The Verizon Wireless Advantage • We spend over $4 billion a year expanding and improving our network. • Verizon Wireless uses superior digital CDMA technology as the backbone of its network nationwide to provide better coverage, voice clarity and fewer dropped calls. • Wireless Data Solutions- because some of you r best work is done outside the office. Get the premium communication tools to keep you connected. Your local Verizon Wireless Business Representative is available to visit your place of business to analyze your specific wireless needs. Call today at 888.354.0213. Largest Network claim based on industry reports of carrier operated, covered population . *Returned equipment must be in like-new condition . ©2002 Verizon Wireless
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--
--SouthTrust
..., .... ..., k
_
You're Not Just Another Customer. We're Not Just Another Bank
As a business owner, your first priority is running your business. South Trust Bank's priority is helping yo u run your business well. So we are pleased to bring you this monthly business column designed to promote Excellence In Business.
Why Champions Win by Steven D. Huff
Hold up your thumb and forefinger about 2 1/2 inches apart. That is what one-hundredth of a second translates into in a 100-meter race run by Olympians. In the women's 100, at the 1992 Barcelona Olympic Games a runner from Jamaica finished 6 one-hundredths of a second (six thumb-and-fingers) behind the winner. For that she came in only fifth place. The gold was won by an American who crossed the line only 2 1/ 2 inches ahead, and all this after 100 meters of electrifying speed. Winning and success aren't easy in any area of competition. Business, like athletics, becomes more demanding every year. It has been said, "The bar of performance seems only to move in one direction." Winning takes more than trying hard, it requires trying hard at the right things. In business, champions win because they do these "right things" well:
Call today and put SouthTrust Bank's reputation for quality to work for you!
• Champions perform with Consistency Nobody wins with occasional bursts of great performance. Real champions make the top ranks by performing well day in and day out. In fact, you don't always have to be the best- just perform reasonably well most of the time and you'll surpass those who only have momentary bouts of greah1ess. • Champions practice Self Discipline It's been said, "The key to success is setting aside eight hours a day for work and eight hours for sleep and making sure they're not the same hours." Champions run ahead of the pack because they have learned to practice the self-discipline required to get the job done. • Champions embody the "Never Give Up" Attitud e Ross Perot once observed, "Most people give up just when they are about to achieve success. They give up at the last minute of the game, one foot from winning." Remember, while crowds are usually on hand to watch a champion cross the finish line and win, few people are around during the tough times when the "would-be" champion keeps slugging it out. Champions always persevere.
Sheldon Hilaire SouthTrust Business Banker Charlotte (704)571-7468 sheldon. hilaire@ southtrust.com Member FDIC ©200 1 South Trust www.southtrust.com
~EXCELLENCE IN BUSINESS Newsletter AWeekly Service To The Business Community Sponsored by: Steven D. Huff is a business coach specializing in smal l business growth and development. He runs the Excellence In Business Training Center in Charlotte, NC and can be reached at (704} 841-1600 or at www.Go ForExcellence.com . Steve also publishes the "Excellence In Business" Newsletter, a motivational newsletter distributed weekly by South Trust Bank at no cost to more than 4500 businesses. To receive a FREE subscription, please fax or email your Name, Company Name, Address and Fax Number or E-mail to: Fax: (704) 841-1693 or e-mail: Steve@marketingideas.com
f
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22cover
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story
As Good As It Gets Silver Hammer Studios is the only commercial product1on company 1n Charlotte with sounc stages large enough to accommodate a major mot1on p1cture set, yet 1t rema1ns one •Jf the best kept secrets around.
16 Finding the Guts to Live Your Dream
departments
Bob Henricks' passionate, hard-hitting, in-
publish r's po t
your-face approach takes students on a sales training JOUrney of self discovery, goal
biz digest
setting, selling techniques, and strateg1es for
6
growth and success.
28 Taking on the Big Boys David vs. Gohath 1n Hollywood terms usually
The Charloue Rescue Mission is delivering hope to the homeless by bringing men and women out of a cycle of addiction and int)
means the heartwarm1ng lrt:tle guy w1ns. In business that's not always the case. One
a life of recovery and hope.
Charlotte company, however, believes It has found the key to contending 1n Its industry,
32
biz resource guid
4
on top
44
Techline: Solving the Space Challenges of Today's Workplace n h
Flexibility is the key to Techline Charlotte's growing success. Whet her furnish1ng the
ov
Th is month 's cover
office, home office or family work center, Its
features Richard
" building block" configurat ion allows adding
Ald lidge inside Silver
on as needs grow and financ1ng permits.
Hammer Studio's
38 Everything's Coming Up Florals __ _
camera rental di vision. Photo by Wayne Ma nis.
Plus g1ngham, soft stnpes and pla1ds at Laura Ashley, Inc. Started in the mld-
19 50s in the k1tchen of Laura and Bernard Ashley 1n London, the fabric and cloth1ng company now calls the Carol1nas home for their US headquarters.
g reater c h ar lo tte b iz
w.
cliaflotte z march 2002
3
[publisher's
cliaflotte iz March 2002 Volume 3 • Issue 3 Publisher Jo hn Pau l G alles jgal les@greatercharlottebiz.com
Associate Publisher/Editor Mary I A. Lane maryl.a. lane@greatercharlottebiz.com
Creative Director/Asst. Editor Bra nd on Jordan bjordan@greate rcharlotte biz.com
Vice President/Director of Sales Talbert G ray tgray@greatercharlottebiz.com
Account Executive Lin dsey D. Tra usch ltrausch@greatercharlo tte biz.com
Contributing Writers Nan Bauroth Heather Head Casey Jacobus Karen Doyle Martin John Rehkop Lynda A. Stadler
Contributing Photographer W ayne Morris
Greater Charlotte Biz is published 12 times per year by: Galles Communications G roup, Inc. 560 I 77 Center D rive, Suite 250 C harlotte, N C 282 17-0735 www.greatercharlottebiz.com 704.676.5850 Phone 704.676.585 3 Fax
Press releases and other news-relat ed information, please fax to t he attention of " Editor" or e-mail: editor@greatercharlottebiz.com Editorial or advertising inqu iries, please call or fax at the numbers above or e-mail: info@greatercharlottebiz.com Subscription inquiries or change of address. please call or fax at the numbers above or vis it our W eb site: www.greatercharlottebiz.com All contents Š 2002, Galles Communications Group. Inc. All rights reserved. Reproduction
st 1
Enron's Actions Should Provoke a Charlotte Response The collapse of En ron, the testimony (or lack thereof) of Enron executives, the lackluster response by Arthur Andersen executives, and the failure or absence of federal accounting standards to reveal suspect reporting methods obfuscating financia l weaknesses, has he ightened public awareness and concern about the strength of our major corporations, and consequently, the U.S. economy, our ability to recover quickly from the John Paul Galles, Publisher recession and international confidence in capitalism generally. What Enron did to its employees and its investors is most trag ic and unforgivable. However, what we learn from the collapse of Enron will be even more important to the future for American employees, the U.S. economy and the growth of cap italism globally. Besides the trickle down impact of Enron's demise, we are all concerned that what has happened to Enron might happen to other companies that hold the trust of employees and investors. Were Enron business practices and actions ethical or corrupt? Were those involved merely acting as marketplace competitors seeking the greatest economic gain for En ron shareholders and employees within the confines of "generally accepted accounting principles"? Were they acting in concert clearly for their own benefit to the detriment of others with blatant disregard for laws or morality? Or was their behavior somewhere in between? Business ethics are based upon a body of rules or a system of principles governing the conduct of a person or collection of persons within an organization. According to the Society for Financial Service Professionals and Walker Information, Inc., most companies have written policies regarding business ethics. And, in general, employers and employees "are on the same page when it comes to business ethics. Both groups believe maintaining a company's high ethical standards is a shared responsibility, rather than resting primarily on senior executives." Having a code of ethics and living by a code of ethics is a distinction with a substantial difference. Even Enron had a code of ethics, but it is highly questionable that its executives lived by that code. Having a code of ethics will have no impact within a business or association without education, training and enforcement on an ongoing basis. People are not born with a sense of ethics. However, governments, businesses, communities, schools, churches, organizations, and, most of all, families teach ethics to encourage integrity, increase values and enhance trust. Whether you live by the golden rule, the Ten Commandments, the laws of our country or polices within an organization, you are living by a set of principles that were developed to govern individual conduct. We will have to wa it for the courts to determine who is culpable within the Enron implosion. But the movement to examine the adequacy of our public policies and laws to protect us from further En ron's is already afoot. It would be wrong, however, to think that this alone is enough or to think of the En ron debacle as a one-time event. Instead, we need to examine our ethics closer to our homes and the community we live in. We are fortunate that the Charlotte chapter of the Society of Financial Service Professionals, in partnersh ip with the Charlotte Chamber, the McColl School of Business at Queen's College and UNC Charlotte's Belk College of Business Administration, has begun an annual awards program to recognize local companies that excel in business ethics and heighten awareness of ethics in business generally. Nominations for the 2002 Ethics in Business Award have already been accepted; the awardees are to be announced at a luncheon on April 25, 2002. In light of our experience with Enron, we must be purposeful about learning and teaching business ethics. Pursu its of growth and profits should not preclude or impede ethical business behavior. It would be valuable for, at least, an annual symposium regarding business ethics so that Charlotte area firms can become more knowledgeable and actively engaged in communicating and maintaining ethical business performance on a continuing basis. We should take to heart one of the primary objectives of Rotary International. That is, "to encourage and foster high ethical standards in business and professions." Perhaps we shou ld app ly their "Four-Way Test" of the things we think, say or do: First ... Is it the TRUTH? Second ... Is it FAIR to all concerned? Third ... Will it build GOODWILL and BETTER FRIENDSHIPS? Fourth ... Will it be BENEFICIAL to all concerned?
in whole or in part without permission is
prohibited. Products named in these pages are trade names or trademarks of their respective companies. The opinions expressed herein are not necessarily
It is fitting that we test our own actions as we live each day. In order for people, and indeed the world, to respect free enterprise and capitalism, we must maintain respect for business enterprise actions affecting employees, shareholders and the community at large! bi
those of Greater Charlotte Biz or Galles Communications Group, Inc.
4
m a rch 200 2
grea t er charlotte b iz
Join us or the Grea er Cha lotte Biz Spring Golf Outing at the egent Pa ~ Golf Club. a~a in . Co::n ~ ror ad £) . ~:>E, lu:rt··h Jnrl a lide ga:n.esma.:-A i:p. £.ring you r r egular group, o1· we'll help wit h a>-,., folk:s . ry/e ll )' L" ma: ch U 'lane ca ps.) r-.· c· >pec.k:el:s, no f un rai sing and not much fuss. JuEt a d;r; of fun :o.nd gu lf ' •n the 1'7•X·::I ed cc•u '" E<- that : e=t tures ,_:nnncuhe B ~nrJJ IE ~a.rwa_ s lined with oaks, pines, dogwoods an c =atea;; and beau_fd ber:.l g--'d!.S g 1't~ n - We l--E\e 1 rr;;~s ;:ond awards for everyo ne!
It's that ti r e
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2e00- 2e01 Golf Digest "Places to Ploy" **** 11i99 C~orl 0tte 's Best Magazine - Reader's Choice 11i98 Golf Digest "Places to Ploy" *** ~ ' l2 1998 Cf':ot ve Loafing Magazine· Critic's C 1oice 1•97 Cl--orkltte's Best Magazine 1•96 ,.,.-\etrdino Golf Magazine - Reader's C'loice
[bizdigest]
interesting news and useful information
PLCMC's "BizLink" Web site Gets a Makeover Site Provides Links to Online Business Resources Since 1999, the Public Library of Charlotte & Mecklenburg County's (PLCMC) Bizlink Web site <www.bizlink.org> has provided reliable, current and authoritative links to online business resources. Now, three years after its launch, Bizlink has a new look and new content. The new content includes: BizPo/1, a Bizlink user survey; Did You Know?, highlighting regional
business facts; Business Bestsel/ers, with annotated reviews; Business Programs, a list of current programs at PLCMC; and BizNewsstand, a selection of popular full-text business journals accessible through Bizlink. Bizlink was developed entirely by the PLCMC and is part of the library's family of I0 Web sites.
First Union Develops 40 l k Recordkeeping Nowtrac(k) Provides Full Integration with Additional Fi rst Union Services First Union's Benefit Services Group has developed a unique and proprietary record keeping system, coined "Nowtrac(k)", that uses the WYSTAR platform as its foundation . The system is robust, flexible , customizable and illustrative of First Union's endeavor to service the various needs of retirement plan sponsors and participants. While the WYSTAR platform serves as the foundation for the system, First Union enhanced the code by adding proprietary technology to increase its flexibility, accessibility, reliability, timeliness and accuracy. Nowtrac(k) provides full integration with First Union's trust, brokerage, fund trading, voice and Internet systems to provide straight-through, end-to-end processing for participant transactions, statement delivery and reconciliation functions. Because First Union developed and owns the system, they can customize it and introduce new features in a timely manner. Nowtrac(k) was developed by First Union over the course of 18 months. Once development was completed , First Union spent over 12 months migrating existing plans to Nowtrac(k) to ensure a smooth transition. Today, I00 percent of the plans are held on the enhanced system.
Gaston Federal Bank to Become Citizens South Bank Staying organized in today's workplace can be challenging. Envision your employees using a system that makes organization and storage and work and life a little easier. Out of chaos comes order. This is flexibility without complexity. This is working without obstruction.
• techline. For more information, call or visit our showroom, open Monday through Saturday Techline Workspace Specialists 4+46 South Blvd . • Charlotte, NC 28209 • 704.334.6823 http://www.workspacespecialists.com
6
march 2002
Board of Directors and Shareholders Approve; Awaiting Regulatory Approval The directors and shareholders of Gaston Federal Bank have voted to change the name of Gaston Federal Bank to Citizens South Bank upon appropriate regulatory approval. Citizens South Bank is a wholly owned subsidiary of Gaston Federal Bancorp, Inc. The bank unveiled a new logo that soon will be incorporated in the bank's signage at its I0 offices in the Central Piedmont of North Carolina. The newly named bank will remain headquartered in Gastonia. Created through Gaston Federal's acquisition of Salisbury-based Citizens Bank on Dec. 3 I, 200 I, Citizens South Bank now has assets of about $450 million.
greater charlotte biz
Don't be fil'a:!d into reacting ta change
bits McGuire Woods LLP, a 600-lawyer national firm with two offices in Charlotte, has been named as having one of the top two law firm Web sites in a review that rated the Web sites of the top 250 law firms in the United States. The reviews were conducted by lnternetMarketingAttorney.com and will be published in an upcoming American Bar Association publication, " Internet Marketing for Lawyers," by Greg Siskind.
... Simonini Builders has been named America's Best Builder 2002 by the National Association of Home Builders and Builder magazine. A panel of I I jurors judged the company on many areas including quality of construction, systems, customer service, and marketing efforts. Simonini Builders were named the best in the country for builders which construct 31 to I 00 homes per year ..• Harris Teeter's
Together in Education program has
I
I
I
A ic pat Cha e! As olltplaceme t specialists, The Transilon lean ca1 h~ ~ur cornjBly face tile changing ticie-s of businl!ss tremli. By preparing for situati ns before they oc 1r, e ptions for solutl:'ns wi ll be gre<Ier and the trans i ~ill n smootber. The Tr.:.1sitia1 Teem pr1r>1ides tbe follo~Wng ser\•ices to 3Ssist your compc.ny allll its ~m ~ Jo~ees: • Pro·e:o si Jnallrlli,;c:ual & E:~ecu:ive llllplaremw • Larte&Sma I oJrll.IJ 01 la:::ement • Str<ll:gic Ana ~sis end ::.C.It:3tions • l1tenet JoJ Sear:h W..Uh:p
• •
C1c.llotte A jivisi:>r )f JlH ForLm G·o;p. Ire.
Care~ Cou 1s elng!Coac-- ' "~ Pre-L"tl·eme~~f Wodl.soc :s
704--845-l!C • lli'N'Io\.tti:solutions.c•m
• TraiS t tn Center &Speclc.li~ed Wooohcps
E!il9 C·own C89>3rtCt Cl1ar1otm, IIIC 282Li-TI33 Fax 704-845--£-42[ Eooil: nfo@ttlso utiorE.com
donated a record amount to schools across its marketing area. A total of $351 ,945 was earned in the first quarter -
up almost 82 percent over last
year's first quarter donation . Harris Teeter, Inc . is headquarted in Matthews and is a subsidiary of Ruddick Corporation ••. Construction has begun on the site of the new offices for
Burke Communications, a Charlottebased full service advertising, design and Internet agency.
Meridian Construction is in the
r-.e lJ niversi~ of - crth Car:: !ina at Ol<.t o 1e The Office •): ContinL.ng Eeuca:ioo
C .E RTIFICAT E PRO GR.A.t.\1 IN e-BUSIN ESS
beginning stages of the two-story, 5,600-
A 2-S :Bstruc:icmal Hour Progra:n
square-foot building which will be locat-
Oe-:.. .vr:-red in Twc Co::1ve:1ient Fnr. -:s.. w~-:lday or ~ eeker:d Cas3es A...-:~~~t'
ed on South Graham Street.
7
Designed with a blend of brick and stone and topped with a barrelvault metal roof, its industrial vernacular is intended to blend with the style of
P : ograrr. Begins April 17, 2 Il2
·:.all (704-687-4<2 ) lOr no-e idc.n1 1ti::Jn a- vi;it mlr web;;t<! _- V.'WW. u nc.:.ec tu-c•::m:edac.
South End ••• Ffwd, a global knowledge-based marketing communications and consulting company, has partnered with the Advertising Council on a pro bono public service campaign designed to bolster employer support for the National Guard and Reserve. The Charlotte office of FFwd continued on pg. 8
greater charlotte biz
M :~rch
200~
7
out there.
The
bits continued from pg. 7 developed the direct marketing campaign on behalf of the Department of Defense's National Committee for Employer Support of the Guard and Reserve (ESGR) .The project builds on a 30-year ESGR public service campaign undertaken by the Ad Council. FFwd's campaign features nostalgic, patriotic poste rs sent to approximately
-
1e truth ab ::>vt tre IT and Telecom industries that is. Many business c ustom~ 3re- f urtrated by curtomer serwice that is anythi g cut, RO tha-: ·s ne•1er re.a lizec, and fi nger pcW'ltin9 bet ween venders. -here is a b et-:e.r •r.:ay; LanVergent. L.anVe ~gent will show you how o maxin ize you · : urrent I arr::l teleco m i nf rastru cture, provicing no nonsense ad•;ice, proven su p ort, and wlutions that prod uce real retu -, on rvestment La \.'e r·;::~ent is ~our Ol'le source provder f ·:>r vo ice, data, and the convergence of the two.
employers to visit the ESGR Web site, <www.esgr.com>,
to
learn more about
their rights and responsibilities as employers, as well as join President and Reserve members by signing an
l""1i") safeca
• •
ation of their support for today's Guard and Reservists.The prints encourage
George W Bush in supporting Guard
LAI\T\-RRGE '!T \.Wall1 [8mTIJ
21 ,000 employers nationwide in appreci-
Uyo~lnc.
4402 A Stuar:.Andrew3n1e>rcrd • Charlott:, NC 28~ 1 7 • 7'C4.52':.03':i7 • Toll F re~ 8C0.33S.1933 V/WJJ.IolnvErgEnt.om Ccrrputer Net.rr.:~rkir. g.1elej:-one Sys<e'll:SoVo ce & Da1c Con-vergence/Carrier tvar<:geTlen1 Prm·en, relic l::le service and support
online "Statement of Support." FFwd, a Hawkeye Communications company, is a global marketing communications and consulting company •.. Waveguide Solutions, Inc. , a developer of printed monolithic optical circuits, has completed an initial close on its latest round of venture financing. The round was lead by Southeast Interactive Funds (SEI) of Raleigh and Academy Venture Funds of Raleigh and Charlotte. Proceeds will be used to support continued product development of its fully integrated waveguide amplifier circuit, which will serve as a platform for a new generation of low cost, monolithically integrated circuits with passive and active capabilities. Waveguide is a spin-off company from the University of No r th Carolina at Charlotte. The company's technology platform is a result of research conducted by Dr. Faramarz Farahi, a founder and Sr. VP ofTechnology at Waveguide . • • The work of Fitts Production Associates was honored recently at the International Digital Video Festival with a screening of the documentary "200 l-It's The Place To Be," a project for the YMCA of Metropolitan Los Angeles. Held in Los Angeles, Fitts Production Associates was the only southeastern representative present.
8
greater charlotte biz
.Jy heather head
Deli >ering Hope to the Homeless T e Cna- otte Rescue Mission brings men and women out of a cycle o-~ ad::J ic on and into a life of recovery and hope Walking from a parking space on Fifth Street to an office on Trade and Tryon, it is no surprise to pass several homeless people crouched on the sidewalk with ragged coats pulled up to their chins, looking out but not meeting anyone's eyes. It is a surprise, then, to meet some of these same people after they have entered the recovery program at the Charlotte Rescue Mission on West First Street. Walking up to the front doors of the Mission, you are greeted by a friendly smile. The man taking out the trash smiles and opens the door. Another man greets you and ushers you in like an old friend. Charlotte Rescue Mission <www.charlotterescue-
mission.org> , headed by the Reverend Tony Marciano, ministers to Charlotte's unfortunates with a message of God's unconditional love.
Old Mission Only the Salvation Army has been performing work for the homeless in Charlotte longer than the Charlotte Rescue Mission. Founded in 1937 by five Christian businessmen, including Billy Graham's father, Frank Graham, the Mission was designed to help alcoholic and homeless men gain a second chance "to receive God ' s love and plan for their life." The work began on Church Street. In 1960 it moved into the buildings it occupies now. When the Mission moved into the former Standard Oil (now Exxon) campus, they turned many buildings to new uses, and over the years added elements to make it more functional. The original men ' s program acquired the nickname, "Rebound," and in 1992 the Mission added the women's recovery program, ~e路Jer:1:1Tol1"'
.ollar:ia1o serves lunch to a program guest. The 11:00 a.r.. lunch is part of the :hrlol:? R-e'>:o.e W ssion's rigid ~chedule which meets the needs of adcicts who, according to 'f'lcr:i3n, "d;::rft J(now how to plan even for lunch." .
10
路narc'" 2J02
called "Dove's Nest." In 1996 the Mission added a halfway house for clients completing the program.
greater char lotte biz
the approval of their primary cwn:;elor. The standard coursev..-Jr k nduje:; anger management, the
A;.. w-= l'.~ =t-= ~ ~
to recovery, and life skills. In adcition, clients can sign up for adu t and high school
litzrcc~
equivalen-: ~ t~inirg . grou~
Counseling includes
t1erapy, one-
on-one sessions, and faMily ccu r...; eli rg
Marciaro 3nd di=cus~~d gi\'15 :he: Missior's :>uil:ling~ a fcce [ff" to 11ake 4
the ne'A homes more mrkEt nl:! 3uJ: the holiSe; so .d ~o qL ckly tr=t t I:Ecame unnecesscry. Acodirwg to
th~repr~senta
tive at t1e Bank, the 1\·ission - Jn~ ·sucl 3 tight~ rosrarrr•
:h.=t : s pre5€11ce ::loe~ lOt neg3ti.,ely a=f=ct p ·op:!r:·~ values.
for members of the addict's =a11iL.•. ~-=
The combination of services
port, and no-nonsense atjtl.Jce .:t -c · = Mission translates to an CJ:staooirrg success rate. A study
don~
But for all its history, the Charlotte
Unl ke most ~uch prograr:s, •:harlottz
~escJe
th~
'v1 ssior receves 1either
governrnert ncr un· ec 'Nay fuldi· ~-"We
:>yth:e
University of North Caro lira a:
simply cor"t w3nt the .e...c:trict c•ns." say:;
Greensboro compared rec{)\·ery [Ire-
Wla rcianJ. -fe and ot e--sc. th = Mission fe~l i is impJrt3nt :o be at·.e tJ i031tif~,Jesus as the " i~er pol'\/H" n the A.1.. :welve steps pngram : ''l\1any ":i ou r c1ent ~ have said tha· trat's teen rriss ng in oth~r places," sa;s Mar.:i.o 1a.. Gov-=rrmert =undilg, even u1der t~ :•rqose:l'fc;ith-basec ilitiative.," NOufC res tri : t :h e r,'issicl'S >
grams across the United New Approach
)oing Bus ness Cne D:matioo at a Time
with budgets ten times
~:tatEs, JTl3n~
th~ si~e
cft·e
Charlotte Rescue Missio rr 's. T e 5tJd~ o1l·~
Rescue Mission maintains a cutting edge
found that while on averare
in ministering to the addicted and home-
of people who enter a tre2tr1ent pr :-
less. People just looking for a hot meal,
gram complete it, 42% of
clean clothes, and a warm place to rest
enter the Charlotte
are out of luck here. This place is only
finish successfully.
t ho~e
12 'l-i:
wt-o
Resc ~ e Mi~siJr
for those serious about recovery. The Mission is staffed by trained addiction counselors, a level of professional service available at only a handful of other mis-
A Reputation for Excellence Like many areas
sions across the country. Prospective clients
of Charlotte, West First
go through an assessment process-they
Street is marked by con-
must be clean of drugs and alcohol, which
trast. Colorful, modern
often means they have been through a
townhouses line one
detox program prior to arrival. They must
side of the street. Large
also be free of legal constraints that would
trees and professionally
interfere with the recovery process, and
landscaped yards mark
must sign a commitment to the full90 (for
these as the homes of
men) or 97 (for women) day program.
young professionals
Once admitted, clients submit them-
and well-to-do families.
selves to a thirteen-hour-a-day schedule
And across the street
including classes, counseling, physical
stands a worn, stained
activity, and work. Lunch is at 11, dinner
brick building. The win-
at 5, and lights out at 10. Mandatory
dows in the bottom half
chapel services round out the schedule
of the wall are bricked
four times a week.
over. Across a narrow
The rigorous schedule meets the needs
alleyway, the backsides of air conditioners jut
of addicts who, according to Marciano, "don't know how to plan for even lunch."
out of several windows.
After 30 days in the program, clients begin to gain experience in designing their own
But the dilapidated appearance belies the
plans. They can obtain weekend passes to
respect the community holds for the Mission.
leave the campus, but they must first complete a written weekend plan including where they will be, what they will do, whom they will be with, how they will stay in
Before ground was broken on the townhouses across the street, repre-
touch with their sponsor, and where they
sentatives from Bank of
will go to church. The plan then has to meet
America came to
greater charlotte biz
m e. ·ch 2::>C2
II
ability to do so. United Way, insurance, and other major forms of funding come with unwanted strings attached, too. "We feel that we can grow the mission stronger doing it the way we're doing it," says Marciano. As a result, the Mission receives little in the way of large lump sums of money. It also receives very little funding from Charlotte's largest corporate leaders. Instead, many donations come from local business owners as much needed "in kind" gifts of goods and services. For example, a local meat distributor provides the Mission with turkey and chicken free of charge; a local tile distributor provided the tile and labor to re-tile a well-worn stairwell to the mission's dinning hall. But the majority of the mission 's fund路 ing, approximately 70 percent, comes from individuals. (The remainder is roughly evenly divided among donations from businesses, churches, and foundations, and income from the Mission's own thrift store.) The strength of support from individuals speaks strongly of the respect Charlotte holds for the Mission.
WAKE : NRO L. IN OESTIN " MAtllAGEMENT
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greater charlotte biz
Meeting Needs As Charlotte has grown, so have the needs of the homeless community. "It used to be that in the summer months our population would go down ," says Marciano, "and in the winter months we'd be full and overflowing. [Now] we're full all the time." But the growth in numbers of homeless and the limited amount of space available are not the only challenges to achieving the Mission's goals.
"There is a need for affordable housing in this community. There's a great gap between someone completing our halfway house and finding safe-and that's the operable word-affordable housing." - Reverend Tony Marciano "There is a need for affordable housing in this community," says Marciano. "There' s a great gap between someone completing our halfway house and finding safe-and that's the operable wordaffordable housing." He adds that obtaining "affordable" housing often means former clients moving back into the same neighborhoods they were in before recovery-which can easily lead to returning to the same destructive behaviors. Marciano would like to see the Mission offer single-
Ha11e ~~ o u spent :/Ears entering data inb a s~. te m tha t sf il l <J-::>esn t give fOU vAl at yoL need? Ma) be it's tim E fer a :::han;}e- a ::hant; e ir systems or a :::han;Je in bLsiness pann~ t :> 'lelp you p.J II it a ll tc·geth3r.
room occupancy housing to former clients after they leave the halfway house, as well as safe, affordable family housing for women leaving the Dove's Nest program.
ln"oVsion ::a re-lp y o_, create a business soi.Jti o n t hat':; ri·;:Jht-=cr ~: au . '/'.=; irlpleme nt, cLstom ize 3rcl suppor: a·na d-w ning bu siness man3gement oo s \\·ith proven resuJ·s . Tu r yc<Jr da:a in:o k'lcwledge. We can help!
For now, though, Marciano is proud of the quality of services that the Mission has to offer and the success rate that it has shown. Individuals wishing to help with donations or volunteer work can call 704-334-4635. Donations of good, used items are welcomed at the thrift store on
'
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infovisio
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rr- Great Plains 1
BL !'ire ~ s 5)1L -,J '£
Albemarle Road. At the top of the current
P::.rtr=1
list of needs for the Mission? Underwear.
New underwear only, please.
Heather Head is a Charlotte-based freelance write~
greate r charlotte biz
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Bob Henrie s He s Salespeople Develo Their Success lma&ine closing a 5ix-figurr: ceal ·Nithout :1 htc:; lTeser.ta_io'l, a c01rpan, br:Jc-!ue, a price list, o· e\ ~ n a sho tleave-behind. lrra5ine con·.rinci 1g the executi·ies of an intenatic•nal ·~c·•pc.ny that in c. y~ar from no..., ynu are confident th:y wir feel pers ral sati3fact.on m knm;in§ that they made the righ cle-:ision to l:uy y::u. pro:lucts!services, evn 'W'len your price is rugler .han you- •Jmr:etitors. Cc.n'· beli~ve i 7 T1en talk with Bob Hmri:ks a-nd l·e- fl Le 1you h:Jw its done - if )- x can tale it. ln h:is pas3ion lle, m. r:l-hining, in-·;o·Jr-facc appr::Jacl, Henrick5 takes studcn·s on a sales .Dining j::Jurney of self discovery, g:1a- setting, selling rzchniyues, ant.. ;.ratc.~ies for g-c•"rh and 3UCCe3 ·sal 'S b all :~bout having the gu.s to diff~n rtia·c ;--ourseH f1~1-n )'OUt coanoitors," says Henri:::k5 , p~siclwt cfl-enr:~~s Corpor.1 e Tra'ning & cvelopmcnt, Inc. . a Sai·dlcr Salts lnstit lle. "It is at:. 1bou the pers;.1n :le ivering the mes ·:~ge, not about t'ce prod.1cts or s~~vices yoL are ,;elling. When it com~ cown to it, prcrlucts and scnices are all ·he sunc. ':'0.1 mus~ comm.n caLc: your me~age and build z. trusting ·elationsh.p wi:h clients, bxaus: evcrytl· . r g ycu co as a 3c.l::spcrson mu~L b2 based fir5L on tru~- L Withoultru ·t, you uve roth.ng." )o-
_greater :rarlotte biz
march L.002
17
Bob Henricks started Henricks Corporate Training & Development, Inc. <www.henrickscorp.sandler.com> three years ago after a successful career in corporate sales. The company is a licensed franchisee of the Sandler Sales Institute, one of the country's leading sales training systems. Henricks was drawn to the company because of his own experiences with the training program. "I am a student of my product," he explains. "It is 100 percent of who I am. Other traditional sales programs l experienced were seminar-based, and you simply cannot teach people to communicate differently and change life-long habits in a three-hour seminar. It takes an on-going commitment." II
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The company offers programs in sales, sales management and management training and development. Training programs generally include a 1-year membership which includes five 2-ln-hour sessions per month, one-on-one coaching and workshop application and skill development. Henricks offers on-site training for larger clients, and holds sessions at the company's offices on Little Avenue in Charlotte for small and mid-sized companies. Over the past three years, Henricks and his associates have worked with hundreds of corporate clients and individual sales people building the business to exceed $1 million in revenues. Each year, the company has consistently tripled its previous year's revenues, to become Sandler Sales Institute's number one franchisee nationally based on materials purchased from the Institute.
Dare To Be Different Determined to practice what he preaches, Henricks differentiates himself in unique ways. "For instance, we have no company literature, brochures or price lists," explains Henricks. "The reason is that there is one rule in sales that says, 'Don't do the same things your competition is doing.' lf l sent over a package of information to a client, l wouldn't be any different from the next
18
march 2002
sales training company. So , l don't. I sit down face-to-face with potential clients and openly discuss what we have to offer and how they can benefit from it. " Indeed, Henricks recently relied on what is referred to as a series of "painbased" questions to land a two-year deal worth more than $600,000- without a single piece of literature or showing an example of the product. "There are basically three levels of questions and issues you cover as a salesperson. The first is the service level where you ask questions that help you understand the prospective client's current situation and potential needs," explains Henricks. 'The next level involves more strategy, in which the salesperson needs to understand why he is there, why the client accepted his call and invited him in for a discussion. For instance, the company we called on is an international company with global brand recognition and multimillion dollar sales. Yet, they were still interested in knowing about our services, and there was a reason for it. We discovered that in spite of all the current sales, they still had multi-million dollar sales problems that needed to be attended to. 'The third level involves the personal impact that results from a client's decision to buy or not to buy," says Henricks. "It's important to remember that people still buy based on emotion and fmm the people they trust the most," he explains. "It is our job as salespeople to help clients understand the impact that making the decision will have on them personally down the road. lt is okay with me if they decide not to buy my services. But if they decide to decline my services, and then later realize that they missed an opportunity to either help better support personnel, or more positively impact the company's bottom line, how will that make them feel about themselves and their responsibility to the company? "In our case, we were about to get this company's senior leadership to recognize there is an upside to our training, as well as a cost, but also got them to understand that there could be a downside if they didn't buy it now. "
Living With A Stigma According to Henricks , professional
sales people often suffer from a stigma, a stereotype that makes many people cringe when having to deal with them. "It's sad because it is a misconception that sales people are only interested in themselves. That's just not true. Most sales people genuinely care about their clients and want to help them with solutions to their problems or needs. " This stigma, he says , tends to hold some people back from reaching their full potential , but he believes that most sales people simply don't have the tools or skills to get beyond it. "Most people fail for one of three reasons ," explains Henricks. "They don't know what to do, they don 't know how to do it , or they choose not to do it. This is the foundation of our programs. When salespeople make the effort to learn how to be successful , and how to make the tough decisions they need to succeed, they find they've taken themselves to a whole new level, and clients respond to that. After observing students in my classes all these years, I realized that people are prepared every day to make easy decisions , but not the hard ones. And they often think they shouldn't have to make hard ones. But the truth is , if you want to realize your dreams and really live your life a certain way, it involves taking risks and making choices. " For corporate clients, Henricks emphasizes the importance of improving the organization as a whole, yet talks to the company's leadership about the focus on the people in the business. "Our focus is on the individuals because when employees are happy and productive, the company is going to naturally benefit as a result. " Henricks urges management to be involved in the training to foster suppan and obtain buy-in from the ranks. jason Bessire, president of Bessire & Associates, a sales recruiting firm in Charlotte , credits Henrick's programs with helping his company increase gross revenue significantly. "Bob delivers personalized, hardcore, 'step on your toes', highly effective sales training seminars. Our sales team increased sales by over 20 percent as a direct result of his sales training, " says Bessire.
greater charlotte biz
For Bessire's sales team, the techniques learned in Henricks' classes have carried through to the selling arena. Mike Me amara, recruiting/internet specialist, had only experienced traditional sales training and liked the Sandler approach because it helped him realize that in the past he had simply been making presentations to clients instead of listening and learning about their true problems and discovering viable solutions.
":cr's
:r"'\PORTANT
-ro
Me amara keeps the audio tapes from his training class in his car and listens to them to get pumped up in the moming during his d1ive to work. "!like the tapes because they motivate me and !like to take things from them to use during the day," he ex'Plains. For instance, ince Me amara does all of his selling on the telephone, he enjoys using a "reverse negative selling" technique that allows him to ask more questions and use the customer's own objections to get them to admit the real problems they are facing, even after they've told him they don't need his services. McNamara continues, "Recently, l had the president of a copier company tell me not to call him, but l did anyway And although he was convinced he didn't need me, !told him that he had already admitted to the problems he was having and that l had solutions for him. He hung up on me that day, bm I persevered and now I have a contract with the company," McNamara laughs. "! called him because l knew he was the ultimate decision maker and l took bold steps to throw back in his face what his problems were. He didn't like it then, but he now respects me for being an honest, persistent salesperson and he trust me more than anyone else. He will be a client forever." ~
greater charlotte biz
-c. -:h 2002
9
Building Life Skills Uniquely, the andler training programs address several areas beyond sales skiT;, including professional goal se tting, family priorities, financial goals and even spir _ual needs. "Our business is a GodhonJring company first and foremost," expl:~ins Henricks. "So addressing peoples spiritual priorities is important to us because we know that every area of one's life needs to come together to be truly successful. We really teach life skills -address all the areas that truly impact peot= le's lives. " For Devin Simmons, a regional manJger for American HeathTech in Can_onment, Fla., going through Henrick's training was evolutionary. Although he had experience in business as ar administrator, and knew his compan, 's products well, his sales skills were lacking. "[ had more product knowledge than most people in the company, but l didn't have the experience confidence or structure to relate that <:nowledge to my prospects. This train ng literally took my sales ability to
a new dimension. I found that se lling can be done in a professional , poignant,
that moment, all of what I had learned
trusting and matter-of-fact mannet.
in training about honesty and integrity
This training approach taught me 1.0w
kicked in. l knew I still had a responsi-
to present in a non-threatening way,
bility to these people, and I graciously
put the prospect at ease, handle the
asked them to give me 15 minutes to
pans of the job that are the least fun -
talk with them. After that I wou~d let
like cold calling, and inevitably obtain
them decide if they wanted me to leave
our goals."
or stay. They agreed to the 15 minutes,
Simmons, once asked by his superiors if Henricks' training programs v.ere (anywhere from $2,000 to $8,000 per person for a one-year membershir) , he was able
to
cite two specific occasions
when he closed deals that prior to his training he would never have achieved. "One time I had a meeting with a prospective client -
a meeting wi.h 22
company executives, and because l had changed time zones, I was one hour late for the appoimment. They literally sat there for an hour waiting and whe:1 I got there and realized I had screwed up, I knew I had two choices-
to
give up
and leave, or to be honest and apologetic and ask for another chance. There was
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Living the Dream Stories like this motivate Henricks and confirm for him that what he is doing is making a difference for people, which is his ultimate goal. "Bob is really motivated to help people and he loves what he's doing," observes Paul Barnhill , a business consultant who works with Henricks on an on-going basis. "He is very passionate about his work and his family, yet he has achieved a balance that is really quite unique. He has reached out to other professionals like me to help him run various areas of the business so he can do the part he enjoys the most , and that is very wise for a business person running a small or mid-sized company. " Barnhill says he's seen a lot of business people become consumed with their business because once it begins to grow, the leader is forced to handle other business responsibilities that either he is not qualified to do, or doesn't have the time to do. "I truly am living my dream," asserts Henricks. "I am very clear about my priorities and am able to keep them in line by understanding my core competencies and letting other people handle the rest. Most people start their own businesses because they are good at a particular job, and then they struggle with a growing company because they don 't know how to run it effectively. I let others help me so that when I go home at night to my beautiful wife and four daughters, l can stop thinking about work and put all my attention on being the best husband and father I can be - which is the most important thing to me. " biz
Lynda A. Stadler ts a Charlotte-based freelance wnter. 20
march 2002
greater charlotte biz
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'Tm not very good at promotin g
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my company," Aldridge confesses.
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In his view, Silver Hammer h as pms-
of the most successful production
pered because his reputation pre-
companies in the southeast.
cedes him. "We always pull it off. [n
In addition to reels of award-
this business you can make small
winning commercia ls, Silver
stumbles and cover yourself for an
Hammer has produced network
occasional blip , but you ca n't fail." The reason is the high cost of shoots. '' Eve rythin g co mes together
specia ls and TV mini-series, and served as the production facility for five mo\·ies.
on that day," he nods. "IL is so expensive that if you drop th e ball on your end , whether you' re a sound man , cameraman, set construction guy or direcwr- and
Morphing into New Corporate Media For years, regional ad agencies hm'C relied on Silver Hammer
sometimes ! am all four- word gets
to help th em produce memorable
around fast. "
ads for clients, including llat-clces,
Phil Greer. senior vice president at Lewis Advertising, with offi ces in
Time-Warner and Bi-Lo. Now companies arc approaching Silver
Raleigh and Rocky Mount , has relied
Hammer directly, seeking its film
on Silver Hammer for 15 years for
smarts for image videos, multime-
that very reaso n . "Sil ve r Hammer
dia presentations and web casts.
is the most complete film , video and audio production facilit y I've
This change began in the mid 90's as a result o f th e Internet an d
had th e pleasure to deal with any-
proliferation of TV channel choices.
where in the co untry. It's not just
For example, one of Aldridge's
th e incredibly creative so lutions th ey
clients only ackenises on the golf
provide, but also their servi ce com-
channel.
mitment. No thin g comes up where the y can't provide a creative and
"Now you have a lot more niche marketing, so agencies are
financi all y viable solutio n. They
having to reinvent themselves.
never stop thinking about how to maximize the impact of your work''
Subs - production companie~ Iike us- also have to rein\'Cnl th em-
For Aldridge, that is th e goal. "Part of our mandate is to give age n-
se lves. We've alwa ys been nimble
cies more than th ey paid for. And they know it. Over the years we've developed partnerships with agencies where we get 90 percent of their work because they don't want to risk
on our feeL, and when agencies took a right hand turn, we took it with them." That turn includes 3-D graphics capability and \\'eb content. "'v\'e'rc storytel lers, so we try to
someone who may let th em down
cater
or give them an inferior product."
a set, virtua l set, talking head or animated nying space mach ines
Aldridge certainly looks the Holl ywood part . He typi ca lly arri ves on th e office se t in sweats and
to
people, whether they need
to help te ll their story." Silve r ll ammer has also capital-
sneak ers, the prO\'e rbial direct or's
ized on the expanding market for
ca p perch ed atop his si lve r locks.
corporate in formational \'ideo
But this is no theatrical cos-
Virginia-based M\V Windows
tume. An articulate and intelligent
recently retained Silver Hammer
man who graduated from U CC
to produce a video showing its
with a d egree in motion pictures,
suppliers how the re,•amp of their
Aldridge has walked th e comm ercial
entire operation had made MW's
employees so happy they were
mile to see you get the product
producing a superior product.
you're looking for within your
"The president was so tickled with the \'ideo that he had us come
budget." A big pan of film production
back to film him talking," Aldridge
is eli ·cctorialtalent. "It's like ordering
reports. "They made thousands
a paiming," explains Aldridge. "We
of copies and sem one to every
hm·e enough different directors so ,,-e
distributor."
can gh·e them a Picasso or van Gogh.''
Creating on Budget
agency loyalty to one director is frag-
These days, though, traditional Aldridge takes particular pride in
meming. Instead, agencies want to
producmg great creative within budget.
hand pick a director. Perhaps they saw
"When people ask how much it costs
the reel of a director in lA They love
to do a commercial, ltellthem it's like
his work, and want Silver l lammer to
asking how much it costs to build a
produce the spot with that particular
house. We're in the construction business. I need to knmv how many bathrooms, how many windows, and then
we hm'C to rigure out what it will take to
build that.And while we hm·e a repu-
tation for being expensi,·c, we arc not. Our big budget jobs, like Western Auto ($500,000), tend to get the most attention, but we can send out a guy and a camera for as little as 500." Aldridge maintains that Silver Hammer's bids ha,·e thousands of categories, and clients can see where every one of their dollars is going. "People often come on the set and Aldridge says that presents an
ask ''hy people are standing around. l reply, 'How come the guy in the
enormous challenge because these
symphony with the cymbals is stand-
dtrectors are pricey, so Silver Hammer
ing around7 You wam to hear that
has to figure a way of gc11 ing that
clash. It's the same thing. When their
director and still producing the job
time comes, they will be performt ng. "'
un budget. aturally, Aldridge's OV\ n passion lie in directing. ·'There's
As he points out, a TV commercial usually costs more per second than
nothmg beuer than to be up before
many major motion pictures. "If a
sunnse and out there. \Vhcn you're
company spends $100,000, that's
directing,
$3,000 per second. Think of the
lunch. You don't even get hungry,
nuances, too. lt's more difficult to
you're so focused on making your
tell a story in 30 seconds. You\·e got to get it in there and make
work great." Dick Ben nell, crealln: cit rector
your pomt. john Goodson, president of john Goodson Productions in Tallahassee,
,\ldridge for years on the Save the Children campaign. "We\·c been around
who has worked with Siker Hammer for 15 years, says there's a definite
the world a few times, in \'Cry uncomfortable situations. Richard is not afraid
)OU
don't thmk about
of BK\' in Atlama, has worked with
difference between Bridge Productions
of going into dangerous areas. It takes
and other production companies.
a very special person to shoot under
"Everybody at Bridge goes the extra
the cover or
fear." ~
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K:Lr lcen Stapl.::wr 1J01 V.o.ehead Sq J3.re Cor >=>.0. Box 33789 Charlotte, NC 28233 tet 7•)4.375 8C CO lax.: 704 .334.6526
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Stapleton insists. "If, during production, the client doesn't l ke something, we work harder to give them what they want." Aldridge's second right Jrm is Ylark de Castrique, a top pmducer who also serves as VP of poduction. "Our biggest asset is t-1e experience base we have , from yodt:ction management to directcrial skills," claims de Castrique "We're able to envision a project nd come up with cost-efficient optioos LO get it done. We want ever) hin.?,
to be fresh, not cookie cutter. " When in need of inspiration, Aldridge heads to Wrightsville Beach to read. "l just finished 'The History of Mathematics. ' 1 also just finished the first book of amuel in the Bible. l'm not religious, but interested in many things, so my reading also includes cheesy pulp novels, which I need to break up the science stuff." Ultimately, Aldridge believes Silver
side of the tracks. 'Tm pushing that whitewater park, which is supposed to be right out our windows. lL would be a great marriage to have a film studio here and whitewater park over there. l also have a business colleague, Rick Lazes , who wants to turn some nearby property into a band shell for concerts."
Nan Bauroth is a Charlotte-based
At Robinson, Bradshaw & Hinso n, we are dedicated
to
achi eving th e most effecti ve so lu tions fo r our cl ien ts. We recogni ze and va lue the trust clients place in our fi rm . Retain in g th at trust is our lawyers' hi ghest pri o ri ty. We kn ow success co mes onl y with commitment - commitm ent
to
our cl ients' interests and
to
th e handling of
their needs in a hi ghl y competent, professio nal mann er. Our co mmitm ent
to
success is a key
to
our tra ditio n
of excel lence.
Robinson
Bradshaw &Hinson
N ORTH CAROLINA O FFI CE
S OUTH C ARO LINA O FFI CE
101 No rth Tryon Street Sui te 1900 Charlotte, NC 28246 704.3 77.2 536
The G uard ian Bu ildi ng 22 3 East ,\1 ain Street- Su ite 600 Post Office Drawer 12070 Rock l\ i\1, SC 2973 1 803.325.2900
Internetwork Engineering, and Greg RiMrs, president.
by joh n rehkop
TAK NG
0~
THE
LOCAL NETWOR-K ENG INEERJNC C OMPANY SETS ITS SIGHTS ON GLOBAL C~_OMPETITION ts one of the staples of Hoi ywood- tales pitting David against Goliath In most cases, the liulc guy is the sentimental chcice. And, in Hollywood, that's who usual!:- comes out on top. Unfortunately, in business it's not alway~ that heartwarming. The gloJalizatior.. of our economy has made it increa5ingly difficult for soall, regional firms o compete against c::Jrporate giants However, one Charloue company believes it has found the key to contendirg in its industry. G-eg Ri\'Crs fc·unded Internetwork
grea· er charlotte biz
Enginee-ing ("IE") <www.ineteng.com> , a company that engineers optimi::ed network so.utions for Fortune 500 c:nnpnies, five years ago after becomi115 frustrated with what h ~ saw as a less-thandedicated busir..ess model in exis·ing technology eng·neering companit:s. "[ saw a challenge to provide a total solution to clients. lt can be very expensi,·e for a company to pay for a octwork solution, and most IT shops at t!-e time were more interested in profiting from the proj<:ct than in providing a cornp:ete sc·lution to their cli.ems. I felt there had to be mJre."
Ri,·ers based his business plan on hclpins large companies optimize existi~
networks instead of trying to sell new solutions. "The strength of lnte:rnetwork Engineering is finding solutlcns that don't involve a lot of costs c r reinventing the wheel. As a comprny, we look to re-engineer existing so ut ions to reduce costs and extenc the life of a system." \V'lile Rivers' focus was on the consulting end of the technology business, he found 1is clients asking him to provide equipnent as well. He had relationships with several equipment vendors, but >-
march 2002
29
he saw the need to provide more cf a one-stop shop. He turned to Tony Piciucco, with whom he'd worked with in the past. Piciucco's company was distribution channel for communications equipment- a good fit for IE. Three years ago, the two companies merged. Piciucco was attracted to Rivers' philosophy: "l saw companies that would provide minimum engineering consulting, installation and support because they were dollar driven. Their focus was on selling X amount of hardware, not on meeting the client's objectives. l knew that with Greg, the focus was on the client's needs. " After the merger, IE streamline::! its product base and focused on network engineering support solutions such as data and lEternet security, LA and WAr optimization and network management. Additional capabilities such as network attached storage, caching technologies and telephony soon followed.
"AS A SMALLER_ CO!v\PANY, WE CAN CUT THR_OUGH A LOT or LAYER_S OF COMPLEXITY AND BUR_EAUCR_ACY. THER_E'S ALWAYS A GOLIATH OUT THCR.E " -C R.EC R.IVCR.S, PI\.[ IDCNT
www.liquiddesign . net 30
march 2002
This approach put IE in direct competitior. with the largest technology engineering companies in the industry, including AT&T, Sprint, lBM and Worldcom. For a company with just 25 employees, it's a very motivating ~nvironment. Yet Rivers and Piciucco are up to the challenge. "Our flexibility is one of our advantages over the competition. As a smaller company, we can cut through a lot of layers of cooplexity and bureaucracy," says Rivers. 'There's always a Goliath out there. " Despite the added levels of service, lE's area of expertise remains geared
toward enhancing an existing network. Rivers says, "''ve never seen a system that couldn't be improved."
BUILD ING TR_U ST ost of lE's projects involv~ functionality of a client's core system. Whether they're building a straigh:forward firewall or creating multiple firewalls with a virtual private network for remote users, IE's clients rely on them to complete the project without service interruptions. When discussing networking projects with Fortune 500 companies, trust becomes a critical factor in building a relationship. The importance of a functioning network and magnitude of these projects mandate a high level of trust between lE and it's clients. Each project begins with a meeting which addresses the client's objectives and lE's capabilities. "Building trust is a fundamental goal of this meeting," according to Rivers. lE then fonnulates a tailored overview of different solutions which best meet the objectives. "We constantly review the solutions we offer to maintain our focus on quality, expandable solutions," says Rivers. "We want to give our clients all possible options to choose from , however we are responsible to lead them toward meeting their long-term business needs. " After agreeing on the optimal solution, costs arc finalized , an engineering team is identified and the project flow is determined. IE continually maintains an open line of communication throughout the "work" process to ensure peace of mind and to eliminate any surprises. Upon completion, all aspects of the project are explained to the client and complete project documentation is provided. A closure meeting is held to evaluate project success. Throughout the process, IE displays a single-minded focus. "Failure is not an option," says Piciucco. "We are not going to let our solutions fail and we're not going to let our client look bad." After turning to IE for a critical security project, Craig Traynor, wide
M
greater charlotte biz
area network services manager for
Instead of hiring middle-]e,路el
Rexam, confirmed Piciuccos statement.
net\vork engineers who typically han-
'路 Last year, they designed and installed
dle support functions, IE's staff is com-
a large Internet security structure for our entire network. \Ne have our own IT teams, but we turn to IE when we
prised of engineers with a high level of experience mdmultiple cenificatiors.
need a higher level of experience. We usc them for troubleshooting and verifying our internal designs."
engineering and has the experience to evaluate iss..res and provide quailty
"WE CONSTANTLY REVIEW TilE OLUTIONS WE OITCR 10 MAl TAl 0
OUR_ rOC U
QUALITY, CXPA DABL[ OLUTIO
. WE WAN f TO
GIVE OUR CUE TS ALL PO -sl BLE OPTIONS TO C HOOSE rROM, HOWEVER WE ARE RESPO SIBLE TO LEAD TIICM TOWARD MELli G THEIR LO G-1LR_M BUSI CSS [[0 "
Each engineer is adept in network
solutions. Because Rivers and Piciucco have no desire to run a fix-it company, knowledge transfer for internal system
the difficulties of last year. \Ve're bener prepared for the future." ince most of their competitors are global companies, Rivers and Piciucco both agree that the growth of IE needs to be geographic. They opened an office in Atlama, Ga., this year and are looking to expand into Florida. They've also stepped up marketing efforts to build their brand awareness inside and outside the Charlotte region.
maintenanc is considered as important as the project itself.
"W[ R CLI -II ED TI-l[
"A lot of engineering technology companies find themselves constantly
GOOD YEAR , BUT WL
suppo1rling solutions they didn't fully implement. It hurts not on ly their client, but themsekes," says Rivers.
LEARNED A LOT rROM
POSITIONED FOR. TH E FUTUR.E nternetwork Engineerings diem-driven philosoph] is mirrored in its select
Til[ DIFFI ULTIES or LAST YEAR.. WERE BETTER. PREPARED FOR THE FUTLIR.E." l 0 Y PICIUCCO, CXf CLiliVL VIL [ PRL SIDC T
group of business partners. They l::oast a list of equipment partners whteh is a \Tritable Who's Who
Even with the plans for expansion and evenwal growth, their basic premise
Because Rivers and Piciucco have kept a strong focus, they do encounter projects that don't fit the scope of their
in inlormation technology- Cisco, Network Appliance, Check Point, okia and Microsoft are just a few. Unlike
remains the same - prO\;de the highest quality expertise with timely, innovative solutions and highly trained engineers.
expertise. Unlike some in the network engineering brethren, IE will decline those projects. "As a small company, our
most network engineering companies. IE limits their partnerships to minimize vendor conflicts and focus on the best each "las to offer.
As a technical guru and captain of the ship, Rivers stays involved in most projects at some level. Piciucco, on the other hand, focuses on the firms operations and manages a growing sales force. But both share
- CIU C. Rlv LRS
reputation is critical. Until 2000, we didn't have a sales staff- our business was all word of mouth. Each clients success is important to our own success" Those decisions have paid off. !Es reputation in technology circles is considered unparalleled, by some. "You won't find a better engineenng company in the Carolinas- or further," says Traynor. "We turned to IE when the company we were working with couldn't solve our problems after months of effort. I was using one of the biggest names in the business, but they couldn't get the job done. IE identified and fixed the problems tn two days." Ton} Rivera, network services manager at Family Dollar Stores, agrees. "The engineers [at IE] are far more qualified in the areas 1 need help and are more qualified in general than others in the Charloue area."
greater charlotte biz
In 1999, IE was certified as the smallest Cisco Silver Partner in Ciscos history- an honor that renects their cmph1sis on quality service and ability to stand tall in a highly competitive market. According to Rivers , IE has the best trained engineers in the region. "Our engine~rs have multiple certifications," says Rivers. "They stay on top of new technology which is critical to our business." IE has seen its philosophy pay off with strong revenue growth. Revenues in the first four years grew in excess of 100 percent each year. The economic slowdown in 2000 led lO nat revenue for 2001 , but Rh路ers and Piciucco are pleased with the year, considering the suuggles many technobgy companies faced. "We relis.1edthe good years," says Piciucco. "But we learned a lot from
a common dedication to empowering employees to uphold their philosoph]. In the long run, Rivers and Piciucco agree that the business is about more than just the numbers. !Es engineers often work long hours and on weekends, so it is important that each IE engineer feel good about what their expertise can do for the clients business. "A client once told me I had a medieval morality, " says Rivers. "I was insulted at first umil I realized he was talking about the integrity inhcrelll 111 the company. I strongly believe we can cominue to gr w the company with our philosophy, but it is harder than I thought it would be." biz
john Rehkop is a Charlotte-based freelance writer.
march 2002
31
by casey jacobus
•
1ne Solving th e Space Challenges of Today's Workpl ace ~en desig er Rob Carpenter bought a new mountain house
recentty. re •.vant:ed to spend m·Jre time there and less in Charlotte. So hE n-oved his office into his Charlotte home as a way to concen trate oo g2tting more wo-k done in less time. He also turned to TechlrnE Cha-lottE <www.workspacespecialists.com>, to outfit his new c-=fice space. Ca~rter cho ~ e
th~m.
two corner cesks and a big one to go between
pk.Js 12 wall-mounted boc <cases, for his new office. He already
had S•Jn-e pieces irom 3nother line he was able to match with the color. "I I ke TechlinE's flexibility," says Carpenter. " You can dress it up
Ca::>errter was already fam iliar w it Techline Workspace Specialists, havinJ Lsed ts services to outf t severa l home offices for his own client;. He particularly appreciates the desi gn services that TechlineCr arlotte ·Jffers. "I
g-.e the-n- the concept," he says. "They draw it up in 3-D and I can
see hew it looks and functi ons. We can tweak it before the client orders it." great:=~ Cla
·lott::! biz
Tech line is a bond or "li ne"' of business furniture, 11odul:~r cabi1c1-y and residential fu rniture that h;~.~ ben manufactured by Mlrshall Erdnan '- 1d Associates in the M..tdison . \Vis , arc1 for about 20 years. Er~11an is an in~gr.ued architectural, engineering 1rd cons·-uction services firm specializing in mcical office buildings. TeLhline Charbtte. also known locally as Tc::hline Workspa..£ Speciali sts, is an incepencl:ntly cvvred exclusive dealer for Techline, etovermg the greater Cha rl ou~ regio• Techlin;_ Charlotte has been )wned and T~ged by j im urtis since 1996. "Fi\·e years ago. I was lookin3 f::-r a business to stan c•· purchase: sa~ Curtis. "l started of in life to b( an -:-chiteet, but had gotten sid etrc.c~zec into computer sales. Tenline was lib'; coming home for me." Curtis started cut in c.n ofice on Eighth Street bttween Co llcbc and onh Tryon with on y twJ pat'·dng spaces. Two and a half year3 a c•, h ~ moved to the currem spadous. ~hC"\' room on outh BoLievard, _ust nor '1 of Woodlawn Road "Having shonTO•:>m space is T imponant," says Curtis. "Pecp.e l:uytil& furnimre want to seejr, touch it, ~tin t." ~
'e
mar:h
::.ool
33
CJrtis also uses his shmuoom spa.::e as bs Jwn off-ce spac~. His tusir.e.;s emJ=loys eight people and can de :n:ms·rate hCI' I=chline works f.Jr a srrdl l:u ;ine:;s. "Other small business o ....-ner~ need t~ :;a11.c kind of spa:e we\--:: cezted hat," says Curtis. Te:chline5 re~ption stat.on, exeetnive offices, co<fer=nce roJil, break worn ard copy rocm are li\irg showcases for .ts proc.Jct.;. While Te:::hline '.Norksl'c.ce Spe:ialists is the ChJrlotte T•~gio1's e;-..cluo.hr:: dealer for Techlir~ con!Tl.:'rcial furniture, it carries prcduct~ l:y Jther qualit; mantJJacturcrs a~. weP, including H~rmm Mill~r for thz HJme. lr ope-1 Jffice a -eas re::piting systeT.s fmniture, it rc pre5ents S:;n~r lex. At the hig.J.-end of ~-eating, it k'"<Itur~s Bcdybilt Searir:g :md the Acwn Chair b;· Herman Mi[er for tl-e Hone. lr .he upper
34
rr arc1 2002
ruclJn rang:, it n::present:; ;/ja Seating, Can c md Techline. And, h .he midp£ico: r.:mge, it car-·es Glob.:t and Offi.::e :t>,.;:as _er ::-l."v much does Techltne :ost7 (ntis ;ays that's lil<e asking :1mv mLch
a To.'ota costs. There are Si:Lf.e de~ks for c::ro:md $~·00. A custom r:ne-of-a-k'nd e.<ec:..ti.Je office can 50 as higl:- ::.s 520 OCJO_ Tho.;: are the extre11.es. Ei.;;-11:,-p~rcent of Tc:rline's contra12ts for ho:ne c·ffi:es fdl n the $2,500 to $6,00) rang-::.
Vanilie:s that affect th: price include overalls :::l:, s:orage volum.::, laminate versus real ','Doc. finish and accessorizati:m. Cu ·.i.:o :;<;:: s ue custcmer need~ to determ ,-: 1:-c budget. If the budge is $1,500, T~ ·:l-line will design an office that irc--porateo as many of the customer·3 IT=Jurements as -.vill fit in tJ that b.ld~ .. f the budget is $5,00J, there's : I:; o.tsly going t·J be more furniture pC6~il:iliti:s lf you have $7:,oco to spe:1d •n 30 workstations, a coder:"'rce -oom and a break room , Techlinz will design your o[.ice to that :mdget lew!. Techline Charlou~'s niche !llilrkets inc! Jde general smal businesses, -.vhich Curtis defi~s co havi.ng om to 50 emplo:.ees medical fa.::ili-
design services wil h an array of r:wdn8r product'. "We take modulars J
greater charlotte Ciz
steJ lun 12r," ><.y:; Ctrto. "The client gets cust• m d~si~ne:i -e-\ ices, custom tram facturing Jnd C\.3 om fabricatior and ter<Jtion. " TI12 ·irst WT ·o- : diznt \"'Orkin.?; with fec:hline is c e nlish a Judget. Thzn tlc: client !-as :t .:o::nersa.ion \.vi ]the cl:signer alx> H w .lot he likes in !l-e showrociL Tht Jesi§lcr _hen make_
~'The
an appointment to visit the diem's l-ome or business LJ su -,·ey his neecs and to measure the spa:e Together, they then determine if he client ha= set a realistic budget. The designer un then use a computer sort\ are progran called AutoCAD to layc ut the room d imensions and sh-Jw the client hov' the furniture looks
a ::caTty sop -Tis .cated s.Jft'w'ate tLq'd by atc:h!lla:s," sal'S Cun s. 'h's wully ;..•2t:untt :Jr.L makes re\ isi•YlS "]·'=
p.1ck:.~c
c. snaJ= .'
On:::e .i2 office s :.esigned, the "",:>ch me d-:3i;~ner "'- ll p1 ice it Jut c.1d · alue :rginc:e1 -. necs,ary Tnt means :nc. ng aJjn--Lme<ts to ma~e it fit the 1: .1dgc - ushg e~r matc:rial3, >-
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Compete'~ m :uch 2002 35
because many of his small business customers are growing. "We do a lot of work with creative businesses, such as advertising agencie , graphic designers and artists," says Curtis. "Also the growing popularity of the home office is a big wave we're tiding. " The home office market is very segmented, however. There are people looking for just a desk- for a juvenile to play \ideo games or an adult to pay bills. There are professionals working at home. There is the professional home office, which needs to add an employee or two or three. There's also what Curtis calls a newer twist - the Family Work Center. This may be a bonus room that is used as an office half
for instance, or choosing a less expensive finish or fabric.
cated product," says Curtis. "It feels tu ilt in, but it can be movd. "
Then he presents it to the client who makes the final selection of finishes and decorative hardware and fabrics.
Techline's 11exibiliry also allows the: client to buy the basic.; now and add 01
LJ
A Tcx-hline crew c.oes the installation
it as his needs grow 0 1 as he can afford it. Although Curtis has on ly been in
abou three to six weeks later. "All of this results in a more sophisti-
has many repeat customers. This is
business in Charlotte for five years, he
13777 BaOantyne Corporate Place Suite 305 Charlotte NC 28277-3419 Phone
704.54~.5800
www.inetellg..:om
I~D'fk f«giMRl!Jri#g "S e rious Network Solutions"
•
•
The Carolina ,s Most Experienced Consulting Network Engineering & Design Team
rerworkAppliance•
. mqnetjcs .. '
H P O PENVI EW
36
march 2002
6
EIZD"
STONE SOFT
the time and a family room the other half. Techline has a Murphy bed that folds into a abinet when it isn't being used , allowing a home office to serve as a guest room from time to time. This flexibility is the key to Techline's popularity. It's based on a system made up of building blocks of different sizes and shapes that all work together in coun tless ways so people can define and personalize their space. That's what appeals to clients like Rob Carpenter. "Working out of the home is the wave of the future," says Carpenter. "l recently designed an office for a customer in his mid-70's who was moving to baron Towers , but he stil l wanted an office to work from. Techline met his needs perfectly." The flexibil ity of Tech line lets the condo dweller create a pan-time office that can be convened to a guest room in a moment's notice. lt also permits a business to grow, starting V\ith one desk , then adding another. The interchangeable pieces allow for reconfiguration based on changing needs of an expanding business. Customers can add to , relocate, or modify their furniture for years to come. urtis uses heavy print advertising to market his business as well as direct mail and a large yellow pages display. The company's Web site is primarily informational. He also networks through the Charlotte Chamber and other groups and actively calls on businesses, architects and designers.
greater charlotte biz
DO YOU WASTE 'A UABLE TIME INTEFV I E\iiN~ NAPPROPRIATE CANDIDATES? WE CAN HELP.
•
The v ew from ab the I .Jne offLc: in the i.1to:icor Desisr Sxirry:; (!D : •::b-lollt~ sh...,~· house, wl ich bncfiG 1:1=: Mat a ::[ Dirres. T1c 2CJO cJs.om •re oflice et•s. around S,CXIO. Tech n·~ <lso dts~.ec an adj::ccnt r•J::ll- as a ~e\.1rg :::>om w.th , ·tensivc tuil -ir v·crk=;p:.lce and stn:o~ge. Cutis' ~<. I s to quc:.dru[:le hi.= sac~ it he •~xt five 1e2ts He is parr cular y ntc~stec ir growins t.h.::: <ommer·:·d md neo c;;l "Jar.s of r .S busiiYSS. And, he !Opts l•J u.p.mJ intc a W(Ste·n '- Jrth Care Lna lc.::<.Lion it J·e L~Xl f Ve C ten yeu:. -v;e1l co_inu~ to ha.::~ o"I all ~grrems ol a..r m:uke- ," S:.l}S Crti3 "'bJt the/r~ all gc•in;s 10 charEE o-.er t r ~~ dcca~. · biz C:1s=:y /ao:o/JL;
13
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Cha~o-cE-b:Js::d
c1arlot~=
ci2:
e.
E.R., thr~ is -are!:!• :>reak in the action. Bu: when the e 1>-:Jef 11Yn.ents occur, the principal characLt:: gJ to t"Je rcof. Upstairs, they are able to look out on the :: ir~ ights and regroup. They use the rmoft•J tal~ tr i 1gs over, to cope, to connect, a nd :c ~r _3m.
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march 2002
by karen doyl e m£•ti n
EV~erything 's
Coming Up Florals ... Plus ginghams, soft stripes and plaids at Laura Ashley, Inc. Bed linens with plaids and tiny floral patterns in muted tones of cream, yellow, raspberry and blue -with wallpaper, upholstery fabrics and furniture to match ... women's wardrobe sta:;:>les in black, blues and cream .. and stylish ·:hildrcn's wear in blue and pink, embroidered with the tiniest embellishments. Add it all up and you've got one of the world's top fashion forces , located just around the comer. "Laura Ashley's style appeals to people because it offers the comfort and ease of the English lifestyle ," says Barbara Kleber, store manager of Laura Ashley at Raleigh's Crabtree Valley Mall. "The florals, the stripes, the mini-prints - they all combine for a familiar feeling of warmth. " Kleber's is the only Laura Ashley retail store in North Carolina, so her employees welcome Laura Ashley fans from across the state. Although the Laura Ashley store at Charlotte's outhPark Mall closed in 1999 after it lost its lease, today there's an even more significant Charlotte-area connection, and Kleber feels it will resul : in greater business for her company: Laura Ashley's headquarters have moved from
greater charlotte biz
Boston to Fort MJl, S.C. ow more centrally-located to most of its 74 retail stores in 35 states- including New York, Flmida, Georgia and the Carolinas Laura Ashley, Inc. <www.laura-ashleyusa.com> executives can mo~e effectively keep in touch with their stores and , ultimately, their clientele, says Kleber, who r;~calls her excitement when she heard that the company was headed south. "They'll be right in my backyard'" she grinned.
rn un
k'
' ) nf
"Come on in," Paul Tuan-Tee Ng says warmly as he welcomes a visitor to sit at a round wood table in his office. The room itself could be found anywhere -gray cubicle-style waUs, nondescript office furniture- but the table area seems as if it is straight out of a fashion magazine. The parson's chairs are covered in lemon and sky blue prints and stripes, which make visitors feel at ease. An ::niental carpet lends an air of elegance. Swatches of carpeting lean against the wall; they might simply be resting there, left by an interior decorator ~
ma ch
002 39
·rho's s_iU Lr,ing w ::lec.i.:l~ ....+ict- c·JL I •P::JU lc .vo · < bes. in : 'l( roc-. D":·JrrtYS an-lt.Jtrcl anL sc~:: rrc, :1 fz.cL h.:u:.l =- "-'·Jd< ug .Jc•\.111 _:: h 1 . TI1e.>e l"I•c : 12 offia:s .-- Lura '.S 'l cr c , 'l~.::.c11 ·t~ ·c:d sinu: ~t . ur c - Ft:u fAil , ~.C. R ~• ·~ _..:om'y-l.::oking:: ·thing u _g lJOUn:: !!ht: h~ vva:.~. 9;hi.:::l o _ lir o:: "Ji 1 ;03tr>rSo 1.:: pos.er n:v~al: rc--_ -·:~lc ::•Jr~rSc c•cdlrrga_ot.nd ir ....at.'Aslky _ 1tl es An ..•tl:el· ::r?se:r .; an .a- fu ~.- arargec.s.~c k o- Ll . r~ -\>1- •') b-:::1 L-ens. ;:,o lori~ll ar.::1 cri.sr _h ; .oL c:u-[]mo:;t -- l tl-e .;w·ch -t.:: i1 wl- d- th.:;' \..:e ·c ai-d _-u to c'.r;'. Lih.I'Yi>r. he ::::31'-lius' ...., ,~ 1th:1 1 layt:d J "po~i ·ve wk- in the cm-:u Y"' cbc 1t i- - o t 1c Ourlotte <~ frooo"l n ~-g >:t:-s 1':?:,, :;te:.iJ~rL~-f Lm -a "-$-Icy. lnc, -um:rrbc~ th: bi;:;:arc. ::cn,jj_ J .s- 't -.e d1) •"'len l--c an-n •.rc Lh: corrpu7 v~s m•J""ing. " v' r- ::ou~ '· st.e tl-e :-ik.i.n; ~s.; fwm u;. · h: ~~~h.3. Cw-~d
){the Ku-.IJ ...Jm •-r--:.s~ kdLsrrk:s G- up t'Hl_ll', _,·ur::: AJ!h C}, he . i' sil ;1·ec -, 'tah~6u-: Lh- ~1
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2,JtX -:._ -e l:.>~t Pal·: commerci.1l ,c.• zud I::h-ril ·-• .,--,_nil) or the land t k...l o1c~ .,..:;s h tT _ c jin and Tammy b. -J:~-~ n -cr .Ji (._ ~J[IJ purchased +e p::•-:::w:·- 1<)<.;1 i .- H2.=> million. H .t fo--:clei P1L b~~~ 1.c r.; 1ui ding had l~ -- vao.Jt ·Jt L u ..: a 'While Ng says so ' ·- _ C'l0:3. u rr• ,,,. Lura s 1ley, Inc. m:::. it.E "2. e11r: ~ ~e:- int.:J he pyramidsh •1"'::: bt.. -c ng_. ..;_ ··;:c...n ,,_;w.::l .s~ ::ls::whcre on Je
FOf::C y \"a~ =·· -"r Ec in late 2000 in·o ti-c :en;:«<)·, -, it Jjs.tit .tti )n cent.eL c.-d r o•.v r:mrlo>'- ~· cc:d wcrkers. P:1':'":)Ls .:·. tt~ :.i· ribmicn center had ho3Cr 1:::::::~ cd i1 · -,]_,Jl•us. Ohio, and i< c i: ve-e s.· ipf=.C } en Jte ·entering t-~ .:r•.IJ -~ u the p:Y n I~.ilt more. No-.r•• u~Lr~ :lL: o::r v-r..:i to -:011 Mill fro:r thr ··1 · a ::::.1:ar ::=toa . .::>.C. resulting in a ~np n t:no:- 1 m me: "The shippin _~ :o.>t3 ;nt;: 1u•~ =n pet .iv<' this •'>;!)-. 'l ~ EJTl..::.ins _,:fc.i C<Olll:-. 1: r:c o.:uion "will s;:..( <-a 1cm ,f rr::l _ .r in en.," g con .nu ~~- -h.•up;:- - _ cc·:Jine> to reve<Jl e~:.c fipnc -;, 1<: <:"';t '"1..1 e~ .hat the sav-
eed to look Yt u to Get Ahead! arnes
ings could total a couple hundred thousand dollars each year.
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The company does not share sales figures, but the Laura Ashley name is one of the most recognizable in the world. In 1999, Home Furnishings News ranked it the second most influential lifestyle/designer name in the industry, behind only Martha Stewart. That same year, !lome Textiles Today named Ms. Ashley-yes. there really was a Laura Ashley-as one of the "fab four" of designers; a cover story featured a woman in Laura Ashley clothing walking barefoot, Abbey Roadstyle, aero sa New York street in line with Tommy 1-lilfigcr, Calvin Klein and Ralph Lauren. ot bad for a company that was born in the mid-1950s in the kitchen of Laura and Bernard Ashley, then living in a flat in the inner London district of Pimli.co. l laving purchased a few yards of fabric, some textile dye and enough wood to make a screen-printing device, the Ashleys began producing headscarves (a Ia Audrey Hepburn in "Roman Holiday"), placemats and napkins. The scarves, especially, became an instant success in local stores. Laura Ashley began designing her own prints shortly thereafter, when she could not find fabrics with the Victorian-inspired pauerns she favored. As business grew, the company cut its own pattern from the weft and the warp of fortune- repeatedly moving to larger headquarters, and once surviving a flood that nearly ruined the company's equipment and fabrics. Laura designed the prints and Bernard ran the company, also bui lding some of its printing equipment. Their line expanded into aprons, oven mitts and garden smocks. In the mid-l960s. Laura Ashley produced its first dress design, distinctive for the times due to its long length. Foreign stores noted the success of Laura Ashley in England's stores, and soon Laura Ashley products appeared in department stores in Australia, Canada and
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japan. In 19H, Laura Ashley retail shops opened in Paris and San Francisco. Although Laura Ashley died in 1985, ten days after a violent fall on her
lN
60th birthday, the company's strength
Th_ lni\ers' ty _.'-lonh ( :rrolina :u C arlottc
endured. Sir Bernard Ashley retired in
The O::'fice of Cont- .uing Education
1993, to remain honorary life president. In 2003, Laura Ashley- under majority ownership of MU I since !998- \\ill
PHARMACEUTICAL Apr:l
celebrate its 50th anniversary.
r Ng explains that Laura Ashley fashion is known as a "classic country" lifestyle, appeal ing mostly to women over 30. The company is looking to develop its children's collection, which now represcms about 35 percent of sales.
llS
SALE- CERTIFICATE
2 ~-~ 6,
2002
The Cni.,ersity of Ncrtl ~ ar:J- in ~ .lt ::::·1ar : :te ·~ Cf'i_<: of Continuing Education, in cDIL.borarion "'."Ill l>tkmuS ~ _"-I -~·. 1: < , is Otl; 1g a Pharmaceutical Sales Ccrr fit te progr,n . The: 27-hou.. p~· -·gra is dt:' ~:n:d to provide students with basic i'1dt itry kno\~-: c,J;•: .uL fu ·1 ..iJne-1:al .uriror, rrunagement ski lls. In addition, pan: cipnts will b ' ~·ro-•. d.2c -:rri ·.=r~ r ternewi v.iJJ :Jhannaceutical companies :>r the- IH c..1~· of cl1e prq:- r.llll. Vi,it WW"A- UIIa:.e::.u /cm:re::.uc
A certifica te p rog::am.
d e ~ i gr£ d
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cal' 7f 4-687-4592 for derails.
to !!;ive you more than just training!
retail store
The retail component of Laura Ashley, howewr, represents only a parlion of the Laura Ashley story Since jul) 1999, the company has extended its brand recognition via product partnerships with licensees that receive exclusive permission to produce Jtems beanng the Laura Ashley logo. Some 30 manufacturers, all of whom are in the
Get a Jum:eon
top 10 percent of their industry, Ng says, now produce Laura Ashley stationery, lamp shades, picture frames, diaper bags, hats and mittens, lingerie
Fam1liy
and more. As a result, Laura Ashley products are
Fun
becoming increasingly ubiquitous. North Wilkesboro-based Lowe's, for instance, offers L1ura Ashley paints, wallcmnings
I 0 Fun-filled days
and area rugs in its 600 plus home
for the Entire Family!
improvement stores nationwide, and on its Web site. Kincaid Furniture last year
• • • • • • • • • • •
debuted its Laura Ashley collections of bedroom, dining room, and accent furmmre. Retai lers Bed, Bath &: Beyond, Marshall's and T.j. Max;" carry Laura Ashley down comforters and pillows. Last November, Saks, Inc. Group attained a hccnse to manufacture and sell women's apparel and accessories. Ng declines to re\"Cal how much of Laura
Beach Bash Marketplace on Main Mayor's Frog jump Glencairn Gardens Moonlight Music Tailgate Party Fireworks Extravaganza Youth Activities Outdoor Concerts Sporting Events and so much more'
Ashley's business is represented by the
South Carolina
licensing di\ision, but says that it's growing so quickly that the company now is building a 5,000-square-foot showroom at its Fort Mill headquarters to display all of its
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march 2002
At the same time , the company is scrutinizing its retail operations, closing those shops that have been unprofitable while maintaining the profitable stores in major cities. Mall-based shops , Ng says, have not been doing as well as those in destination-type shopping areas such as Charleston's Market Street. (Research , he explains, shows that customers don't particularly like to carry accessory pieces, which can be odd-sized and cumbersome, around a mall.) Here in Charlotte, Ng says the company might consider opening a shop in a "Phillips Place-type" of center. He also says it's been "trying to get back in" to SouthPark- perhaps in the purported Nordstrom wing. SouthPark Mall management did not return several calls for comment. Should Charlotte shoppers once again find themselves closer to Laura Ashley comfort, they could expect to see the freshest, newest products on the market. With corporate headquarters so near - even to the Raleigh and Charleston stores - Laura Ashley's movers and shakers have greater opportunity to learn, first hand, customer reaction to in-store products. "One of the nicest things (about the headquarters move to Fort Mill) is that we actually get to meet distribution heads and company leaders, " says judy Owens , manager of the Charleston store. "They frequently visit, so we can give them our input to let them know what's working best in the store " Product deliveries from the Fort Mill d istribution center arrive "almost overnight," she adds. Had the headquarters remained in Boston, says Kleber of the Raleigh store, the company execs would not visit quite as often. "Now, they can interact with our customers. They not only hear our (store) feedback, but they can touch and feel and see and react to business, right here ... Thei r thumb is [sic] right on our business, and that's great. lt will only make us a stronger and more profitable company. " biz
Karen Doyle Martin is a Charlotte-based freelance writer. greater charlotte biz
b 1• z Take advantage
u
of these products and services
g u 1• d e
from Charlotte's leading business-to-business suppliers.
accounting
hospitality
printing
Blair, Bohle & Whitsitt PLLC www.bbwpllc.com
Dun hill Hotel www.dunhillhote l. com
R. L. Bryan Company www.rlbryan.com
architectural
pg. 20
I design firms
Liqu id Design www.li quiddesign.net Perkins & Will www.perkinswill.com
pg. 30
Sedona Staffing Services www.sedonagroup.com
pg.13
The Transition Team www.lttso lutions.com
autos I transportation pg. 21
Sonya Barnes
pg. 37 pg. 7
pg. 40
insurance
consulting Pomeroy Consulting Group www.gopcg.com The Revere Group www.reveregroup.com
IBC pg. 8
Knauff Insurance, Inc. www.knauffins.com
e-dreamz www.edreamz.com
UNC Charlotte Continui ng Education www.uncc.edu/ conteduc
lnfoVision www.infov.com
pg. 7 / pg. 41
Wake Forest Babcock Graduate School of Management www.mba.wfu.edu pg. 12
financial services
eeoc www.charlottecdc.com
pg. 19
First Citizens www.firstcitizens.com
pg. 1
Hilliard Lyons www.hi lliard .com
pg. 37
South Trust Bank www.southtrust.com
pg. 2
Staton Financial Advisors, L.L.C. www.billstaton.com
pg. 30
pg. 26
it I internet services I education
education
Prudential Carolinas Realty www.prudentialcharlotte.com
Come See Me Festival www.comeseeme.rockhil l.n et Queen ' s Cup Steeplechase www.queenscup.org Regent Park Golf Course www.yp. bellsou th.com/sites/regent Westport Marina www.boatwestportmarina.com
pg. 41 pg. 14 pg. 5 pg. 19
telecommunications pg. 42
Cricket Communications www.cr icketcommunications.com
pg. 13
iReadyWorld www.ireadyworld.com
pg. 36
LanVergent www.lanvergent.com
pg. 42
Verizon Wireless www.verizonwireless .com
Solid Computer Decisions www.scdinc.com
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legal services pg. 27
office furniture Tech line www.workspacespecialists.com
pg. 9
recreation I entertainment
Internetwork Engineering www.ineteng.com Peak 10 Technologies Gateway www.peak-10.com
Robinson, Bradshaw & Hinson www.rbh.com
pg. 43
real estate
image consulting
Carolina Volkswagen
www.carolinavw.net
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human resources
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march 2002 43
Queens College has named Peter Browning dean of the McColl School of Business. Browning will officially take his post on March I, 2002, replacing President-Elect and current Dean Pamela Lewis. In the transition, Lewis will continue building her team of administrators in preparation for becoming President on July I, 2002. Browning, non-executive chairman of Nucor Corporation and recently retired as president and chief executive officer of Sonoco Products Company, was one of three Charlotte-area executives chosen to participate in the McColl School Executive-in-Residence program, which began in spring 200 I. The program is designed to promote the involvement and integration of "real world " business executives in everything the McColl School does. "Peter Browning brings a unique combination of executive and academic experience to the McColl School," said Pamela Lewis. "Not only does he have an extraordinary background as a leader in business and industry, he has lectured at the finest business schools in the country, including the Universicy of Chicago, Harvard and Boston Universicy.With a one- two combination like that, he's the ideal candidate to lead the McColl School toward its goal of becoming the premier leadership school in the country. I am thrilled to have him join our excellent team." Crosland announces the reorganization of its retail division including the promotion of Garland L. Hughes, Jr. to director of leasing, the appointment of John F. Smith to director of business development and the naming of Chris N. Grenier to construction manager. In his new position, Hughes will direct the leasing and marketing of Crosland's existing retail portfolio as well as new development projects. particulary anchor positions. He has ten years experience in commercial real estate and has served with Crosland since 1997. As director of business development, Smith will focus his efforts in Virginia and Florida to develop joint venture partnerships and other alliances that lead to capital investing or land and refit projects. Smith has worked for Commercial Net Lease Realty, a REIT in Orlando, and directed the real estate group for Sapient in Boston. Chris Grenier joined Crosland in December of 200 I and, as construction manager, will work with the retail division in the planning and design of various new projects across the Southeast. Prior to joining Crosland . Grenier served as director of design at JDH Capital in Charlotte . Walker Marketing & Advertising (WM&A) announced the addition of Melanie Wh itfield as director of client services. As Director of Client Services, Whitfield will be responsible for coordinating all of WM&A's cl ient projects and will serve as the primary liaison between clients. account supervisors and other agency staff members. In addition, she will be in charge of developing and implementing all agency and client public relations programs . Whitfield comes to WM&A after six years in motor sports marketing where she most recently served as the public relations representative for NASCAR Winston Cup Series driver Jerry Nadeau and the No. 25 Hendrick Motorsports Chevrolet. Todd Gore lick , a co-founder and managing partner of Charlotte-headquarted Atlantic Assurance G roup, was awarded the 2002 Trailblazer Award by the Metrolina Entrepreneurial Council. The Trailblazer Award recognizes local entrepreneurs who have successfully blazed a trail in their industry and who exemplify the entrepreneurial spirit. Over the past nine years, Gorelick, along with partners Tobe Childers, Jim Seagraves and David Oakes , have helped build Atlantic Assurance into a leading real estate information services provider to clients in the lending industry. What began as a regional company now employs 250 people. services all 50 states and grosses over $ million in annual revenue. The Lake Norman Chamber of Commerce selected Tom McMahon as the 200 I Business Person of the Year. McMahon is the broker in charge of Newport Commercial LLC based in Cornelius. He opened the firm in 1999 with partner Kate Gaither. A successful realtor for nearly 20 years, McMahon has spent the last I I in the lake region. McMahon was recognized for his entrepreneurial spirit and commended by his staff for radiating energy throughout the office and advocating teamwork.
44
march 2002
First Charter Corporation has announced the promotions of Phil Jurn ey to the position of Senior Vice President and Central Manager, Kevin Todd Moore to the position of Vice President and Eastern Area Manager and Jerrell M . D eaver, Jr. to the position of Senior Vice President and Western Area Manager. These promotions are in light of plans to realign the Community Bank organization into an Eastern, Central and Western region. This move enables a more efficient, customer-focused network of financial centers. The three regions will be led by an Area Executive with the support of a Retail Banking Manager and a Commercial Banking Manager. As Senior Vice President and Central Area Manager, Jurney will be responsible for the development of commercial and consumer relationships in Mecklenburg and Iredell counties. Morgan will be responsible for the development of commercial and consumer relationships in Cabarrus, Rowan and union Counties. In his new position as Senior Vice President and Western Area Manager. Deaver will be responsible for the development of commercial and consumer relation-
ships for twenty financial centers sweeping from Lincoln to Swain counties, including Ashe and Alleghany. The Mecklenburg Board of Councy Commissioners recently appointed Kath i Knier and Robert Bisanar to the Board ofTrustees ofThe Public Library of Charlotte & Mecklenburg Councy. Bisanar is a lawyer with Duke Energy and Knier is a communicy volunteer. They began their terms at the Trustees meeting held at end of February. replacing two trustees whose terms had expired. Continuing their terms on the board are C. Don Steger and the Rev. Bill Wood as chairman and vice-chairman of the board, respectively. as well as Laura Foxx. Patsy Kinsey and Patty Norman. KIRCO has announced that Steven Szymanski joined as chief financial officer. Szymanski will be responsible for KIRCO's growing portfolio in the Carolinas, Florida and Michigan. As a senior officer, Szymanski will lead all accounting, financial , human resources and information systems efforts to further enhance KIRCO's infrastructure . Szymanski comes to KIRCO from Spectrum HR. a Professional Employer Organization , sometimes referred to as employee leasing, which he co-founded as a start-up in 1999 and at which he was chief operating and financial officer. At SpectrumHR. Szymanski helped this start-up grow to be servicing approximately 30 clients with over I ,000 employees in I 3 states and was responsible for managing all aspects of its day-to-day and financial operations. Prior to SpectrumHR, Szymanski held executive financial positions with Home Place and Kmart where he was vice president of accounting & finance, and Perry Drug Stores where he was vice president of finance and controller. Szymanski also spent 7 years with the public accounting firm of Arthur Andersen in its Detroit and Chicago Offices directly out of Western Ill inois University where he double majored in Accounting and Computer Science. Melissa G. Post has been selected as curator for the Mint Museum of Craft & Design . She succeeds Mary Douglas, now serving as curator for the Southern Highlands Craft Guild in Ashevi lle , N.C. Post has ten years of progressively responsible experience in the field of fine and decorative arts, craft and design. She has served as assistant curator. 20th Century Glass. for the Corning Museum of Glass; director of The Rachael Collection. a contemporary glass gallery in Aspen. Colo.; gallery manager for Historical Design. Inc. a gallery dedicated to 20th century decorative art and design in New York City; and in positions with antiques, appraisal and auction firms.
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