client. We make magic happen everyday with effective marketing and advertising." Not content with just Sterrett

television spots for companies to use in their ad campaigns. Television ads from scratch are expensive, and Sterrett is taking advantage of a more costeffective route to high-stakes television

Dymond Stewart, Theckla Sterrett started another business last year, Camden Square Creative. A business-within-abusiness, Camden Square Creative is a syndication company that re-ed its

advertising. Inc. magazine has recognized Sterrett Dymond Stewart for co ntributing to the business growth and eco nomic vigor of South End.

Although the agency's strategic location is a part of the company's success, Sterrett Dymond Stewart's talent, innovation and planning are the winning combination. Of course, Theckla Sterrett still has a number of other business interests, "Alternative medicine, business ethics ...and I'd probably like some mo re time to myself. " Neth ea Fortn ey-Rhinehard t is a Charlo tte-based freelance writer.

YEO, continued from page 27.

We

Bojarski admits that "running a

Ill

business gets lonely and stressful at the top. Fellow YEO members help each other when things get complicated . I've met a lot of great people at YEO that can get you through some tough times with a joke, a sto ry or even a beer," he said . So what happens when a member reaches 40? Because YEO is for young entrepreneurs, members must resign when they reach 40. They of course may seek to join another group. Meyerson sees some challenges ahead for the local chapter. First, At Robin son, Bradshaw & Hinson, we are dedicated to

the chapter needs to grow, but on a

achi evin g th e most effective so luti ons for our cli ents. We

controlled basis . He said they are

recog ni ze and valu e th e trust clients place in o ur firm.

loo king for quality people who want to

Retaining that trust is our lawyers' highest priority.

join and participate in the meetings

We know success comes only with commitment- commitment

and bring diversity to the group. In

to our clients' i:lterests and to the handling of their needs in a

addition , the group needs to obtain

highly competent, professional marmer.

some local sponsorship to help with the costs of operation .

Our commit me nt to success is a key to o ur trad iti o n of excellence.

Robinson Bradshaw

&Hinson

YEO has become so popular worldwide that global members represent 24 countries . As an example the 2700 mem bers have more than 322,000 employees

N ORTH CAROLINA OFFICE

101 North Tryo:o Street Suite 1900 Charlotte, NC 28246 704.3 77.2536

A Professional Association

S OUTH CAROLINA O FFICE

The G uardian Building 22 3 East M ain Street - Suite 600 Post Office Drawer 12070 Rock Hill , SC 2973 1 803 .325.2900

and have average sales of $7 million per year. The Charlotte chapter is one of 77 chapters worldwide in 24 countries. Ron Fortner is a Charlotte-b ased f reelance writer.

http:/ /www.rbh.com

greater charlotte biz

january 2000

33


I

[advertiserli n ks]

VW

Greater Charlotte Biz thanks its prem ier iss ue advertisers. To joi n these forward th inking organizatio ns, please contact us at 704.676.5850. Page

Advertiser

Advertiser

Page

Bissell Patrick 704.944.5301 www.ballantynecorporate.com

11

Hood Hargett & Associates, Inc. 704.374.1863 www.hoodhargett.com

Busi ness Control Systems 704.333.7794 www.bcsmis.com

30

MacThrift Office Furniture 704.523.6220

IBC

McColl School of Business 704.337.2224 www.mccollschool.edu

23

Montag Management Corporation 704.362. 1886 www.montagmanagement.com

22

Crescent Resources, Inc. 704.382.8009 www.crescent-resources.com

7

Destiny PC 1.877.YES.TO.PC www.destinypc.com

5

17

2

First Citizens Bank 888.323.4732 www.firstcitizens .com

BC

Oracle 800.633.0752 www.oracle.co m

16

First Commerce Bank 704.945.6561 www.firstcommercebank.com

35

Perkins and Will 704.343.9900 www.perkinswill.com PowerHouse Color 704.523.5019

12

6

Gaston College 704.922.6200 www.gaston.cc.nc.us

1

Presbyterian Healthcare 704.384.4000 www.presbyterian .org

Advertiser

Page

Prudential Carolinas Realty 704.366.5545 www.prudential-carolinas.com

lFC

ReMax-Gary Landin 800.614.5672 pgr www.relocarolina.com

27

Robinson Bradshaw & Hinson 704.377.2536 www.rbh.com

33

Sterrett Dymond Stewart 704.372.2707 www.sterrettdymondstewart .com

15

TechnoCom 704.847.5200 www.technocomnc .com

26

Tegra 704.945.7000 www.tegra.com

31

Whittman-Hart 704.552.3590 www.wh ittman-hart.com

19

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Southern, continued from page 23. "Well you know, he's actua lly right. He would pick up the paper clip off the floor. He watches every penny" responds Louis III. "But it is a different time, and there are some things we do differently. For example. today, you've got to spend money to make money. There's more competition out there than there was when Dad started out, and we've got to be up-:o-date with technology and everyth:ng else to compete with other people who are competing with us for our type of business." If past history is any indication, Southern Real Estate should be able to overcome any future challenges. In 1968, the company assembled 1266 acres for IBM at Univer5ity Research Park. "IBM executives were flying down to make the announcement of their relocation to the property in Charlotte, and, before they landed. we found out from their corporate office that we had to obtain land all the W3.Y from Derita to the Research Park before they would give the green light for the project," recalls Rose. "They wanted it for a railroad. Well, we pulled it off and the announcement was made, but I don't think they've ever used it. "

Community Service As a successful corporate citizen of Charlotte, Southern Real Estate doesn't hesitate to give back to the community. "We have two presidents of local and regional organizations coming out of this company," Rose notes. "David Goode is the current president of the Charlotte Region Commercial Board of Realtors and Steve Banner, vice president of property management, is the current president of the Western Region of the Institute of Real Estate Management." He adds that it's important to give back to the community with your time, talent and financial support: "At Southern, everybody's time is their own, but we have certainly found that the more you give in this community, the more you get back. It works both ways. " Goode also emphasizes that throughout the Charlotte region, there is a "strata" of people who get things accomplished but don't want a reward . "Things wouldn't happen in this town without them. " WI

greater charlotte biz

YOUR LOAN APPLICATION'S IN THERE SOMEWHERE. Unless you're some giant corporation, you can't expect your business loan application to get a lot of attention at a mega bank. So why not try us? We 're a small bu sm ess bank that's big on personal service . We don't have 70 or 80 stmies. But that's OK, because the only story we really care about is yours.

+

The Bank For Your Business

Member FDIC

january 2000

35


[executiveperks I

'ffl

Have Hands, Will Travel Com anies now recognize that if their

Hoping to cash in on these effects, a variety of corporations, including Bowles Hollowell Conner, Bank of America, Loeffler

emJ:

o~rees

aie happy, comfortable

Ketchum Mou ntjoy, First Union, Melatex, MorningStar

and stress-fr~e, they will work harder and .3m::.rteL

Publications and the Charlotte Chamber of Commerce, have contracted with Corporate Stress Solutions for their employees. "Physically, therapeutic massage creates feedback from the body to the brain and fosters healing," explained Ryan. "Stress

·=· r :ic.y is p-cgressing rapidly into a cauldron

of aggrava-

tion ~. ecti ·Jn and jeadlines .... brewing ... steaming ... and thre3-:; 1.n! to bu : ble over at any moment. Your teeth clench. "'out

r~<tLs h ten !:

Jnder growing pressure.

E:e[\one ha :: days like these. But some compan ies are taki11~

find

stzp to hE p their employees deal with stress. And they're

rs t

=-:more ·elaxed employees might add up to increased

proCL~:i•t ~

" The ·e are m;11y companies who are implementing wellness pro§r::l s ttat inci..de massage therapy for relieving stress," sa•t!:

- a-.. F:yan, a Jrofessional massage specialist and certified

persc-al · reining 5pecialist with Corporate Stress Solutions of Fort J\

n, S (. "Th o:: ~. e companies recognize that if their employees

is related to cumulative illnesses. It takes energy away and drains people. Massage relaxes, resets the body and encourages the natural healing processes by increasing blood flow, lowering blood pressure and reducing anxiety levels." Kevin Corley, Me latex general manager, calls Ryan once a month : "I'll call and tell him that I need for him to come by, because I am stressed! He schedules a time, comes by the office, and works on my shoulders and neck ... and just works the tension right out." "Growing up, I always enjoyed giving people backrubs and seeing the comfort you could bring to someone," explains Ryan. "My background is in physical fitness and training. Years ago I

are h.:' JIJ), com fa i3b le and stress-free that they will work harder

was exposed to the benefits of massage therapy, so I basically

and ..51lkl '-e ·, with ill proved overall performance ."

took something I was good with and something that I really

A study completed last year at Bowling Green State University found that a 15-minute

enjoyed doing, and here I am!" Clients are glad he did. "I was skeptical at first about the

on-site massage significantly reduces

benefits of seated massage in the workplace, but I can't argue

blood pressu re. Another study,

with the positive results we've experienced," notes Steve

published in t he International Journal of

Thompson, executive vice president of MorningStar Publications.

Neuroscien ce, also discovere d that people

"Mr. Ryan has served our organization for the past year with

who regularly re ceived chair massages were mo re alert, were faster and more accurate on math computations and, not su rprisingly, had lower anxi ety levels.

seated massage and I think he has really helped both the morale and productivity of our employees," Instituting an onsite massage therapy program is a simple process. The program is either underwritten entirely by the co mpany, or subsidized with the employee payilg a percentage of the fe es. A certified therapist comes to the company office, bringi ng portable massage equipment and amenities to create a memo rable day of rejuvenation for employees. Clients are fully cl othed while the therapist concentrates on the head , shou lde rs, back, arms and hands for 10-40 minute sessions . " Harry has been providing his services to our since the begi nning of last year," notes John W. Ketchum, president of Lo effler Ketchum Mountjoy. "All of our employees who take ad vantage of the service are most pleased. It has been a very well re ceived employee benefit." Harry Ryan is the founder of Corporate Stress Solutions in Milt, S.C. He can be reached by calling 704.965.8294 or by paging him at 888.373.6884.

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