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U.S.N8Ws AMERICA'S BEST HOSPITALS CAROLfNAS M EDICAL CENTER
THREE YEARS IN A ROW, ONE OF AMERicAS PREMIER PUBliCATIONS HONORS 1HE REGION'S PREMIER HOSPITAL. Each year, US News & World Report lists Ame ri ca's Best H os pitals. Again this yea r, Carolinas Medical Center is honored as one of the nation's best in two differem categories Orthopedics and Urology. In addition, ano ther prestigious jo urnal America's Best D octors- has recognized several of our phys icians as being an1ong Ameri ca's elite. Best D octors, Inc. has also selected many CMC phys icians in irs 2002 "Best D octors in America" listing. T hese recognitions reinfo rce our belief that we have some of rhe fin est medical minds in Ameri ca serving the people of our reg10n. We wish to thank US News & World Report, America's Best Doctors and Best D octors, Inc. fo r recognizing the level and quali ty o f care we give to all our patients at Carolinas Medi cal Center. A heartfelt thank you also to the wo rld-class rean1 of doctors, specialists, nurses and support staffs who help make us the region's premier hos pital. Most imporram , we want to thank the th ousa nds of patiems wh o entrust us with their health and their lives every single day. As yo u can see, yo ur trust is well-placed.
~<;>~ Carolinas Medical Center www.carolinas health care.org
irrustBank
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As a b usiness owner, yo ur first priority is running your busin ess. South Trust Bank 's priority is helping you run your business well. So we are p leased to bring you this monthly business column designed to promote Excellence In Business.
Thinking On Your Feet by Steven D. Huff
Fran Tarkenton played pro-football for seventeen years, went to three Superbowls and set numerous NFL records. Almost single-handedly, he changed the notion that quarterbacks should stand resolutely in the "pocket" throwing passes. Before Fran, quarterbacks simply would not move from the pocket and if the rush were on and the pocket collapsed, then the play was over. Fran knew that to succeed you have to be flexible and adapt to what is happening around you . So he learned to move out of the pocket when the rush was on and find an open receiver. He knew that when the play starts, no matter how much planning has been put into it, you've got to think on your feet and be ready for anything the competition throws at you .
Let Sou thTrust Bank help your com pany with flexible financial solutions.
The same is true in business. Change happens so rapidly tha t business people simply cannot rigidly stick to the current p laybook. The ability to think on your fee t and adapt to changing circumstances has become essential for success in today's marketplace. Here are some w1ehanging principles for embracing flexibility: • Never Compromise Your Core Convictions You've heard the saying, "The only constant in the world is change." Well, successful business people have one additional constant: their convictions. While strategies and methods will change, your core val ues for business and life must remain steady. Those convictions will serve as the compass to guide yo u through the changes ahead. • Never Cling To "Sacred Cows" People who say, "That's the way we've always done it," or, "If it ain't broke, don ' t fix it", may be hanging on to some sacred cows. Flexibility requires that we be prepared to sacrifice everything except our convictions. Even strategies that are working may have to be changed or reworked before they become ineffective. Remember, if a quarterback waits until he's been sacked to try to move out of the pocket- IT'S TOO LATE. • Always Ask The "What If" Question Will Rogers once joked, "Things will get better despite our efforts to improve them." The point of being flexible is for you to take charge of your improvements. Learn to test the limits of your personal effectiveness by always asking the what if question and trying new and better options.
Russell C. Jones SouthTrust Business Banker Charlotte (704 )571-7 483
russell .jones @southtrust.com Member FDIC ©2001 South Trust www.southtrust .com
~ExcELLENCE IN BusiNEss~
Newsletter
A Service To The Business Community Sponsored by: Steven D. Huff is a business coach specializing in small 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.GoForExcellence.com . Steve also publishes the "Excellence In Business" Newsletter, a motivational newsletter distributed weekly by SouthTrust Bank at no cost to more than 4500 businesses. To receive a FREE subscri ption, please fax or email your Name, Company Name, Address and Fax Number or E- mail to: Fax: (704) 841 -1693 or e-mail : steven.huff @GoForExcellence.com.
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f
e
a
r
u
t
22cover
e
s
story
Integrity Counts
After months of 1ntense public scrut1n~ the Arthur Andersen accounting firm l<is been hit hard. And, regardless of the fact that only a handful of Andersen's professionals were: Involved in the infamous Enron scandal, the whole firm suffered. But the Carolinas partn-:rs rema1ned determined to survive and, as of june I, found new l1fe 1n Ch1cago-based ::;rant Thornton.
10 Overcoming Obstacles
de artments
Husband and wife team. jeff and Diane Hunt, have bu1lt CES Screen Pnnting from the basement up -- l1terally. Starting 1n an
publisher's post
4
employers biz
6
unheated, una1r-conditioned basement. they have built the1r company into a multimillion dollar business.
auto biz
16 BOLT Strikes Charlotte with Innovative Brand Solutions BOLT began 17 years ago as a partnership
36
With its new layout , the 2002 \ o lkswagen Passa t WS packs more into its engine Jay, perpetuating its award-wi nning midsize seda 1 line.
biz digest
39
on top
42
biz resource guide
43
between two product design professionals and has grown continuously, developing 1tself into a prov1der of"complete and powerful brand solutions."
28 Creating Markets to Conquer Charlotte's South End will have one more notch in 1ts Design Center belt when the new Ferguson Bath, Kitchen and Lighting
on the cover: Th is month's
Gallery opens 1n the old Atherton Mill building in late fall.
32
cover features partners from Grant Thornton's newly aquircd Charlotte office.
At the Speed of Business The business landscape of the Queen City has changed dramatically over the past two decades as Charlotte has grown. Local attorneys Rob1nson. Bradshaw & Hinson have kept up to speed to serve the needs of the Charlotte commun1ty, from Fortune
500 companies to start up compan1es.
greater charlotte biz
clfaflotte iz august 2002 3
[publisher's post]
cliaflotte iz August 2002 Volume 3 â&#x20AC;˘ Issue 8
Unfortunately Health Care Reform is Essential! No matter how you sl ice or dice it, no matter how you package it, HMO, PPO, POS, our health care system is still not working
Publisher
when ind ividuals cannot get health care coverage in North
John Pau l G all es
Carolina. In fact, according to the Health Insurance Association
jgalles@greatercharlottebiz.com
of America, nearly 17 percent of non-elderly North Carolinians
Associate Publisher/Editor Maryl A. Lane maryl.a. lane@greatercharlottebiz. com
are uninsured. That means that out of 6.58 million residents in 1999, approximately 1.15 million were uninsured. And that was
john Paul Galles, Publisher
the tally even before the recent economic downturn. It is highly likely that many more have jo ined the rolls of the uninsured over the past two years. For much of the eighties and the early nineties, health care costs seemed to be out-of
Creative Director/Asst. Editor
control. With costs rising at double-digit rates of inflation each and every year, federal and
Brandon Jordan
state governments attempted to regulate the health care industry to rein in costs. Instead
bjordan@greatercharlottebiz.com
of adopting a broad-reaching federal health care reform package in 1993, the health care industry reorganized and adopted "managed care" as its primary strategy for cost contain-
Account Executive Lindsey D. Trausch ltrausch@greatercharlottebiz.com
ment. HMO's and PPO's popped up in every community. Fee for service coverage from traditional health insurance companies became virtually non-existent. Apparently managed care worked ... at least for a few years. In April of this year, PriceWaterhouseCoopers (PWC) released a report showing that premium increases actually
Contributing Writers Jay Ahuja Andrea Cooper Heat her Head
fell during the early to mid-1990's and were at record lows from 1994 to 1998. However, health care costs are again increasing at double-digit rates. PWC projected the overall increase to be 13.7 percent from 2001 to 2002 for large employers. If that is the increase for large employers, then you can surely bet that small employers should expect at least 15 percent
Casey Jacobus
increases and maybe as high as 25 percent even if their employees are healthy. If they have
Andy Mi les
any major infirmities within their employee populations they will experience eve n higher pre-
Lynda A. Stadler
miums. With costs increasing at that rate, the number of uninsured individuals will continue to grow even more rapidly than expected.
Contributing Photographer W ayne Morris
Our American health care system relies primarily upon employers to provide health care coverage to their employees. Since World War II, the federal government has encouraged employee health care coverage by providing tax deductions for health care premium s to
Greater Charlotte Biz is publ ished 12 times per year by: Galles Communications Group, Inc. 560 I 77 Center Drive, Suite 250 Charlotte, NC 282 17-0735 www.greatercharlottebiz.com 704.676.5850 Phone 704.676.5853 Fax
Press releases and other news-related information, please fax to t he attention of "Editor" or e-mail: editor@greatercharlottebiz.com Editorial or advertising inquiries, please call or fax at the numbers above or e-mai l: info@greatercharlottebiz.com
rienced by all employers. Many small businesses do not have adequate access to insurance for all of their employees, certainly not at an affordable price. While the U.S. is spending more on health care - by any measure - than any other country in the world, we continue to have the highest rate of uninsured individuals in the industrialized world. Something is fundamentally wrong. It is time to once again address health care reform. The argument against a federal health care reform package was that health care is delivered locally. It was argued that federal mandates and a federalized system of delivery were only more expensive and complex. It appears that we are bound to experience more double-digit health care premium increases for the foreseeable future . We simply cannot stand for that. It is time to fight for further reform, but more appropriately for reform that serves those with the greatest need ... small businesses and individuals. Those are the unfortunate losers in our health care system. The battle for health care coverage needs to be fought on two fronts .. .first, contain costs
Su bscription inquiries or change of address, please cal l or fax at the numbers above or visit our Web site: www.greatercharlottebiz.com
to individuals purchasing coverage for themselves and their families! Why not make sure that
All contents Š 2002, Galles Communications Group, Inc. All rights reserved . Reproduction
That change must occur on the state and national levels to succeed.
and second, increase access. Why not provide the same deductibility to self-employed and doctors and hospitals publish their rates and charges so that individuals can apply consumer pressure to lower costs! We must bring pressure locally and statewide to promote change.
prohibited. Products named in these pages
We always fear inappropriate change and the imposition of costs that we cannot stomach, but living with health care cost increases like those that are projected and watching the num-
are trad e names or trademarks of their respective companies. The opinions expressed herein are not necessarily
who can afford it. We need to open avenues so that more can afford it and participate in our
in whole or in part without permission is
those of Greater Charlotte Biz or Galles Communications Group. Inc.
4
employers. Over the same period, individuals and persons with sole proprietorships have not been allowed the deductibility for health care premium s from their income. Small business problems within the current health care system go beyond the costs expe -
august 2002
ber of uninsureds climb is even more unacceptable. We have wonderful health care for those wonderful health care delivery system.
i greater char lotte biz
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The
EMPIO TERS A~ SO
CIA!' IO
Legislative and Regulatory Highlights for Area Employers
N
visit~ .
Ulder CIGNA's plan, consumer~
• New Law lets Pat:Erts !ilE HMO
they
North Carol rians have soT e added n..;;::le
wil start pl'fir g s·::>me of the difference.
in dealing with their 1E'tln l'Eirte1an::r tHM0 ·1.Thc~e
,.. t-o ·eel their
Under tile currert pr::>posal, CIGNA
patien~
up tiered systems in many markets, North Carolina surfaced as one of the first because hospital consolidation in the state has
wile go :o Presbyteri:an Hospital for outpa-
decreased competition and increased prices.
1-110 has wrcngly d'"r €C th=rr cov=rc.gE
tJent surs.:ry would FlY a $250 co-pay; at
CIGNA has 850,000 members in North
hc.ve a dispu: e resoluti:>n pro:e;s that a bws
Carolina,; Hedica Ce1ter, the co-pay would
Carolina. (The Charlotte Observer)
organi:!.ations
trem to go co court a:i a l:c:t Caroli1a bec.::'lmes
t~e
c::>mparies in
i'Jorrr
be $750
:at:& d ten sta:e :o
alow an unt\appy pa:ielt to c;~.re
>~p
stat~!
>JE
mana6ed-
coLr_ he l1w :ook
eiec: July I, 2)02. (TheAssv:.ctEd Press_
Co'fl9· a11ounts and other details are nor final S:.m: hospitals want to negotiate
'l~ry
b)'
CIGNA HealthCc._-e o" 'krth C:t-::> ina, ooe o( Nod·, Carol na's ;orgest health 'lSure-s, is
prop~ing
hos~itals
a cosr
"r;~.tin;( system
:or
in 1'-lorth and SoJJ:h Car:Jiina.
Fatierts will l:e faced ·.1itt
hi~h=r
coso i'
ney use h0$Fitals that: are :x:n;idered ri:ey. Alth::>Jgh
th~
tiering
s~st=n
effect until re:xt yea·, I"..Jort:n ul a::l11inistra.tors recEived
·.vll ro: g:: ilto ::~rclina
1CSpi-
le:tt:r~ di~closing
second major ruling addressing the
CL:;NA s op:n to tr€se discussions. Tiering
Americans with Disabilities Act (ADA) this
;~.n
att=ra::>t to •:ontrol growing medical
co3ts. Stc-F- Graybill, :a health care consultant
unanimously ruled that an employer may deny employment to an individual with a
1CIGN.t.) 3re goilg o do something other
medical condition that could become worse
than sit •:n their hands and take a 40 percent
due to conditions in the workplace.
ra:e
ince;~.;e."
Hospitals, on the other hand,
an independent contractor at one of
:lc·es nc: ·.4ke into consideration a hospital's
Chevron USA's oil refineries. He applied on
:jlality c r
ch~rit)'
care, said Laurence
Chevron. Each time he took the required
M~dical C~nt€r,
pre-employment medical exam, it revealed
whidl is in the $750 outpa-
tient tie-:
liver damage, eventually identified as being
Has:::i:al tiering s relatively new in health nre. rystems were introduced this
exposure tc :he price differences
l::e:-~en
year
same regardless of whch r,e!V>·orl< h·:::spital
two separate occasions for jobs directly with
-Hnsdale. =EO cf Ccncord's NorthEast
rad ttle
"ileir co-py> ha'e bee1 tre:
The employee in the case worked for
are u'lh:p::y "Vith the proposal as the system
h;~.ve
~ ospitals, a~
year. In Chevron v. Echazabal, the Court
"Vi:h Wi licm '1. t1ercer Inc., said "They
t:1e plan in . J ne. Traditicnally, con~Jme·s
The U.S. Supreme Court has issued its
plac:eme1t. ino a low:r-priced tier, and i>
• CIGNA C:.-Pay Rocte t ·J Hospital
• Health May Be Considered in Hiring
inC;~.
ifcrnia and Massachusetts, which
caused by Hepatitis C. Chevron refused to hire him because of the liver condition, which its doctors said would be made worse
:are oftEr, -rhe first sutes to see managed
due to continued exposure to toxins at the
c;ore trends.\'Vhile OGNA is planning to se:
refinery. The contractor laid off the employ-
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e> e> e> e> e> e> ~
augJst :;:oo:L
704.814.7277
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greater charlotte bi:;:
ee in response to Chevron's request thc.t it reassign him to a job without exposLre
to
toxins or remove him from the refiner;-: The justices ruled that an EEOC relJiation, which permits companies to bar employment of a person if the job migh jeopardize his health, is valid under :he Americans with Disabilities Act (ADA).The EEOC, which adopted regulations inplementing the ADA, included a requiremelt that an individual not pose a direct
thre~
to
his own health or to other individuals ir me work place. Disabilities rights activists disagree with the Court's decision, labeling it as "workplace paternalism" the ADA was m=ant to outlaw.
Under the new ruling, employers ha..e a bit wider latitude in excluding
employee~
with disabilities from jobs if the performarce of the work poses a direct threat to their own health.As always, employers should proceed with caution and examine each situ;ttion on a case-by-case basis. Decisiors tc exclude an individual from consideration t.r employment must be based on job-related requirements and be consistent with busness necessity. (Counsel's Comments Issue f\-(1.
3 7 - Edwards, Ballard, Bishop, Sturm, Clark & .'<eim, P.A., The Wall Street Journal) • Incentives to Use Mass Transit Increased
DO YOU WASTE VALUAB ~ E TIME INTERVIEW NG INAPPROPRIATE CANDICATES? WE CA HELP.
The Transportation Equity Act for the 21st Century allowed employers to offer their employees up to $65 per month in pretax transit benefits beginning Janua -y 1998. Now, that amount has been increase j to $1 00 per month. Employees may use the
t:enefit to commute to work on buses, coilmuter and light rail, subways, and vanpcols in vehicles that seat at least six adult passengers. Employers may set up a plan in one c1 three ways: • As an employer-paid benefit up to $1 00 Jer month for each employee, where the employer receives a tax deduction and saves on payroll-related taxes. • As an employee-paid benefit where employers allow employees to set aside up t:) $1 00 per month in pretax income. • As a shared cost arrangement between Employers and employees. Interestingly, in a survey conducted by \Vashington-based work/life firm, Xylo, Inc., S5 percent of American workers feel that
greater charlotte biz
::tugus: 20)2 7
ccmmuter assistance benefits would help : hem but only 17 percent can get this type :;yf assistance
:iriving
to
from their employers. Although
work remains the top commuting
:hoice, the study suggests that employers ~mo
can often gain tax breaks for offering
certain kinds of commuting benefits - aren't rreeting employees' needs for transportation s olutions. Surveyed employees who have commuter "perks" are almost eight times more likely
to
use public transportation than
those who don't have assistance programs.
P.s traffic congestion grows and gas prices r-:main high, commuter assistance programs may prove to be cost effective "extras" for :oth employees and employers. (Success
F:ecruiting and Retraining)
• 2002 Wage and Salary Survey The Employers Association 2002 Wag-= and Salary Survey, a comprehensive report on local pay practices for over 290 benchmark job titles, with information broken out in the form or averages according to com-:Ja'Y size, geographic location, and industry
:ype, is now complete. It is available to participating members ofThe Employers Association free of charge and to nonparticipating members for $195.
biz
The Employers Association is a nonprofit Charlotte organization that serves as a comp•ehensive source for human resources and trainings~rvices
targeted to keeping area member busi-
ness owners, managers and executives abreast
cf current developments and concerns in the ruman resources arena. Founded in 1958, the
Association maintains a broad-based membersfjr: of over 700 companies from all industries in the greater Charlotte region. As one of over 70 nonprofit HR associa:io•£
nationally providing HR services ta regional mell1berships, The Employers Association solicits ir (oFmotion from its own members and engages in a national information exchange among all Employer Association Group members under the auspices of the National Association of
Manufacturers . The above excerpts were taken from The Management Report, the Association's mont.1/y newsletter informing members on new /egis/atiJII and trends affecting human resources. For mell1bership information in The Employers AssociatiJit, please call Laura Hampton at 704-522-80 I I or visit the Web site at www.employersassoc.co,...
8
august 2002
greater c ha r lo tt e :Ji<'
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8 "I d. ng CfS Screen Printing f om t e Basem nt Up
<:Lgu:;t :?.OOL. II
T 1e Hunt, own CES S_ -,~en Printing and Enbw c1£r; <W\ w.c~stsi'1 s.com> ir !nd an Tra l In Jn i1 : JStry where p aye-s come ;nd gc - n ;J f go - CE~ emplo 'S 1'5 md is po ccJ j to ea rn between $2 11J $-. <lillL•n t:1i s year Client~ inc ucc Duron ramt5 and Wa[Jc."J\•eringt, l'-ort 1eao t ".rCL!ical Center in Cc 11e:rd. The 1-)a·t Southl ark, t: ' rae ng fi-_ ·r Motor Sports, m c fc.sj\·als suclt as Vlauh ews Alive md f.el.e Cher:: in .t'3hi"VI lle. Ttc cv n1 <n:; pl:)duc~ custom logo i· c:m ; ir:cl;cirg embnidered shins' nd h<:G i 1!-- pens :offee mugs ard tLr likt~. l a sc· creal::- custom Ccll<loguco frcm ..-hch Cllplo,-ees at client fi1ms ·: m plalc ordc-s. t\ lull -tin..: bJsiress ·, r lle Hums since LJ9::.J. CIS h ~s at ra ...?d its share of fans "[efoc CES, w-.:. d ,•,c·rked with se·,·era( Olht:r wlnJcrs and c:·JUidn'l depenJ on tl-c: =1uality of l3i" ir produ·:l5 or the 1 abi it). o rre::l de j lines," sa>'S judy 'u:ndlc i1 N Jr -eas· ·-l ~dica l Ceme1 ';mark ·t rg d:pr:..m:::nl. "jeff just ro-x lJ tb , re p a.; dep:-J,cab le . ll e
12
aup st 20C2
nukct y::n_ le.:l ik - :ou're the Onl) c J Storr.::: r h.e ~ lf l_ l:.n::>vo5 you're C< 3 dea::Uine, bc'lJ evt' deliver his pro:lucts hirroe f to 112<:': 3L £ )CU !:el them :m time -l.e'5 .~J h.igt" s.ancatds'' M.:n : :- :::•trill, c:no..l.llL:ations sup..:-•i5•:>r \will- IY_ron in £-eltsvillc , M:l. 9)-"3 hr c: rr ~ Il;' m•se CE3 to ·J.:: its 5d.:-sc w-::e -:xr:: ·· de - "b::cause 'A-t trusttleT '7\'::.tru'· t1· er1 o provdc ex:.:dJEn_ =tull ly p-o.:iLcl5 ;;.t exceiLn· pnc:::; "\vitl- o· : P!:c1 L custcrner se~'>i::e. " Quil ha:l work~c ~.i!h a Cr"•zen d,r.:renl _:na-o:· ::.11d ~ ~.pe:u:.l ·y comp:;,n es befc-::> sel~..r~ng ~-= -._ HLnl hs a15c· ::. :.tingui:;hed hio·.s:-lf as a ~L i e·> dfe:.::l.i.-e :crrmdnity !~ace. W3-: Lad· .• n;rrn_<>d 1 rr crx. of the Cra -ICltt: r:&L'n ~ --blneto.vn HerD<'"....s' earlier tb ~ r~ ar i - Jart f01 ~lis effTts aft~r 3eptcmJ:r l ' l. lie ;:r_d Dian~ crea:fc al e sc·ld a -::t.r otic l-shirt , do1atilg l -~ S2'i.CX• in :=r 1f"its tc the Ame-tCan F.d C-o.;:; J the Her -~ r~ ~ suo:ci"sS look easy 110'N. r•lU shedd ~·.C met them a f~ ,v ycc rsasc·.
Broke'l Ba c <, N::>t Brcken Drear'13 As a lC·- --ag.:T ~r East Durb::Tt , jeff -l.unt s ep r a "]t':l-oom' that ....-as actual!? n un leacd porc:1. l. ..1..-as so cold a ~l :cs c·_· wdeT left o_l O\.c-r!igh t wou ld fr:-:zc -It li.-<ed to nag re how he woL ld es•:<:"Je tbs: place. Fol)tl:Jll providd J -, ,~si :· i bt:;. A couple o ~ colleges h.1c tall: d about g:VIlg hi n partial ath e.ic scbob nhps. To ~ uy ir sh~p~. he -v-estled durin,~; [ootbal 's d~- a5!lr. He ·a-ed wd. until Decem be:- of his _.ni::n yea wh_n he had to Jke o - a ~-ln:tg cpJonc.r ·.vho outweif;hcd ·lim. Tle opxrcm br::Jke Hunt's .,acl<_ Hu-t <las beCJidden fc r fou r nonths. --:. ~ D":l e::; pound~.. His .:ireams cf a fo~k 3Clolar3hip ·.vc:re o.•c. Evcn lhr.:::ugr cJ the pain in -jgh s:::hoo l, sc-,etbln.~ ::osili\.e did .l.<:~: pcn. He met ::iz.n:: Lac ri~, a smltl, pr ~ uy girl who sh are::. r s: .l.mbitic r. HUll collected a:-rd rec:':::le::::l slass bottlco tc earn enough IJGTe> to t: k= her .J.tl. WiLl :~:• roJncr for col e:ge, 1 t: lll
grea-:Er cha-lott.e biz
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tE.nded accraft ne::l:- anics scl:-cool. H ~ ~j :.r:_
?,n:::ua
19.36,
J.c :'. ;r d ~• .t:tir <. in-'! it.O, )00 to
~.,.as
f~·?'
hired illmedi-
years ',\ .cS earn-
s ; o~COO
c..nnJa.ly He
md ran production in th e an room. jeff handled long-term planning and strategy In those early years , employee turnover was a constant challenge.
::ire "'e <: PcrLbe , <.nd = ·aoc , ~ Jv~ etcedes. 1b ~y •J....,-,eJ -errcl p-- perl} nc LOok
their work environment, they could see
loJ- g ·.c •:1ti··,ns. ::..i ·e v.c:.s good. &.t it
why. There was the awful work space,
W1.3r.
1 '
and the fact they diJn't offer employee~
:::nc•U,?;:1.
jeJ c.nd Dian: wa.1.ted tc• bLTi d retr ng cf th...<ir o"\ n. They saw the scn:e'l -.xi 1ling i:x:lus -y \.kic~
3S
one in
ttey :: :m :d d.J :>etler hen
com~
pe ilcE, tuth in qillllty of >1/.otl:and in n 1c;90,
p-•Jfts
When the Hums looked 1-onestly at
JS
a sidelin hu;iness,
trc c::J-ple opend ::::ompeu i·:~ Edge s rl3 . n::. - no I Cc lled c:=s S-: -een p- ntLT ~
health insurance or retirement benefits . ln their industry that wasn't uncommon, but the Hunts always wanted
to
surpass industry standards. They decided they needed their
·Jwn building to help attnct and keep Jetter employees. ::vera! banks turned _!own their loan request. But in 1998 Wes Sturges, president of First Commerce Bank in Charlotte, decided to give the ncdgling firm a chance. Though he worried a little when he sa.._ their current facility- and had to sit on a box during an initial interview with the couple, because they had no chair_ - he saw what he calls thzir "amazing determination." "Jeff and Diane were working dou bly hard to make it happen, and that's. why we decided to help them," Sturgz.; says. The plan paid ::Jff for the bank anc
•::A.l ~ ~ n
y e>cpE.ri=ncc mace
3 las~ ing
i ~J ~es~ior~ jeff :1.a:l ::alled ::n rr anager; ct 3 sle.:~l<b.Juse chain, and was delight·~rr::1
CES. Today, CES has its ·Jwn 11,000square-foot facility off Independence Road in Indian Trail, and enough
:hey odcr::rl 600 sb ll3. Tre Hu ~ .:.. ·cnr<:ctcd tbe - sub·xnt-actor
employees so the Hunts can offer groL D
\\.he c. tb : t poirt d d aU tjct s:reen
all the changes, employees started to
ed
p· n.in:s f-:•r th::n. 8.1t the
s~_bcomrac
health insurance and a 40 I (k).
"Witr~
see the organization come together,
w- " >e'7.::d up this :Jrder L ~ rrihly," Jeff
which in turn helped them see the
sa;s -:-,e Hunt; colidn't se ! the shh·t:-
potential," Diane says. The company
to tb.tr
n~w
clirnl. ;;a, they bought
has been profitable every year since iG
Jri::1t-.g cquiprrenL the :n:-eb~s. read · h_ rs.uLlior mcr:Jal, anj ~Dyed up
founding
..L- ~cckn
Jumping Obstacles One by One
p- ntii:g shirts. They di:ln'L
-ukc cny monc:y, but the cq::etiencc '11.a ~ me reahze :n; worJ is tl.e
As CES grew, · he Hunts encountered problems faced by most small owners at one point or another. How
:;._ -c15cs. thng 've ~ot" Jeff sJ,rs. E ,r lY92, ·h.:: ?It-tim£ bJS ness h:H] ~own e•nugr~ tha _he H-mts r.eedcd o tiO\'l t ~L they' co...ild af0rd was a
entrepreneurs dealing with similar cmllenges:
t•asem:::rt in 1\tnth~vs tha: J<..cl:ed 1-e~ L- g ~j ;;..r conditi•::n.ing. jeff Tade sak:-3
• Late payments The Hums' lack ,Jf
<<.lis ·or the
bL~ire:os
from 3:((1 a.m. u
:. 00 r-n, the::~ wo-ked at h' ~ irlire j;::b f: m 3:00 1= m to 11 OJ p.m. Ther, <..s r C>V", Diane 1- ancled d<..ily ope rat or:o grea1er :ha-lc:te
t
~
they coped can be instructive for othc:-
experience as business owners meart learning day by day - with sometime:-; costly results. Though - Es sent invo ~ c es promptly, sometimes the company •
•
~~
-
lNC(}IARIDTfE CONTINUING EDUCATI• . V:Sit our website, NWVI.Conti 1uingEd ucation.ullOC. edu cr call 704-687-2424 for n::re infc•rmation on these progran.; and for a competE listing of other prograrr~.
did rot follow up en lat~ pa,mentountil they wer:: 20 _o 30 days late. '"io L can i11agine the prc:blerrs this caus-d," jeff Eunt says. N Jw. the bookkeeper revie'O\.'S accounts re::eiva:Jles twice 3. week, and calls c ients \\.ho c.re ore day or mo~e late ir payhg. Ihis step c. b<e has g.ven the comp3.ny nuch impro•ed cash 'low and the staff another oppo~ tunity to talk \vith customer~ and g;l"".lge their ceeds.
• Lack of written rooedt.res . W<ile the HL:.nts alwc..ys assume-d they'd do whate\·er was nederl to _set the joo done 3Ild make tl:-.eir cus omers han::y, they <:\so knew th~ ir compan,.' couk. be more efficient. Th=:y hired mc..nage-rent consul:ants, Tre ~Acnagrnn Group T Charlotte, to lcok objectively at company op::rations ;; nd g ve honest ad ·c~ for improvement. Prncip3l Beth Monag-<an helr:ed tre Hunts jevel•J? writtn job des: ripti;)ns md -;vritten proced-Jres for :: reating comp3.ny pToJucts , fr:Jm the day a :lieiL plc.ces an order :<J delivery cf the jcb. The resuhs have teen dramatic , Diare Hunt says "Now uat ever?bcd; in t 1e omparr_f has a d ::fined responsibi\i-y, they can focus more on the:r . ob," she says. "Empl·Jyees became oss s_res~ed
t e:ause t 1ey knew what to expect each cay wher they came in-" Custc mers also benefitted, says \Vendy Maddox, office manager. "Our rnstomers have a clear understanding cf t <e ne:-<t ~tep throughout their order J=TOCeS3. II Monaghan helped CES develop an e-nplo:,ce handbook which defines responsib lities for both employees and ES. lt Outlines company exr:ectations aJout rarciness and other issues. But it a so discusses what employees can e:<pect in return, such as vacations, "Jesocal day~, holiday pay, and health irs-Jrar.ce. • f ·nd nG the right technology. Gi en the Hunts' home-grown start to tre~ r busioess, their use of high-tech tco.s was imited. They came :o realize tl-ej needed a more sophisticated ap~_::roach to their accounting. New scf·wue w•ic• tracks accounting. purchasing, in-ventory, and sales, "has been an in.:redible asset," says Maddox. lt a! ows the company to budget more precisely and have up-to-the-Dinute in -ormatio• on sales and expe"lses. "The pDgram has definitely proved t8 be '-"Orth t 1e few months of confusion it .ook to conquer it ," Maddox says. • Do-it-myself mindset. Perhaps the biggest obstacle was the Hunts' attitu:le of wanting to do everything themselves. "We thought since we owned the company, it was our responsibility to order everything from new equipment to cor:y paper,' says Diane. Soon, they recognized that the reliable, competent people they were hiring wanted more involvement and responsibility. They delegated the task of ordering production and office supplies to their staff. providing detailed budgets. "ln most cases, the employees
14
greater charlctte t::iz
w-ere able Lc sl-op some of the items ;;nd get better pricing," Diane says. An unexpEcted benefit: employees <:..so became tr.:<Jre awJ.re of expenses nd developed cost-saving ideas. The production m::: nager, for instance , cuL the company's: cost for rags from 55,000 to $1,000 annually.
Fight from .he Start Even though the Hunts had much I•) learn, they :~lso drew on innate talcrus. One was an openness to giving . "leir emplcye~s room to grow. "l'm :JWare of how many Limes people ha::to' ~iven me a dunce ec.rly in my life , because of m>- background," Jeff say~ "We have con5ciously hired people <\-he might not ha\.e been given a chance dsewhere" One exarr_ple is Maddox. Hired "~ a. clerk, she wa: timid and seldom sad two words to the tosses. That's why Diane and Jef wer~ surprised when their office nunager suggested Madd.::"c ::ts her repbcEment. 'You mean that gtr n the back7" Jeff remembers saying. 3ut after wall:ing her through what the . ob would erLail, followed by a forrru:. nterview, LhE Hunts decided to try Maddox. 5he has made the busines:; run more smJothly ;:tnd profession;:;U>Ancl she crecits the Hunts with "changing my life. l never :<new what l cock! do before thEy gave me an opponuril~.' The Hunls ha·;e changed other lives , too. jell Hunt . who never had a new bicycle ".S a child, donates dozer~ of new bikes. to kids for the holida·13. He expects t•) give c.bout a hundred bikes this ye:~r. The couple contrib..ltc~ to Matthews Help Center, sometimeo making priv :~. te donations of children= beds and otter essentials to familit~ n need. Their khdness and determinali ::-1. have served1hem well, says The Monaghan -roup's Beth Monaghan "They don't understand the phrasE, '-L•, we can't do . hat.' They are extreme:' motivated, end they're open to all 1. ;-ds of possibilit es." biz
Andrea Coof:er is o freelance wri:er.
~harlotte-based
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[biz rofile I
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pcluging ~r <.::t ;r.£ Lt.z:ials, and ):Jint- f-s1le displ.::y:.tha! ~= ~o the d~SiEf uscL. in the tllo.-. t~ -1-.ch»_c;_ '\nd b~ ''J=owcrful sJ!uticns,' tJey 11ea1 tlat they :lesig- brand e~pe:·ie •.es t h~. h.:tve the k rd or impact that engmd:-5. :tr::mg b ·mL oyalry. t.l.•lllta~ Je, whose Lit i- r _r,: ·~9gn prmc pal, W1S recrui ec irL: J C cu>iness b;> Mc.chen, woo kner l.:ft t ·e wtr ;xr YJame:r Boitrl, d rc.:to· u brmd :luek•pme· jo(ned rn i.987: Eo::: ·· .::;ib~c•l. pn.-3dent. in l qo: Ed Landc-celd, - .tsinc5s nar.af.Cl_ in 10o;2 c.nrl Ed Holme, vice prc:~dE:!' _ c! b____s r ess de,·elq•men~ ir 199>_ The-e fc ur r:- en :\·en-~lly J- ned Monta;~u : as :n-r::rs m._ in 199L hey named th . ._o-·J-_ D)'
=c.! L'y "conplct.,' he:,c me<~r .- _t they ::acsign :all .1..-;pe--·' cf a b .md:; mvrocti·~r I'Cith co•;xu::<:o., fr.ml tr _ ·k->it:;n of the 1roduct ibc . tn Lh: !XK :agir .2 1r d :oimol--sale di;p a,· ·~slOT d.,-.;ig_r ard bnr:L. c• mmurkiL K 1c the cc noulll-:r. Fe instance., L:::-,\co; - lcmc lmpc:cmcnl ht·ed BOU klr lhc r n~v'- lirt_, f Kohl· to 1ls. BO U :: ·C;Lc :J t•~ 1: Lar • , name and lo;;o, etc vJb C .LUin.~ eiJS~~T :•ni;:;; 1d amaclin ·a -,jl; h•r the· )·ll; hrn thc:y
18
augu~1
2=c:::
B01ter sa;-s tla· the r.an~ •:h.on.~ v-'as a fi.rst :tep in bu !ding a nran:i L>f th.:: c)np<:."ly. ·'Our hra1d stanc~ for IICUtinglu tling: o client~," :-'1)-5 Bo ter -For 50me C iclllS _ ITCalS JUI s;:-~J t::: ~1},r>t_ ot..- abilt;to reSJ))n;:_ c:-t-l•JrdmTr ly cuio.kly. ' bu ing a lezd : f ~L GU:k For OL!wro., •t's bcng ·ig•t on ta r;,ct 'A th our clfsign :cluti "lS .. hke a Jolt ou -:·1 ~1 c:ltapult. 3tu ding t 1c ··omp.m:. ha_.., btcn a lCl§ p3i lStaKmg prxess aucrc±in2. tL;mde,e d. "Vv 1.cr l joinec BOLT _ ·-,c :c•n.pan: wao m c_irc straits,'~- ory:_ ~-t· 11uch S• that rad last yea 3 ec •1.:111;: Jo,v1t.nn occ_rrcd the1., ~it '-':JU d h1,c
had disastrous consequences for us." Among other challenges. BOLT struggled in the early years to create a steady, growing stream of business. When BOLT was busy, they didn't have time to market and prospect, so prosperous periods were followed by leaner times w1en sales and marketing actidties were increased. But, says Landefeld, "the company is now a thriving entity ln fact, we have actually come out of the ,Jownturn ahead of many of our competitc>rs." Because of their combination of skills and expertise, he continues, they were able to cut their costs and survhT-and then to "bolt" ahead of the competition because of proactive business ventures and expansions undertaken during the downturn_ Pan of the reason they ha·:c come out ahead, says Landefeld, is that while many companies lost pmjccts at the first sign of the economic downturn, BOLT worked with key clients to use the downturn as an opportunity to position themselves to leapfrog their competitors JS their markets began to ITCO\'er. Montague is enthusiastic about the company's growth from a very small company into a medium-sized and quickly growing one: "lt's phenomenal. It's long and arduous, but f .tn and difficult, it's fun, it's painful, it's fun."
A Bolt of Understanding Through the early difficulties, BOLT looked constantly for ways to bring inno\'ation to their market. The> found their niche when they began offering complete brand solutions_ The process begins with market research, and they don't mem just focus groups and telephone surveys. They also offer ethnographic research through strategic partners. For instance, while doing research for a line of kitchen storage units, they went into pecple's homes and studied how they actually use their storage units, what they put into them, where they put them, how they get them out and microwave them, and so on. On the other end, they videotaped people shopping, to sec what they look at, what they touch. how they rcsponc in real life to point-of-sale d1splays. Ergonom1c research is also a large
greater charlotte biz
pan of their eiTnns. For example, while hclptng one client com·crt a piece of i\A~,\ technolog: fi'l1m a medie\·al-loo~ ing contraption of cords and wires and hummmg machinery mto a kid-friendk \'ideo game complete \\llh \\ire less controller n the form of a helmet, they had to measure the heads of children in order to create a helmet that could comfortably be worn for long periods of time by children in a range of ages. Then, they tested the mcxlels for the \'ideo game, called the Thought Caster and used to help teach children to concentrate, to make sure kids actually would willingly wear them. Test models and prototypes play a large rule in the design process. Design~rs can pin their computer models up on a design board to share and solicit ideas. Then they take their plans back to the model shop and create a threedimensional working model.,\ desk, for instance. will then be sat at, \\·orked on, knelt under, and generally subjected tc all the actiYities an end user might put it to. All this research allows BOLT to assist in designing a product that will meet and exceed the consumers' expectations. ln addition, they disnwer what Boiter calls the "compelling truths .. of the brand. That is, what the brand truly hc.s to o!Ter the consumer that 1s not m·ailaJie elscwh~iT. "\\'hat's the truth that's built into th 1t brancP" asks Boiter. .. Because when you communicate that, it's not only iTCet\·ed but it's believed. And\\ hen a consumer belie\·es 111 something.. 1t v. ill create loyalty to that brand " To communicate the "compelling truths:· BOLT uses what they call "design language." L\Tr)'lhing phystcal about a product is pan of its design languagethe wa·>· it Iouks, the way it feels, the way it works, the packaging, and Sl1 on. It is BOLT's job to ensure that the message communicated by that language IS consistent and meaningful. For instance. in a pair of night \·ision binoculars callccl "Night \1ariner," their goal was to commul11cate that the product was high-end but eaoy to use, and destgned just for night boaters. Everythmg from the aqua and gre; colors. to the wa\·ing lines of the binoculars, to the comfortable. >-
greater chat-lotte biz
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to ]•3-sic n <n::l )2Jj~ht. Th.:ir tren.:l>· locaticr 111 ::-c•r.lh ELl a- d g -a 1 store tuildinl!, 1-:: i l\ iting 15 i:; th2 foyer \..Til!- its thTe :::brm.r..s ,-nal cb;:Jlty _,· c:omp:eted pr·)_~ _t:. C·r. :crd in ·..1-g-: Jl -·cks :t§l nst ore '-illl ;:uJ t bt!,( r aquc with their ·: ioci J sut: m.:lll o n the: ot 1c:r wJU. In
!he-< de -ign sl3- i<:ns re:;.tle am d pin-up bnard5 f. r ·;;o-:.. ; b p O? --:ss , a mcod£ wJrl·:!:hcn, and a U-r ,.:-y 'Nith peric·iicals ran.~ng
frc•:l Rolb?, ~ton:: tc ~p J::-rs ll.h.t ;t.ratc·J . TluoLg - c:-Jt L'Je spa:::e a-e statior5 .vhcr::· cco-;-_p e _c·: projects aJT sJ-o,..n h procc'-5: a ·.,~Jr~ table with ,aria t or~ o-. the K.-b;: - "cl design; tiT; fU1LLiti •_ 'v/Orbtct:: r: : Cl,>3ted fo - ::alJ co:n cr e-nploy<es; sa :nplts of l.Jrc: L•od pa c~e-. -do: 1nd ~fter ph;)to~ ,,f :1e ThL ugh1 Caste- vi :l c" ?,aT.e helmeIZC [l fi:'-L -es and n.:.rkwng tc• c. :-ht f\ JS diS{:· Ia >. the. . r : t : n I:' shows a! the bta'l::l w• :r :, bU1 full t<>d; forrrs cl.Js:• aying the beet 5c ; 5cn-, : lothes. 1- a: cht io:- B.)C r.: Pards employe.:s f,, - e:·_C:'"Jtio.-r;J cuEto:r.er ~e-vic and meet 'lg \. C:-!p<. ry ~.q:-ecta.ior.s wiLl "EC L- E.uc-.s" ,;,it v.·hi<:h they c;Jn order it.::rn~ ou of a cta_·g ead, year. Esc e1p .· yc ·~ -, cei\~i :tt : py Jf tie bLsiness plan . nd a wa . et- ~ :::o::L crd \.li th
grel-:2 - :::harlotte biz
-em nders like 'Extremely sau,fied cus_o m~r~
is our rr:ost important responsi-
Jilny," and "Personal/family/st=iritual/ phys1ol needs of our staff will be respeced and supoorted." Says Gibson, Jne of their inentives for building the ::ompany is
tha~
ti-e larger they are, the
more opportunnies for growtl-_ they car_ ::>ffe- their employees. The combinat:on of innm ative approach, creative leaders and motivated
REGENT PARK
staff has paid o-T both in business gro-w1I-.
GO L F
and in criucal recognition. Last year, BOLT was awarded two gold awards
CLUB
JOIN TODAY!
from the Industrial Designers Society of Ameri·:a, what Mcntague calls the "Oscar
• )1er_ and Ladies' Loc.ker Rooms and Showers
of the industrial d~sign industry" In addition, BOLT won gold awards in 19QI)
• The RP riil with Dining FaYilion ( · eating up to 150) • Golf Club Repair and SW>rage
and 1994-they are the only southeast-
BOOK NOW!
ern company e·,·er to have won more than cnce. This, a:lded to the numeraLs
For golf tournament.'event bookings, contact linda Senneker
national and international design awards for both brand an:! product work, gl\·es BO:...T great credil::ility not only with clients but with peers across the count7 as welL
Bo tmg But the principals at BOLT are not content to rest on their laurels. Recent ly, they have opened an office in
ew York
to better serve their fashion clientele. T1t
new c.ffice is pan of a push to focus their
Goli In~ tructio n
effc•ns more strongly on two ·•e nical mar -
Spe ~ials
kets-fashion and home imp;-ovement.
Conl3ct LPGA Tead_ing Profe~s».::. nal,
While BOLT has no intent to lower the r
La
level of service to existing clientele out-
:t C~on. for Summer Go •If lnsblction Sp- eW"'
side L:1ose two markets, their strategic plan focuses on serving those two markets
i:-~
greater depth.
The choice of vertical markets hac. a
Proctice Ball Bo nus Card RveLar Buckets c f Prd.Ctice Balli 30 ... reg. 57 ·o
lot to do with where BOLT is already serving. In the heome improvement market,
t~1eir
clients include Lowe's, GE,
Home Products International, and Un:or Tools. In fashion, !ZOO , Van Heusen, G.H. Bass & Co., Geoffrey Beene, Nat
Get .--.:~-line t'ps fr•:>m egent Park Go:>If 4cademy Pn tfe iorutls :It -ww;r n .corn aod ea h Satt:rda-r
and - n day roo~ at 8:20am oo C6.
Nast, Fone Cashmere, and P1at Farm Eventually, they plan to expand into addiuonal cities c..nd other vertical ma rkets. Whatever the future mc.y bring, they .mend to meet it with passion. biz
Our Busines s · Golf! 7 0 4 .541 .00 23 8 0 3.547.1300. 800.&1 1.5530 505 3 Regen P...-kwa y
Fort l.li ll, SC 2971 5 Heather Head is a Charlotte-based
" " - · rege ntpa rkga Kcl u b.c c:m
freelance writer:
grec.ter charlotte biz
c.ugust 2002 ll
22
august 2002
Er =- ater x: harlotte biz
Andersen
Carolinas Finds
a Strategic Fit Grant Thornton Carolinas partners and directors. Front row, L-R: Tom Shepherd, Randolph Smith, Mike McGuire, Brad Gabosch, Bill Spears, Steve Menaker. Second row: Mike Ryan, Mark Ballew, Kathy Habluetzel, Allen Wilson, David Berezin. Third row: Keith Malinowski, Ivan Strunin, Jeff Burgess, Scott King, Stan Levy <National Managing Partner Capital Markets Services). Back row: Doug Gawrych, Gene Schlaman, Dave Youngdahl, Gil Kayton, Alan Day, John Keener. Not pictured: Don Bailey, Rob Byrd, Kevin Beasley, Trent Gazzaway, Kelly Jones, Mark Larson, Scott Schattenfield and Ken Sharp.
After months of intense public
firm suffered, including the prac-
scrutiny, and then an unprecedent-
tice right here in the Carolinas.
ed criminal indictment by the U.S.
But through it all, the management
government, Arthur Andersen , one
team of Andersen's Carolinas
of the world's most respected
practice held fast to their goals,
accounting firms, went down hard.
anticipated the worst and set up
And, regardless of the fact that
a " Plan B" -
only a handful of Andersen's pro-
would never be necessary, and
fessionals were involved in the
the one that ultimately saved their
infamous Enron scandal, the whole
practice.
a plan they thought
in Grant Thornton Th eir goal was to find a way to keep th e Andersen Carolinas practice including offices in Charlotte , Greensboro , Raleigh , and Columbia, S.C. -together to maintain th e high levels of integri ty that had made them success ful thus far. As of june l , 2002, Chicago-based Grant Thornton , the seventh largest accounting firm , made an offer too good to refuse and acquired the practice almost in its entirety. "Ou r hearts were with Arthur Andersen and we neve r be lieved that thi s would happen ," recalls Mike McGuire, CPA, former partner with Arthur Andersen's Carolinas Practice, and current managi ng partner fo r Grant Thornton 's Ca rolinas Cluster, rega rding the outcome of the Andersen trial >-
a1d the su·=~-ecu;:n: :cnsequences to the: -utiJn L hr "L's tea.J.:y un::>elieva::>~ I kno,v a L• : o:· th<: 1.=-.rdetsen] r:eo"J-.e ·Nho vc:te in.,olvo::o: [·Nith Enron] a:1d I kno•p
t:l ~:'
ha·:e a k . higher
int~srit:'
t!-ar "'·- at wc.s !=••rtrayed. l thi:lk tJ-.e f rn -was r-eatecl unfa rly ; it got tc b o s c:h a j:<Jil:tcc.J story Ev<!-:'OOe E.Se nvol·:ed toJk the Fifth [ <-\rr.t.r.cmclt excq:t .1.1. - ur Anderser wrc• tri::d . C •:J:>pente an•j :lo :he rig.-: t t1irg. And A.1...-lers.::n got ·'lit hardest te-: nst. noted:" el:;:: was .alking. l thir k a lot of · t-Jng_ w-::re taker out c·f ccnto::xt l d::m 't t:J.ink a!} On.:: ever tho.1gh : it w .. o·,:_ play o-ut this -vay." Regarc(e ,5 :•: whc.t
\V3.S
M:Guir ~·s
har-J:c::in~, ~
op nion c[
b::1ew ney fac ::d
c po:er:tia-1:' ci::astocs E>ult. 'As a par:ner gnup our c. g~d ....,c.s to keep our people m:l our che.nt:; together, r:o m:~:~r what. 9...'-:: nee · e:l ·o plan for the
wm~t
:;;.s::. \\ie. g•Jt a lo· of incp.iri;: ;
fror.~ L ~.~ :·:he: Big -:= ive firms , lY.1 Grant Th :·rr..:.:_:n offered t.t:= the most 1pp o::>riate l f~ JC~t. ' ()r::...lt Thorn 01 mc.de its o-a·. into tht. C;;~Jiina:; 11arb: t ec.rlier tl-i ~ ~ \\ i--, t -.:: :o.cqutsitJo of Gleibernar. S?~H: SJ-.<:phe:d & Me:1aker, :> -\ __,
and we wanted to take advantage of it ," says Shepherd. Grant Thornton LLP <www.grantthornton.com> has more than $1.7 billion in revenue worldwide, and caters to middle-market clients (defined loosely as companies with up to $1 billion in revenues). Unlike typical Arthur
Cb-bt:e To:r. 91-::p he ~d and h ~ f'.! low p;rt-,c:; a n e n.ot Thorntol cr:=·ce
Andersen offices that focus primarily on Fortune 1000 companies, the Carolinas
qui::kl; r::cog iz ::d the strength tl-e Arde:::en gnup :c uld instant y p o.ride to the. ~ ":.tatt up" "Jractice. '"Y.'e k"1ew tha t the poiessior..Jls aJ: Anhu A.rde ~~r: ·Ne:::-:. !=eLole ::>f integny. md the)' l-.3:1 a ~milar clier.t focu:o ~nc. wmmilm '=-.t :o qLahy It tecame apprent to us . a: the:''d b~ locking fc r ;; nw I-erne ~Jv.>. wnted <.s many gcoj Je:>ple as ·;.:e : :J1Jd g: t. ~though we '.'.'E:f'= 't r::afy ·JC -ir.g for r.., we were 3L d ly pr':~err. ec. w:i : 1 c uniqLe oppcr.ur ity
Practice had a broader base of clients, consisting mainly of midd le-market companies. Andersen's Carolinas practice was a perfect fit for Grant Thornton, which was looking for acquisition opportunities to support their growth strategy. "With our acquisition of Gleiberman Spears Shepherd & Menaker in january, we entered th e Carolinas market , and we immediately began looking to expand on our base here ," says Ed Nusbaum, CEO of Grant Thornton. "We saw this as the perfect opportunity to acquire some talented professionals to fit our practice and further the reach
growing region for its high concentration of middle-market, entrepreneurial organizations, technology-oriented companies, and mid-cap public entities. Grant Thornton's strategy includes a focus on professional excellence. Our offices have served middle-market clients extremely well over the years and we look forward to continuing to serve those existing clients in the future-" "I believe it is a strategic fit since there are a tremendous number of things we do similarly," agrees Shepherd. "Both practices have a similar
culture, we're both client service and growth-oriented, and we've both worked on developing strong teams. There have been very few integration problems ; we're working through things as we go, finding the best solutions as issues arise. " Both firms service clients in similar industries including manufacturing, technology, financial services, non-profit, construction, real estate, and hea lth care. With the acquisition, approximately 231 Arthur Andersen employees in the Carolinas- including 24 Andersen partners- have joined Grant Thornton. ln the Charlou e office, the firm will be represented by 16 partners and 154 total employees.
"We were honest with our employees even when we didn 't think it [the firm] was going to survive. We had such
Grant Thornton LLP At-A-Glance Grant Thornton LLP was founded in 1924 and is committed to serving middle-market clients around the world.
us Revenues
$1 .7 billion
$380 million
Staff
21 ,879
2,700
Partners
2270
311
Offices
652
50
Grant Thornton LLP serves cl ients in a focused group of industries including : -
retail health care technology financial services hospitality manufacturing and distribution
-
not -for-profit sectors public sector government contractors construction real estate
Source: www.grantthornto n .com
an incredible focus as a group that we practically willed this solution to happen." 路Mike McGuire
The Perfect Storm Starting last fall when Arthur Andersen first became implicated with Enron Corporation for the destruction of documents related to the audit of the company, the entire firm found itself drowning in a sea of bad publicity and public skepticism. Andersen emp loyees around the country became vulnerable, and many partners and professionals began jumping ship while o thers lost jobs as individual practices began to dissolve. But something unique happened in the Carolinas - partners hung together and emp loyees stood by in support. In Charlotte, Sandie Wyllie, executive assistant to Mike McGuire, took action. "The employees in our Carolinas offices knew we were totally innocent of what
was going on, but we were vulnerable to the situation and we were wondering what to do. We relied on the partners for guidance,'' she explained. "Since the partners were holding 'town hall' meetings regularly with us to encourage us and to keep us informed, we knew they were fighting to save our jobs. " In response , Wyllie circulated a petition within the offices that emp loyees signed in upport of the partners. "We wanted them to know that we were going to stick with them, to continue to serve our clients , and we weren't going to leave them high and dry. We're all about our clients here , and the partners needed to know that we weren't going to abandon them, that they cou ld depend on us. " According to Wyllie, nearly 95 percent of employees in all four offices signed the petition that was read out loud to the partners at a "town hall" session in April. "There rea ll y wasn't a dry eye in the house when the employees read that petition ," recalls McGuire. "They
believed in the partner group and it was because we've always had a very close team. We were honest with our employees even when we didn't think it [the firm] was going to survive. We had such an incredible focus as a group that we practically willed this solution to happen. During the who le ordeal, we had what I refer to as a 'honey comb effect,' in which different partners and managers kept specific groups of people encouraged and fo cused - linked together with a common goal. ln 20 years with the firm, I've never seen people so focused and together, the efforts were monumental. " job offers to new recruits were honored, even those who were offered positions up to two yea rs ago. At many Andersen offices, says McGuire, recruits' job offers we re rescinded at the last minute , leaving many ambitious, qualified candidates looking elsewhere for positions. Also, all of Andersen's community commitments in the Caro lina markets have been ho nored >
To Greg Ross, an audit manager with the firm, it was not surprising that the Andersen partners thought far enough ahead to formulate an effective surviva l plan. "l was never in doubt that things would work out," says Ross, who had worked with Andersen for four years. "The partners were constantly demonstrating great enthusiasm and had a 'stick together' attitude. We would talk about how we needed to educate the Carolinas and how our reputation shouldn't be tarnished by
McGuire, the group has lost less than 10 percent of their client base, and they are already engaging new clients as Grant Thornton. "We are in a people business and our clients have rema ined loyal to the peopl e they've worked with over time," he exp lains. "Along with our employees, we continually kept our clients educated and informed. There's
what was happening, and that really
being a negative, as the Carolinas deal is only one in a flurry of activity. "The Caro linas acquisition was the first in
been a lot of honest and open communication." Grant Thornton is clearly not concerned about the Andersen name
a series of acquisitions of Andersen offices around the country," explains usbaum. "When we became aware of the outstanding people in th ese offices and the great clients they served, Grant Thornton was very anxious to acquire offices or personnel that focused primarily on the middle-market" ln addition to the Carolinas, Grant Thornton has completed transactions to acquire the entire offices in Orlando,
name on the door now, but the people that served our clients so effectively in the Carolinas are still here. I've never been more proud of the people with whom l work than right now. The firm [Arthur Andersen] was great, but it's the people that make the firm. " "Everyone was looking for some good news, " says McGuire. "l mean, we were in the perfect storm and then we were on dry land again and that made everyone's spirits soar. Our challenge now is to keep moving this highly-spirited team forward; keep the energy level high. " The Carolinas Grant Thornton Practice Most Arthur Ande rsen clients are responding favorably to the Grant Thornton transition, moving with Andersen partners to the new firm, insists McGuire. Because, he says, clients are loyal to the people who have
Albuquerque, Tulsa, Tampa, and Vienna, Va., plus the middle-market practices in Cleveland, New York, Milwaukee, Chicago, Houston, San Francisco , Boston, and Cincinnati. "We have also hired partners and personnel in a variety of other cities. To date, we have acquired approximately 60 partners and 450 employees throughout the country, but the biggest single group is in the Carolinas," Nusbaum adds. "Personally, l don't feel that taking on the former Arthur Andersen people tarnishes our reputation because I know the quality of people we're taking on board, and anyone who knows these people would feel that way, " asserts hepherd. "Everyone is excited about the prospect of moving forward and creating their own practice as Grant Thornton. "What happens from now on we'll have created ourselves. We are basically a start up , but a whopping start up, " says McGuire. "I think our 10-year anniversary will be extremely exciting. " Although a similar entrepre-
neurial environment, former Andersen partners find Gram Thornton's management hierarchy to be much flatter than Andersen's, giving individual practices the flexibility to serve the specific needs of their marketplaces. "Arthur Andersen was managed more central ly," explains McGuire. "lt had multiple management levels. But here, I am one of a handful of managing partners who report directly to our CEO, Ed Nusbaum. And he makes himself very accessible to all of us , which l think will be a great benefit. " Currently, the Carolina's Cluster is the fourth largest Grant Thornton practice in the United States. "They have great expectations of our business ," says McGuire. "G rant Thornton's Carolinas practice is already one of the largest accounting firms in the Carolinas, and clearly the largest focused on the middle-market. The practice has always been profitable, and we expect that will continue. The potential marketplace of middle-market entities in the Carolinas is huge , and we anticipate that Grant Thornton will gain many new clients, allowing us to grow and prosper into the foreseeable future," says Nusbaum. According to McGuire , the "good news , bad news" scenario they face couldn't be better as they work to build the Grant Thornton brand across the Carolinas. "The bad news is that people
Thornton, and the good news is that people here really aren't familiar with Grant Thornton, " he says. "We have the chance to build our brand and let people know that we're the premier globa l accounting firm focused on serving middle-market companies." Key services, says McGuire , will focus on assurance, tax and business advisory services including mergers and acquisitions, due diligence , personal financial planning, and litigation support. McGuire predicts an aggressive expansion including a significant growth in the number of people and new clients over the next year.
1-ia•;e yoL sr:ert year:;: entering jatc. inl:::> ~~ :E-n :h::;t sti I d::>esr t g i·;e you what yo -~ed? 1'Jla~/be il's tine tor c. :;ra-ge- a::: a-:~e in sys:er-s ora dlanJe ir b sness pc.rt•=rs to relp yo pul l it c l ::Jg~er.
I fo"./is o- can hei:J y:::u create a busiress sclut :>n th3fs for yDu. \o\'e 'l1p ement. c.ustc.m ze .: ;.nc &.~ppeort a'lrcd-vt nning bu:sin=ss maraJerr:m' tocls ,,.,;u-~ p -D'I.·en resu l:s . Tu yoJr da' a into 1--.n::rvv.edgs. '.~.'7: Call hBir:! ri~h:
)~ i n f o vi s i o n ... .f6JJN:; IE:
"Our biggest challenge is getting name recognition throughout the Carolinas communities. We're going to be networking and talking with a lot of people in the coming months, " says Shepherd. "We know what is important to middle-market companies. Grant Thornton sits down with company owners and executives at an annual Business Owners Council meeting to learn about critically important issues and how we can better assist our clients."
~UJlJ;Y,
U.STI
f'-' :rcsofl
Great Plains ?ARTNERSH:P
E.;s ne;;s S.JILicms ~arnr
by c3 sey j;: cobus
Creating arkets to Ferguson Enterprises Uses Niches as Their Way to New~ Grovvth
be: a j:lace where s01.:1.ecne ,?l:mnins a one more notch in it~ Des1,5n Center belt when the new Fergu~< n Bath , K1tchen nd lighting Gallef} opel's in the old Atherton tl.1ill builoling in late faJI The 31llery will replace Fzrguson Enterprise's current showrooo, ·.vhi:h
new rouse or a rerr odd.inf: can s.:np. get so-ne new ideas, rice rte trollcf, gn a :.andwich and 'Je :orrfcnablc." Braig recognizes thoc m ·ny cus-
ight'ng and V3nity cabin.. t:., a;
~ll
as
plurrbing, kit::hcn and b.l(l fh:-ures. Braig is pJtt:lg ti-e
e~-1~9son r~i
dent a! constrJction becc:..1~e te tdie:ve:.~ it .s om impor ant niche h ti-e CLarlott.:
tcruers don't fed co:nfo-tab e in th~
marl:ct-and one at ·11hich Fe:rps::n c<..n
""'olesale e:nvir·Jnment Jf rna:-~y suppl'-etS s!-_owrcoms He hof es the ne\·,
be successfuL
appraach V"ill double ti-e corr.pan;s
in there because of r.:sice 11 i~l ~nstruc
busines~
~-.vo
'The Chalone e:corxrny
1-a~
hun-s
!on~
says Rob Braig, presidem and general manager ~f the Charlotte corporate
entire sec end f.oor oft 'le r.e<v shYNr:>:Jrr. The firsr floo: o[ the ole rr:TI v;.j![
center. '\Ve want it to be a CJmfon.able environTent for the con~u~r. ll .,,ill
be dc:dJcatec to dozen~ of Jther l res.
<.s. \..( com '1.ue tJ have pl)pulation grc wn uis w ll con-inue to be J strong a e1." While Fcrg.1son is part c·f 1 natio1al corr pany, it s the di.vis o< of.} s c.rupm.y into lCO •:orpcrat~ ::ertcG that allows it to 1eact qu'ckly to tLtrc<e. nee:::ls and adapt to locc.l eceromics "Ferguscn is emrep-e!et.:r .a , 's1y~ Bra g. "lt attracs indeprulert thinker:; wh11 like auL:Jn:•my. We luYe b·:recib e flexibility to make our C\o\n cedsi.ons :m d
LL::lt.:ding jacu.e:zi, 1nd will showccse
cre~te
is acros the street and connc...::ted to the company's warehouses or Tren:.Jnl Avenue. l also represents a re'W dJcc-
show::-oom
Jver the <ext
Y'"ars.and ffilidify FergLSon.S 'JOSition a:. the sLpplier of lugh-3nd fi.<Lurc:;. in the Ourlo_te marke:. Ferguson is imestill.g a h1lf-mUlioo
tion for .his singularly su:: e:sful
cblla-s Lo renovate the 5,000 square bot
supply ccmpany. "This is the premier
b.rilding Lis panrcrirg with Ko.J er, its l;;age~.t vendor Jn tie rrsid~ntiJl side •1f ll:: l::usiness. which wi I oc.:upy ~
~::>Lin
Charlotte to do somethins
li~e
greater charlotte biz
this "
tion." says Btaig. "As
something in ~he rrarl.:e:tplac=
>
auF!:t 2002 29
that oner c.o-upanies can't CllJ k:::ltE · Shce it'3 bunding in 1S53 b: prtlcr-3. Ferguson Emd-pr.s:::: <www.feqJ~on.com> has cnnl:d rn thre~
size e'12:ry fjvc years Origin;[~::: r:lurr --ing sq:r:l> 711:)lesaler, the •:oT:'TII)' star~J vvitl: jJS_ two location:: ir: Was1.rgtcr:. =•.C., and Birni r_g::u-~. Ala ln l95f, Cro~:;r.)ads Suppl; c:::eru.:i _., AleX3ndric:, '!3 , and becam ~ :.1E umb·elh com"Ja:J.y [oJ be three locatitn>. Peebles Supply vvas O"Je'1ed in l95S L r:ewfOL New;, !c.., br David Peeble.;, ·..,b.;
;~ -r,
..1gc ·-:?. ::em :)ar! 1<.5 grown 8 t re,.. ts:.i~ . -t .::u·rentl: :mploys 100 F-•pk a::d is •.•n.e c:>f f er;Ls<m's most fi·c:b c carr: Jratc: ctnt.::5 Es~s1.~ , "'Ne h;;••e n~ flexibility to ~j._ <:rd "'-.L::>:rc:.:::t tc th~: 1:1JS_ness , based on o:3.l re.ils. We chose c•ur own niche, b_,.~c .:m Ahat w?. llir k ov:. can do better JJ:;I n:r~ el-e v.hil~ oJ >:)Orting cor?-:-:tt~ g•JI': [:; =.t :he :.arr e iin.e''
r-.-
·-e ha re incredible 'lex bilitv to make
becaTc the ~end presider t ~n:i
J
cl-.ange::l tl-e rar:1e of the mJ.n:gm6 ccnpc..ny tc• Fe ·g.o·Jn Enterprise::, Jnc Urdcr P::cbb;' leadershi:J. "'cg-_sn Enterprises
§ICW
to be an inCL:i:::-: __eader
by bLi.ding 01 the American d ~of O\\.ning ~rd operating a bLffies;. Fergt:scn rran:::gers were enttff:erc_rs who st-_m rx their busines~e:: b ~,;=d :JO local Tc..rko· ::.unands. By l93.L ,_.-!-en the COmp3n::' W1S cCCttired by Wo~::lt~ :::.Jc. Ferguso< :u:.c ;6 locations in l i 5::a.::s. Wolsele:-s :i.n:rr c.L1 strength ~~ r;_b,;ted to .=:e~cns
p1e:10menal grcv' 1 ::-·he next cle:::JCe U:co)-, Ferguson b...s :=a~:.s :)[near!)- $5 til ion and more tmn 7:~0 ,;ervice enter:; l;cated in 47 s c..~.cs the 'Jis~rict
,)"Jf
O\A,-n dec sions
a d create something in th~ marketplace
that ether companies can't du:>l icate." - Ro Braig FerJUson 1
Entcrpr se(. pre-si::lent o.ard Eereral m nager - lE Ch::nnte centers . es several dif-
ucts specifically for builders. "Builders will be able to see products that usually go directly from the warehouse to the tract home or apartment," says Braig. Ferguson also serves the commercial market. It supplied the new Westin Charlotte, as well as the Charlotte Coliseum, and the First Union and Bank of America buildings. While the commercial business is slow now with the state budget crunch and not as much capital in the commercial markets, Braig doesn't expect it to stay down for long. "I expect the commercial market come back strong within the next two years," says Braig. "There are always schools and arenas to be built." to
However, he believes the industrial market will never again be what it was in Charlotte in the micl 90's. "When the textile and dye business movecl overseas," Braig says, "the industrial sector leveled ofL That's why we're always looking for new niches, to keep the balance in our business." In addnion to the company's focus on the retail residential area, Ferguson is also expanding into the heating and air conditionmg market. An HVAC
M~la:l.
fcrcr r:url- -:b. Th: rLSicL:n:ic.: market is strc'.(' 2; ;md 1'5s 6 ::xpe:ts i1 ::J stay that way
division will be integrated into the business beginning this month.
The •:harb_c center, wl-Lc- irduL~.O rhe regi::t '.\i' 'Ln c. 45-mile n -'1.1 ~ openetl in l17f. tLiough the 10-1.:-_:iik; of Atlas ::up:)·;_ S nee Braig a::-rP.d _7
The ·e-v gziln>· is desgrec t :: attract more ol th:: t. ~·sc t cu£tcm h0t:1e: huilding businc:s~ . At hz -sa c: ti w :, th 2 :)1.:! showroom
The HVAC division is actually an extension of the restdentiaVcommercial markets. Ferguson already supplies material such as pipe values and fittings
of ::::.)lu11bia, Puerto F"i•X•.
3aoado~
a.n•l T-inidad
·Nil 1::-e
~ecl:= i~?.c LJ
d.isp .a: Tore prod-
Henricks Corporate Training and Development,
30
augu~t
2002
greater charlotte biz
to plants c.round Charlotte, inc~uding Hickory atd Gaston·a. 'l thir_k this can be as large for us as the plumbing business," he says. "We can be the primary source fc·r corJtractors en a whole range of pmc.uns.' Braig has set ano:her goal for h.s company's future: to provide unequaled customer service. Chris HJtcber.s, a :eryear Ferguson etr.ployee, has been promoted to operations manager with the charge to get the product :he customer wants there on time every tir:1e. 1
'1 expect the
commercial market to come back strong within the next
t\VO
years. There are alvvays schools and arenas to be built."
to supply not only standard things, but also the special things they want when they want them. Braig believes Charlotte is a great place for doing business , but that it also demands the very best and won't put ur: with companies that are just average performers. "People who want to do business in the Carolinas, come to Charlotte. It's the place to be , but you had better be good,'' says Braig. "Charlotte doesn't allow businesses to just get by. The businesses that thrive here are the ones that are very good at what they do. " Braig believes that Ferguson is among those businesses and he intends to ensure that it remains so by hiring the best and the brightest people. "The state of the economy is secondary to having bright creative people working for you," says Braig. "l want to work around people l enjoy being with. l want them to have the same enthusiastr for the company that l have. " Consequently, Braig says he doesn't hire people to match a job description.
Rather he hires people who match the people who are already working for Ferguson. Braig's wife, Chris, supports the business as a marketing consultant along with partner Kathy Segodnia. "They are as enthusiastic about what we are trying to accomplish as anyone else'' Braig says the biggest hurdle he ran into when he first came to Charlotte was getting stability in the marketplace. "We had to let people know we can be trusted suppliers," says Braig. "We had to build the relationships of vendor to supplier to customer." Now that Ferguson is well connected in the marketplace, Braig believes the new ventures, the retail gallery and the HVAC division, will pay off and continue to grow the company in new directions. 'There are some good years ahead," he asserts. "We have to keep the balance in the business. We're always looking for new niches. We create our own mountains and then we have to get over them." biz
Cosey jacobus ts a Charlotte-based freelance wnter.
-Rob Braig "We'r:: in a very compethve envirorment," says Braig. "'Ne have to be v:gi.allt a·:out doing things better Jnd doing them right. lf we are timely and accurat.. e·,,ery time, v-ith every customer, we. cc.n compete with any supplier in the market , Because of its status as pa:t of a national company, Ferguson has a co::r..pe~ itive advan:age. Ferguson Enterprises has five national distri:Juti::m centers, which can supply its corporate cente:-s on a dail; or week~y basis. While this cuts down on what has to be maintained locally, it mLit::pl:es what .s available loca[y "It's irr_portant t:J stock deeply enough to st:pply millions of dollars in inventory to our U.S. branches every c!<Jy," says Braig, "especially as it re.ates tJ unique fixtures. We have a quicker response to an orde:, even for somethin~ unusual, than our compet:tors." Abou: one-fo ..trth of Ferguscn Enterprise's business ·nvolves supr:lyir.g special needs, things it might do mly or.e time. W~1ile this :s costly BrJig says custcmers want the ompany to be able
greater charlotte biz
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Att e 0 Bus
s
Robinson, Brads aw & Hinsl n Create Business Solut·ons to Keep Up With Todays Fas -Paced B siness C mate Rob nson, Brv::Jshav> & Hn~cn. PA. <'N'NW.rbt-. ::om> i5; a bustness iaN firm spe::diz~E trJ :.:'Tiple::: c:rpor:Jt: U•:xJsaC1on~ cxJ litigctJon. -:h':: (11""1 :;er'.r::.S .Js :awse/ •c puo/r: atXJ clo~e-rheld co.-paation:; O;Jeratin?; in ccx-=sfc ::;,1(1 'i-•·eg.--. 'Tl•Tket.:;, J-nizd liaa1ity ·==·mpanies, lmited an::.· ge1e--al p:1~nersh ps irc'ivciucls, municipc , COI.l'1ty :Jnd state a5encie:;, puliic uti/i..e; ner:.:'Jl:o? in;tiw!t:n;, c.nanc<l i,l;-tutions, anj t::Jx-=xertJt :•rgantzaton~. i.1 a b'CY.JC rJnge o( p-aaice areas. 'Nth r c bu~.
lcs~ t~n
Cif'ht Fo-llme 500
nesscs bc<:dqLanercd i l ChaloLe,
thE r-ressure on pt.:blic comJ:rries t 1
n1Je sxeiaization is e_pired." Ht poirts
delk.::r immeJiate gro·Nth car reSLL in
ou1, "\'/in:: c 11s of •JtJ!='C·Itunity
Lhe bu:;i:r e5s and,capc of tiE :}uetn City
manufa.:turec earring- ratrer Lhan ~m
clo-ne qui.J-_c. just I·)O<Z ;Jt the
haE chm~ed Jr:uratkal y ever the p:~sL
in§.~
accuis:tio ~
tw(l
d : c:dcs T lrc·ugloJt oost of he
t:Wfllt'U
CCtL ry, m:ditior::al, family-
ow-ted Lt:xrif:. runiture.,
ticn
c·~ ~<nics
d HanS?C•rLa-
drove ChaloLe~
ncmk gc:>Y1h The tnrr ~a·F
c;1
cfth·~
C•:C-
century
Ch<. -lotte f rmly estat1 shd as a
bar_Air g .:ap.ral sc.:::o!Ld "Jrl; _c·
f', e'V
vorl:, L= _\\•' up-five nurcy cu-uebarc<:s fo-Li d :JY burgeoning under.vriting bu:;ireos-:':5. Ec:>-orul : growth of tbs nagriude ine.itabl: in,ites the curiotilf Jf the me_ia a:-<i, lll the ca~e or :ub lcly lt:ld cor- panks, the sc-utiny 0 - o:Jzre:l.olders me re;~ atocs. n·c colbJ=S;: :i once-sizc.bt.: pub icl} held co-porzLot'lS Card siguifi=aru_ cmpbyer~;
s~rves 10
§rea-:er :- 'lrl :t-:e tiz
u:mird thar
' rom ma:JufacLUring. Congressional hearings n·-~tr
SC'IIC
otrcr-. llc
em~.•
he.~
G:i.~st.i
ture:s ar d the ccst of doing 1:u 'iines~ .n c liti_siom society have kept nc~s
h--:m~
in echnologr h:~vt hastene:i lbe pa..= or CJrr meTe arrl cre.ned an atrr_.:sr;bc:r: o-just-i1Fime cisdosure. "Sp::ed is pr•Jbably the ti.~~o::st :s.; _:· e.<plain5 Char es Bc·wrr:an, (:Xr:n::ip- :::ruplian·: e ::xecUiivc al Bank ofJI.ro::ri.ca Jt reC[Lire5 firms Lo Lake a diffe-cn: apTcKr Y.Ju nee::! to JXOvid:: qLick a.'G.;;ers .;, hJ may ·,ave takt.n ·Jne Lo six rr C:L lS ::s c 'ten e.<pected in a week or even a \•J=tl«.r d n:J"'-. Be:ause ;)f :hc.t Lurnarcur d ti 1 ~
and
_ han~rg
'"1J1Ure of bus ness
spLC up the abit;-r<· - others to copy
ard carch up to yc:t.. "
Akx Xl.Xh, ,-icc pcsident,
a-to -
hard aL <vork. Additioni"b, :;J-rn -es
rocrg::~s
ney'vc created
naj ,r .::orpon_tion- :md el mi uted
s·a:-rcin5, heighLen.:::d environn·enta. ·:onL"'le Lre'"1d towar:l coqxraLe
-r the '903
pen and
as~oci :ltc
gcr era ~D--:toel anc.l 'ecetary \..rith G·:>.Jdrch :::.Jfporaio'"1, -he worldwide ae:r::>sp.lc -•·-pore! on tb:n relncat.::d iLo hc.c.dq ..1a -er:; to Crado· _e in 1099, agrees tha Le.:had -gical ad•J;cces ha"e changed
11-.: wc.y
-~
'"1ess
i~
dor 2 toda) "! 's mzdc
C\.erytning rstantanCC'\.15,'' he CXp <.ins, "ard 1 trinkthat'~ go· :1 especially
-Cfildr.g :::-~ :::: fi!L-.gs to
J·~ple
arc !.creed
ake it sc iousl· anc it's crea eel an
aL-.osph~e
l•f full :lisdo-:;urc. Ever
th...llgr _ cr::s pre3:;u -c o do thin.ss
>
aL ;;ust 20-)2 33
quic-dy, iOU s C bYe D13ke be ti.J-.:: to do th:np r gr.. T:-.cis -...1):·.1':---; tl-.e m: c<<~ys dten c::>me irtu tbe r cture. SJ- :·ch rev~~ b. "'Ne }a<>;: ::usin:ss loGC•JlS a! ::>ver ::-e wor.:i ar :i 7./e be. t~<<:: t if= citio.:al D l-3ve gooc .v- L-r:1::; mlocc:lllBuket= beca..:se they can. hclr: u= \Vith b .. c:. lav.-,; c.-d issues. 'l:e 1.ad ~ si:ua:icl witt J >f· ~ do\v-_ ·::>l: nr :::re therr~ ;. ~re c.:mtCTL:..<ationaLe~at c::-5 It -,vas 3.::::::n:~p2x sto;:.tion~ a reighb::- "-'as o.c~d and ::t.e ius. Our bw:ciS :X bbin~CJ:l, ?racbhav- 2:: Hinocn c:anc c-• with c :;;ood stra~, and the :;;::e v.: -:t away. It 'Nasa gco::. busc~ s.:::lutL·- as oJpj: J;:ed u \V~ir..g wa~. r·;- kunJ hat tl-.f} 'wJ•Jrk ,vitl- 110: on a relOI..io<=h"J basi=, so \.ten a sit nat cr1 arises, tl.ey kno .li' ·.vha :c.r .:;o::rls are rnd how to s;o Ibo·_ g:::tths, r~soltnion" '- ati>:ul (. psuLJ., r c:. ers _,f "A.a1board ar_d 1 hco-::-r of ott<..: con9::c.cic·= material Likes proacti .-e a"Jp .oach .: enYJ~onm~•tal .on::~r:D FcrfOlrni:r_g inhous~ n:;:t:w~ _each f:a:iity oe-:-y tA::> yea G. ~<rn Scrlr'1an, rt..:: corrr::;·ar.;'s. '-ice pres de-::r a.1::i f.<entl ccJJSCl, exp a·ns, "We -,,crk 'Vitr ::utside: c:r.riror::mcnt~l expo:rts WL ._o.I.sel to}__;: jJ US :Stay Cll tJF •J- i:;::.L~s . ~_:JSUrr -~ prettr in~-t stuff, bu: ·.:.e =til 1.-.ave .c :vatcr ouwast:::wa.erand wast~ w::.Lboad,"
"*
5ch:~ >OTt
LO::S.
:-.. ea :lq-l;:rL -~ d .n C:J.<. t bttc, -..., th L1ir:)'-:JLe rna T_Cacturi~ pbn ..= in th~ Unite:: ~taLe~ rd Cauda, Nar-onal Gyp;uo cf:cr 4uires ~-:JPhisr-cated sef\-c.eo. ~- :::Ju.si:::.e ferris.. '>c '1ifm.:rr poim; OJt. "TI_re are fbo.ncial trauSJ:ttons no-v· h::u. .....e w~-e n 1t ev:.:-t dJLL~ 10 t·~ 1:: y..ars r,o The~- - qur::: E-pe.:..alized ::er<iccs iT :Kld:ti.J:l D the Js...al gamJl o- ~ega -eeds. Fe- exatr;>lc, W( recc_:·y 3.•-:{Lt.-::. a pc:p -:-lam froLt Ge:·-g:c. :?.:.:i:ic a '.-ery :::::>mple-: t:::LI,-~:: tio:-t t,. f::, ... yo:.:s: >ad., -=<r deV4:lO"Y-C. pro_:orie:Lu::. s:: IT.vare br c.tr cGtoncr scrv ce c~-.:er Charlo _c wit : ircL-::ctual pro:JE.n:: UIJCe:-ns "}.':!.. al5tJ &"doped a seore -=/:::1:: sile-x out em cuers. allowi:Ji tl-e:n :: trao::< a-:i~rs, loch n? invcke>. a-.d s-.ch. A3 3 es..tlt.., v.ce 1u::i pri\'J·:y and :::-fidentia tj issces tJ :::mside-. Rol:;"lsor Brad;}t;,_.- & :-'lilliJL ·:ultivated c. tearr ) r~elr -;. th .hose tEsuo:s 34
aJ~L$
2Co)~
nd s.:'::I:Vi~ tbcse nee::is. -=-hese :-Jatto:s ot priv-;:~c" hc-•e b-::cc·mc a bz co:-t·.< ~ od a ne\o\. ar~:c. cf lav; .:<at 'Va~"t JI:J.c:l a ·ew :~at3 c...~o
&:;vrrn a:.d;, ".~.s c ~k-::><. bani-, ·Ne t.!Se -'1L:-tdro:lE of law -lrm: -r.:rr. 3 I o.~. but . h~ b<rr i5 h.gl h.::1:e. L::s o:'~u av> · ookcc. tl<.t lawyers here in Ch:.rbttc :tre 7er_; g1·:•c -:-re ct.y h::.s ;;ere ver:. S·JP 1.is:ica ..d ;:u; res;es m:i be:aus::: ·Jf that. l:L\.y::zs in Clt:tr~ . l2 Gm n .:uch llJ 'Pith \a.',.y:r3 arr:.••,:l.e-e I-' fOe j..l5l tT.e sJpJ.igjcajJo -£ o::a bu:he::;s.:::. tha. ha= ::!Ur;;ct:G !:J:h sO•Jd ..lV':'EG tO :::hark:Ue; ·t's c:lso be.:::.u~ . his i5 :1 ~r, li<'abl~ Li:y ·,vher~ JUC•T"lf)S caJ DGIV2: t:le e;::;tcr-ent of a h_:s~ =irr p::-acti:e ard he d-allnges of 1::- g -eases , \.Ttl- cu- the: reocru srow-:h •)f bsLl~SfS i:1 Charlene, }':"'J :f sur 1av~ }_ gh q ..tLlirr h-.;...yers her~: ~au . sst .>~ouldn'· hav:: C.o mary o: the dk:::rs :y of ~p;ri3:c~::
~rh~
o :y hc.s ~orne er) s.ctphisti::ated busin~ses : and bccc.t:sc of thll, h..:.vy~rs in .::::h3r~o t:e (.an match up wi th la"\\-·yers anywhcre. ~ -Char~cs
'"'cwnan, ?Imcipli
compliance eX£cuti e at Bank of Ameri .a J:oo~n
Fuller, 1 ltiga c r o:t fobnoon, £-raJslHN & inscn :n.H:• suu:e 193:•, :x:hJcs th~t S::lll:m2n., c1:::se~rg. "lt£ lte:-es.i:-t,t:; tra ~·x: ::-a-dl, ev·:::- >ee Few 'lor::: c·- lir..a fin::ls worki::-..g l :.gaLo:1 ::ases -n Gar.o:tc ar.:n-re, b:::::au::e k:·lks - a~ 1.::2rr.ed Jl<'L yoL cc:r .~t qulit:- tepr::sc:IGtio1 r g-.~ b~~." l'e cr B·1·:l< wt~e a:eer.; J:EE ~ as Sf~LrJe:l fc,_rr :ie:ade~, w:·t<:. t=rr_atily w:· r D•Jlz: Eru:rg,y: He: r...:-rc; "ln 30roe ways. th r~ se~r.t D ::-::::>.-c fas . cr :rnd \V€ OIL hl.:.e t ::: cooplc._n arnll btr..g plu~gd i:-.:J :nr Elacl<he-tL5, ::ut 1&·; ~as~::- ::f n:.es~-:.l~~ car be ::;ert I::) ~-ra 1 l .:rnd 'M': :rn res:xn::l o q~~tes:i.::JfG qa ~:< ly l re:r:e.-l:Y-r re·:rivin~ t.hz: [rst -;u.: ct tte Lrn: M c ""t .c.:::k ato~t s.:· ::nir_-_lcs ]XI pa~. E.u ,..,·-u:: N-e. ne:::.:f tJ re:o1'xc : ud:·-:--. tb.ere.S ro :lilcr~nce ir tle 3111CU~ o- w::Jr:. rvd"erl, b::Git.~e yen
still want to be right. Firms rr.ust contmue to remind themselves to do w:Iat's in the best merest o·- the client 100 perce:-t of the tine" Fuller ad:ls "V'/e sho·Jld amici pat~ 6sues, help corr:panies devek J their em:Jloyee handbooks, work with their en~ronmental folks, offer sernin"-rs about ne...v issuc5, and help with litigation avo dance oy ider tifying are~s of high::r ri;k " Chado tes growth has impacted arei'J law fir~ ir three ways Fi:-st, therr: are more pecple and l::usirresses to revese-tt Second, <.. dver:;ifying base of business hx. also mea:1t bcal fin11s must :livers:fy their practice ae;;.s. Robin Hlnso:-., the anch.Jrman at RBH, points ou_ that newly recTLi:ed attorrey;; at the firtT are exposed to d.fferent practi::e areas as tl-.ey 'rotate thrcubl four spedab:ies--corpcx-ate, litigation, tax. and real o::S~;:;.te law-fo· a full year before deciding vnat they are ime-ested it doirg and exce ling at" Thirc:", because t!-_e bu~J ness corr::m.unit )' :s bigger, transactions are larger, mJrl': complicatEd, and -Jften more glamoroLs. This has m.1c.e recnrting la·...firrn candicates [rem OJtside the inmdiate area <asi~r. ?Lller adds. "Things ha·'e gotten fa.>tcr, but it's sti l a rr.atter d managing expectaticns and not makin~ promises you :an't k::ep." ''Man<.png expecntions" is how these Crur:oue executives wculd addres3 the naticn'5 current ec::mcmic me: aise and restoE stockholders' faith in corpc>rate Amuka. At Goocricb, accounting principa..s :J.re held to J1ore exacting wrdards be:a..:.se ma1y of their tran-actic.: are 5Crullr. zed by the Depatmeru of Defense od the Fedctal A•:iation Adminis r~lion "Doing business -Nitl·. tr...:: governrre:t, com:Jani~s like us are futher do\Gl the path of complianc~ an transparcn:y," Scl-och ela::or<.tes. "We try to de proacive laryering by prov~d ing train..r..?; and education. All o our business.::s have two oc three la~ers assigned tc theT. We ir.vclve the lawyl'IS in the pw·:ess rather t:1an wa,t fo~ pr::>blems to o.n;e b::cause •)f an:.biguit es ir. wording thougl-.out the cont:-act. anc: we align ourselves with lawyers t~1at have these same cthiol values." Discu:osing the re:ent market turmoi and potential crnges in C•Jrpor;;;~
greater charlctte b
~
decision making, Bank of America's Bowman maintains , "It's probab ~y affected the accounting business more than banking, but there's more emphasis on governance, centrals, and accOL.nting practices. We try to look at the products we offer, strive to comply with the laws, and conduct busir.css in an ethical fashion." National Gyr:sum is a privately helJ corporation that is not required to report to the sa:ne standards of disclosure , but operates under simi lar guidelines. Schiffman emphasizes, "There are cen1in SEC reporting issues we don't have, but having been a public company, we conduct business as if we were a public company"
Certified Public Pu..--caur..tants
• • • •
Audit ~ Acc:Junilg Se""Yief.s FletirenEnt Ran CJmpliianGe ,3. Desig1 Flea I E3iate =EvEiopmn Str3:e;Jies r11erga- andA:q Jisition Pl3nnmg
• Tax C(]flpiC3ru & :~nring • CompB~a--sive Ta>_FEview • Mult -9a:3 Te>. Stru:-U'11Q • Coflllc.~y Fonl3tiY :)tBtegies
"We should anticipate Issues, help companies develop their employee handbooks, work with their environmental folks, offer seminars about new issues, and help with litigation avoidance by identifying areas of higher risk." - Peter Buck, shareholder, Robinson, Bradshaw & Hinson Hinson concludes, "The main problem with business today is that people have lost con."idence in some CEOs, mostly because of a dearth of bedrock integrity. " He goes on to advise that gocxl businesses "mind morality :mel integrity above all else." Fuller elabcrates, "lf yoL treat people like you want to be treated, you won't have as many litigation problems." ln the event that proble:ns arise, and they alw ys do, Buck advises, "TaKe the long view, take your lumps, and you"ll still be here twenty years from now." Given the recent pligh. of so many high profile politicians, celebrities, and corporations, that sounds :ike advice we all might want to consider. biz
jay Ahuja and Andy Miles are Charlottebased freelance writers.
greater charlot t e t:iz
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A t1ci
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a.1gust :d.C•02 3 5
luxury vehicles for the successful executive reviewed by Liz Kim, Edmunds.com
We're Mavin' On Up 2002 Volkswagen Passat W8 It's official, and, frankly, it's getting to be a little repetitive. Ever since the mid -199 7 incarnation of the current generation, the Volkswagen Passat has time and time again proven to be our
uitous domestic or Japanese sedans. VeeDub consumers have also been historically younger than the
for very fast entry-level sport sedans, such as the Acura TL Type-S and lnfiniti G35.
average car buyer. In an effort to keep
The W8 is also as smooth as
its loyal customers even after they've
Ricardo Montalban is with the ladies
risen to the next income tax bracket,
thanks to engineering advancements.
VW has cranked up the volume on its
Get on the gas, and the W8 emits a
current flagship by adding an eight-
refined exhaust note and loads of low-
cylinder engine. This will also pave the
end thrust, the latter of which is lack-
route for a future top-of-the-line luxury
ing in 1.8T and V6 Passat engines.
sedan, the Phaeton, as well as a pre-
Mated to the W8 is a five-speed auto-
Not only has it won the top
mium SUV, the Touareg. Volkswagen
matic transmission with Tiptronic;
prize in our 2000 Family Sedan
might be the people's car, but the
coming for the 2003 model year is a
lineup is increasingly becoming for the
close-geared six-speed manual to
well-off.
appeal to driving enthusiasts.
favorite midsize family sedan.
Test and 2002 Premium family Sedan Test, it's been our pick for
As the Passat's compact engine
the Editors' Most Wanted list, in
V8, Volkswagen engineered a new W8.
redesign carry over into the W8. While
which we \'Ole for the cars that
"W" refers to Volkswagen's new family
the ride is certainly more biased
of engines. The basic layout of the W8
toward street comfort than sporting
is two narrow-angle four-valve V4
aspirations, the Passat is a willing
bay is unable to house a traditional
would grace our own garages,
The structural reinforcements that VW engineers dialed into the 2001.5
engines that share a common crank-
family sedan (and wagon) to frolic on
shaft and are configured at an angle
a serpentine canyon road and can
of 72 degrees apart from each other.
almost keep up with any of its German
our assessment. Sales of Passats have
This layout could be described as a V-
counterparts. There's a little more
bourgeoned more than six-fold since
V arrangement, or a W. Displacing 4.0
body movement when you sling it into
1997. The car has appealed to those
liters and producing 270 ponies and
a corner than your typical sport sedan
who seek something a little different
273 pound-feet of torque, the W8 is
has, but it's a tradeoff that pays divi-
for three years running. Apparently consumers agree with
from the mainstream, who are willing
able to move the sedan from 0 to 60
dends when you're comfortably cruis-
to pay a little more for style and
mph in 6.5 seconds. This puts the
ing in town. Coming later in the year
European engineering over more ubiq-
Passat in a category normally reserved
is a sport suspension package with 17-inch wheels, which should complement the Passat's already adept chassis.
J year
old Main Chmmel Custom Ilome for Sale. Considered one of the best views on Lake Wylie (180 degree view point lot). 5 bedroom, 3.5 bath, expandable home with putting green, pool ru1d dock. $699,000 Visit www.cameronyards.com for photos ru1d more info! Or call tat 704.541.1100
Other bonuses that come with the W8 include the 4Motion all-wheeldrive system that distributes power equally to the front and rear axles at all times, a necessity since most frontwheel-drive cars would get jiggy with torque steer if they had 270 horses to rein in. Further, an electronic stability control system makes its way into the second VeeDub passenger car (the New Beetle TurboS was the first);
36
a u gust 2002
great e r ch ar l o tte biz
although, we have no doubt that this
parking. As of yet, there a r~ no p ans
engine . H::weve ·, xe :·:·nsid ::- r
useful safety technology will trickle its
to install a navigation sys: err C·Jt
$3C,OOJ to be t1e ji·.i:ling line
way down across the line. Darkness is
some European version~ a1rec: dv
bEtNee a ·egula r fa n ly se da1
banished via bi-xenon self-adjusting
house this feature, so w e W•JL ld n't b=
arc an en:ry-le\·el .u:<Lry ve - icl 2. ht
headlamps complete with their own
surprised if it becomes an c ption i1
s :: ;-,900 =,x : he s2d an and
washers.
the not-too-distant future .
fc·r the 11\a~'l, th;: ?ass at tr::- a::; 01
The only outward ly signs that
Of course, in this cla :;s 5 Jc- litle
there are eight cylinders under the
omissions as rear win do-Ns t1 a: aren'1
hood are badging and dual exhausts
one-touch up-and-down a1j an JLt-
neatly tucked on either side of the rear
moded six-disc CD changEr the 's 1ct
fender. Not so readily visible are rear
only optional but
disc brakes that are vented; non-W8s
also trunk-mount-
have solid rear plates. Inside, you ' ll
ed are all the more
find the high-quality soft-touch materi-
glaring. (lfVW
als that we always rave about; of
wants to play with
course, these can be found in base-
the big boys, we're
level Passats as well. Like the GLX
going to hold it
trim, the W8 comes with leather trim,
under the same
lovely wood accents, heated and
scrutiny.)
power front seats, steering wheel-
Volkswagen states
mounted stereo controls, automatic
that the Passat is
climate control, a sunroof, rain-sens-
the only family
ing wipers and a tilt-down passenger-
sedan with an
side mirror that facilitates parallel
eight-cylinder
Time and again, the Passat proves to be a crowd pleaser. The new WB e -gin: o n )
greater charlotte biz
rrake:~
$~7 CO
the toes of S·Jme J-=tt)' spe : tcc Llar Cc G.
Th;: =a.; sat :;ta·ts cr: $ 2l ,OCCo, and
:1-c:. in : ii.Jdes suc1
p~-niu -n
fe31ues
it n c re ;a p ')~aliflb.
a Lgu 5t 2002 37
as tilting-and-telescoping steering wheel, side-curtain airbags, heightadjustable headrests for all three rear positions and rear seat vents. It makes perfect sense at this price, but perceived value suffers when the same car lists at almost twice the price. When you pit the Passat against its luxury-laden competition, its luster becomes somewhat dulled. Not many of them have eight-cylinder engines, but many of them don't need one. The Passat's interior also seems rather ordinary when compared to cars such as the Lexus ES 300 or Audi A6. But hey, this is America, and the U.S. of A. is all about choices. Volkswagen is simply offering one, with humble aspirations of selling 5,000 per
The C•nlv outv, :;:rdlyr sigrs t131 there =re
annum. It reminds us of the phenome-
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non in which a frog will freak out if
$1 OC•,OOO fur a V'N s ports cc:r. He·:, gott2 '< eep it ir ~ t-e Jamil~y . '{CIL kn).-; .
plunged into a pot of boiling water;
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however, if it's placed in cold water in Ecrn.JIJds.cm.lnc v.·as f::k.njec in
raised, it won't notice until it's happily
pL::JI sr ne1.1 <.nd ..5ed vEh:::l= gJides
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in Kermit heaven. And before you know
Ec-nxds
it, you'll be gladly shelling out
a ' te on ti-e '/-IE::• o, wbi::h corsJr-e: colJ j
a ug ust 2002
bo3TIE
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obtl, vehde nformation at no cost, c.nd ~-
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which the temperature is gradually
38
c; lilders Jncer the hood are
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greater charlotte t:.::
[bizdigest] Head Coach john Bunting to Speak at Charlotte Touchdown Club An Alumnus' Triumphant Return to UNC John Bunting, 52, enters his second season as the University of North Carolina's (UNC) head football coach after winning more games in his first season than any other first-year coach in Tar Heel history. In 200 I, Bunting led the Tar Heels to an 8-5 season , winning eight of their last I 0 games and capping the year with a 16-1 0 victory over Auburn in the Peach Bowl. It marked the first time Carolina had won eight games since the 1997 season and Bunting became just the second coach in UNC history to go to a bowl in his first year. A native of Silver Spring, Md., Bunting
Tuesday, September 17,2002
Monday,
John Bunting, Head Coach,
Bronko Nagu-sk. Trop.1r Presemati ::>0
University of North Carolina
For reservaxr ~ tc all ere1ts for .:Jut menbers ar nor...,.-.emiters, (](" ""or spor.soLSn~ inquhes ard fT" or= JJforrrotion o b-=ccm 路-g a m:-mber cf .Te "C.1ar/ot1e ToucHo-.tn CIJJ, p/ea:.e call joh Fbcco ct 704-Jq_;_ 918 路"X visit me Web ~~~e :Jt wwwtouchd:-wrcft.b.com_
Tuesday, October I, 2002 Chuck Amato, Head Coach, N.C. State University
Tuesday, October I 5, 2002 Jerry Richardson, Owner-Founder,
D~ember ~.
2002
Carolina Panthers
Tuesday, October 29, 2002 Don McCauley, Former Runn ing Back, Colts-Tar Heels
is the first Carolina alum to serve as the school's football coach since Jim Tatum in
Schottenheimer and helped lead
1956.As a player, Bunting was a three-year
Kansas City to the playoffs in
starter who helped lead the Tar Heels to
1993 and 1995.
back-to-back bowl games in 1970 (Peach Bowl) and 1971 (Gator Bowl) . After earning AII-ACC and honorablemention All-America honors in 1971 ,
In 1997, Bunting was reunited with Vermeil as a member of the St. Louis Rams' coaching staff. After one year
Bunting was drafted by the Philadelphia
as the linebackers' coach ,
Eagles and became a full-time starter for
Vermeil promoted Bunting to
coach Dick Vermeil in 1974. He went on to
the co-defensive coordinator
start 119 of 133 career NFL games in an
position . Bunting quickly
I 1-year career. In 1980, he helped the Eagles
earned a reputation as one
beat the Dallas Cowboys in the NFC
of the game's brightest coordi-
Championship Game and played in Super
nators , designing a defense
Bowl XV against the Oakland Raiders.
that finished I Oth in the NFL
Bunting played two seasons in the USFL with the Philadelphia Stars before
in 1998 and sixth in 1999. The highlight of Bunting's
hanging up the cleats and focusing his
NFL coaching career came
attention on coaching. He coached one
during the 1999 season when
year with the Baltimore Stars (USFL) in
the Rams , led by a high-pow-
1985 with future NFL coach Jim Mora
ered offense and a stingy
and one year at Brown before becoming
defense, defeated the
an assistant coach at Glassboro State
Tennessee Titans 23-16
(now Rowan University) , where he met
in Super Bowl XXXIV. Mike
his wife . He subsequently became head
Jones, one of Bunting's line-
coach, serving for five years and leading
backers, made the game-saving
the Profs to the playoffs for the first
tackle , stopping Tennessee wide recaver
of Jim
He.~ let:'~
time in the school's history.
Kevin Dyson at the 1-yard line to preserve
turned
:c.~oor<l
Bunting earned his first shot as an assistant coach in the professional ranks with
the win. After Vermeil retired , Buntins m:>Ved
Kansas City in 1993. He coached linebackers
on to the New Orlean Saints as the line-
for the Chiefs under head coach Marty
backers' coach . There, he was a member
greater charlotte biz
2000 coac the
i~
~ lumpirg
staff t l- ct
-ra1d-ise.
He left tl:= team i1 Decenber of rna: year a::er rec =路virg the opporrunil:r w t:olle tc Chape HLI.
aLgLs-: 2002 39
Charlotte Ranks No. l for Travel in North Carolina Area Has Benefited Despite Tough Year for Travel Industry
Westin Charlotte Pre-opening Bookings on Track
Numbers released by the N.C. Department
we feel the pain of our hotel and services
Meetings Booked for 2003 and 2004
of Commerce once again ranked Charlotte/
organizations, we are encouraged by these
Bring Thousands of Charlotte Visitors
Mecklenburg County as the No. I destina-
numbers and are thankful that our area
tion in North Carolina. Mecklenburg County
has benefited from this incredible amount
The Westin Charlotte reports that it has
brought in over $2.53 billion in travel and
of visitors to our county," says Melvin
already booked 44 meetings for the calendar
tourism expenditures in calendar year 200 I.
Tennant, CAE and president and C EO
year 2003 and 16 meetings for 2004 and is
Compared to last year's numbers, this was a
of Visit Charlotte , formerly known as the
encouraged by the high interest during the
slight decrease of 2.4 percent, but still far
Charlotte Convention & Visitors Bureau.
pre-opening booking stage. Eighteen of the
ahead of Wake County, which placed sec-
"Our attractions and partners, such as
2003 meetings are citywide meetings involv-
ond . Wake County, which includes Raleigh,
US Airways, are to be commended for
ing three hotels or more plus the convention
brought in $1 . 13 billion, which is a 2.8 per-
their commitment to quality in a very
center, and an additional eight involve the
cent decrease from 2000 numbers.
difficult tourism year. With their help,
convention center.
"We are thrilled to be the top desti-
we have been ab le to offer special packag-
nation for North Carolina. While our
ing and incentives for travelers coming
industr y has had a tough year and while
to the Charlotte area."
"The existence of The Westin Charlotte was crucial in attracting many of the citywide meetings ,'' says Jon Kimball , general manager of the hotel. "These meetings will bring thou-
Retail Industry Can Improve Weak Level of Workforce Commitment
sands of visitors to Charlotte over several days. They need a large concentration of hotel rooms in the Center City and a head-
First Ever Study ofWorkforce Commitment in the Retail Sector
quarters hotel adjacent to the convention
Employee commitment is comparatively weak
retail employees surveyed said they accepted
center."
in the retail industry, according to the first
their current jobs because of the opportuni-
ever study of workforce commitment in the
ties for growth and advancement, compared
retail sector. The Retail @ Wor
Some of the larger citywide meetings coming to Charlotte in 2003 include:
to 33 percent for wages, 23 percent for the
• American Corre ctional A ssociat ion ,
released by Aon Consulting's Loyalty Institute,
type of product being sold and 20 percent for
January I 3-14; approximate daily attendance:
in partnership with the NRF Foundation -
the employee discount.
study
the research and education arm of the
Some other interesting findings from the
3,000
• Commod ity Classic, February 25-March
National Retail Federation (NRF) -shows
study include:
2; approximate daily attendance: 3,500
that only 43 percent of retail employees
• Of the employees surveyed who plan on
• Progressive N ationa l Ba ptist Church,
responded positively to questions about com-
working in retail, more than one-third (3 5-41
August 1-9; approximate daily attendance:
mitment to their organizations.
percent) do not plan to become a store man-
6,000
ager or a district/regional manager. Nearly half
• Internat iona l City/County
first organizations to investigate workforce
(44 percent) do not plan to work at corpo-
commitment in the U.S. retail industry - to
rate headquarters.
Manage m e nt Association , September 19-24; approximate daily attendance: 4,000
define it, measure it and help organizations
• Thirty-seven percent of the respondents
• Internat ional Test Confere nce, September 30-0ctober 2; approximate
AON and the NRF Foundation are the
maximize it.The research provides data to
believe that their coworkers improve skills to
measu re how employee commitment helps
make a better contribution to the job and 40
daily attendance: 3,500, December 26-29;
individual organizations build a strategic plan to
percent indicate that coworkers make per-
approximate daily attendance: I0,000
create an employee commitment advantage.
sonal sacrifices to help the team succeed.
The retail industry employs nearly one-in-
• While 54 percent wou ld recommend their
Groups booked at the hotel represent a variety of professional associations, compa-
five Americans and routinely faces 70 percent
organization's products and services as the
nies, fraternal organization and private par-
to nearly triple-digit turnover.When survey
best that a customer could buy, only 41 per-
ties. Religious meetings stand out as a group
respondents were asked what they would do
cent would recommend their organization
with eight meetings already booked in 2003
if they left their current employer, 36 percent
as one of the best places to work in their
and three booked in 2004.
said they would seek a retail position with a
community.
competitor, while 64 percent indicated they would leave the retail industry altogether.
Retail @ Work points to the overwhelm-
Aon Consulting conducted the study
The Westin Charlotte is the city's official convention center hotel, with
during 200 I through telephone calls of retail
700 guest rooms and suites, and featuring
employees who worked 20 hours per week
more than 44,000 square feet of convention
ing reason for the churn: retail employees
or more at a retail organization of more than
facilities . It is owned by Portman Holdings,
came to their employee looking for advance-
20 employees.The complete Retail @ Work
L.P., and operated by Starwoods Hotels &
ment opportunity and then leave when they
study can be obtained by visiting
Resorts Worldwide, Inc . under its Westin
do not find it. Almost half (48 percent) of
www.aon.com.
brand.
40
august 2002
greater charlotte biz
Ethics and Integrity Listed as Core Values for Majority of Companies A m erican Management Association Survey Results Has corporate America acquired a bottom-
line, and that can be embedded in perform-
line management style with a win-at-all-
ance appraisals and linked to rewards. These
costs mentality? Or is there room in the
values also need to be communicated
corner office fo r a little integrity? According
through action -
to a survey by the American Management
they become part of the corporate culture."
Association (AMA), 76 percent of respon-
from the top down. Then
According to the AMA survey, cus-
dents reported that ethics and integrity are
tomer satisfaction is the leading corporate
listed among their companies' core corpo-
value identified by 77 percent of respon-
rate values. AMA surveyed its Council and
dents , followed by ethics/integrity (76%), accountability (61 %), respect for others
Executive Members in April and May 2002
(59%) and open communication (5 I%).
to determine what core values companies
Further down the list were profitability
stand for and how they are communicated
(49%), teamwork (47%), innovation/change
1n1t1at ve group , nc
to employees. Of the 175 executives who
(47%), continuous learning (43 %), positive
Take :he Aftrrm lnit.ai13 atJd call Dense!
responded , 86 percent said that their com-
work environment (42%), diversity (41 %),
panies specifically write or state their val-
community service (38%), trust (37%), social
ues, including them in employee handbooks
responsibility (33 %), security/safety (33 %),
(71 %), in company brochures (67%), on their
empowerment (32%), employee job satisfac-
Web sites (50%) or on wall posters (41 %).
tion (3 I%), and having fun (24%).
However, nearly a third of respondents
To what extent are these stated core
(32%) said that their companies' public
values practiced in organizations? The sur-
statements sometimes conflicted with inter-
vey shows that many organizations hold
nal messages and realities.And 36 percent
their employees accountable for them.
said that their organization would always do
Sixty-four percent said that their corporate
what's legal , but not always what could be
values are linked to performance evaluations
perceived as ethical. Others indicated that
and compensation.
their companies' values were adhered to
This survey also uncovered a number
only some of the time, including ethics/
of examples where executives turned a
integrity (23 %), accountability (37%) and
blind eye when standards were not met.
respect for others (37%). "Corporate integrity has been called into question in recent months, indicating
Respondents have witnessed shortcomings in office behaviors: micro-management (70%), hidden agendas (56%), dissension
that there is a problem," says Edward
in senior management ranks (58%) and
Reilly, president and CEO of American
failure to give proper credit (59%). For more information on the AMA
Management Association. " Corporations need to identify core values that are meas-
2002 Corporate Values Survey, vis it
urable, critical to the organization's bottom
www.amanet.org/research/index.htm.
Charlotte Firm Earns Paragon Award for Second Straight Year Summit Properties, Inc. Receives Recognition Summit Properties, Inc., a leading property
was recognized for both its architecture
management firm based in Charlotte,
and its lavish landscaping. Fully one quarter
N.C., has won the National Apartment
of Summit Crest's acreage remains a beautiful
Assoc iation 's PARAGON Award for
and natural setting of woodlands and field s.
the second straight year. This year, the NAA named Summit Crest,
Last year, the NAA awarded Summit Grandview, a mid-ris e , luxury apartment
a luxury, gated community with 438 apartment
community ove r loo ki ng uptown Charlotte,
homes in Raleigh, N.C., as the best luxury gar-
with its PARAGON Award as the best
den community in the United States. In win-
mid-rise, multi -family development in
ning this PARAGON Award, Summit Crest
the United States.
greater charlotte biz
Denise AJ an, MBA 704-708-6700 www .al:mani1iti1Iive.ccn
• • • •
Ent prise Work ow Web/Browser Sased So utions Forms ProceHi 91 OCR/ICR Solutions • Conversions
f)
OTI ntegra1 ed
Busrne!.s
Solutions
800-753-4238 Info@ •:liib::o.com
aLgust 2002 41
Nora Carr, APR, has joined the Charlotte-based advertising and public relations agency Luquire, George Andrews, Inc . (LGA) as senior vice president and director of pub lic relations. Carr, a nationally known and respected authority on marketing, c strategic public relations and commu0 '8 nications technology, comes to LGA ::1 -, from the Charlotte-Mecklenburg e Cl. School, where she was one of the few u.. 0..J school public relations profess ional in Nora Carr America to reach the rank of assistant superintendent. While at CMS, Carr guided communications efforts for the reopening of Charlotte's landmark desegregation case, designed and implemented the successful marketing campaign for CMS's new Family School Choice Student Assignment Plan, fielded more than 2,000 media inquires a year, and served as the district's official spokesperson. Carr also oversaw the operation of CMS-TV, the CMS Web site, and print and electronic newsletters. She served as liaison with business and community leaders, and oversaw a business and community partnerships department that became a nationally recognized model. Carr has received more than 80 state and national awards for excellence in public relations, marketing and communications, including five Gold Medallion Awards from the National School Public Relations Associations, the highest honor bestowed by that organ ization . Carr also has written extensively on business com~
munications, and is highly sought-after national speaker and consultant on the subject. Charlotte C heckers Ho ckey Clu b announced the hiring of Marilynn Bowler as vice president of public and community affairs. Bowler joins Charlotte's ECHL hockey team's front office after spending the past fourteen years with the NBA Charlotte Hornets, most recently serving as that organizations vice president of public affairs . Her duties will include community relations and public affairs. Charlotte financial representative Ellen Linares has been named an " O utstanding Volunteer" by the Northwestern Mutual Foundation for her work with Room at the Inn , Inc . Linares was selected as an "Outstanding Volunteer" in Northwestern Mutual 's national Community Service Award program . The annual competition is open to more than 7,800 financial representatives of the Northwestern Mutual Financial Network. In honor of Linares' achievements with Room at the Inn, Inc., a $1 0,000 check from the Northwestern Mutual Foundation will be presented to the organization .,uc0 this month. The money will allow ::1 -, Room at the Inn , Inc . to expand its e Cl. job training and education services. ~
Dawn Riordan
Continued on page 44
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I design firms
Liquid Design www.liquiddesign.net autos
pg. 20
I transportation
products and services from Charlotte's leading business-to-business suppliers. printing pg. 15
BC
Altman Initiative www.altmaninitiative.com
pg. 41
Sedona Staffing Services www.sedonagroup.com
pg. 7
pg. 9
education
UNC Charlotte Continuing Education www.uncc.edu/ conteduc financial services
eeoc
pg. 15
Bob Janet www.bobjanet.com
Webpro.com www.webpro.com
pg. 6
pg. 27
Dun hill Hotel www.dunhillhotel.com
www .ca roli nash ea Ith care .org
pg. 1
IFC
Verizon Wireless www.veri zonwireless.com
www.dtiibs.com
pg. 41
pg. 14
Tech line www.workspacespecialists.com
Subscription/Change of Address 0 Yes! I wish to receive I 0 Change my address.
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pg. 12
Single Office Space Available for Lease Tyvola Rd ./1-77 Area Company has furnished, windowed office (130 sf) available immediately. $450 / mon . inclusive. Tele/data wired. 704-676-5850 x 102.
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State Fax
1. The primary business activity of your organization is:
(Please check only one box.)
0 Wholesale/Retail Trade
0 Service
Please check the category that best describes your title.
0 Other Businesses
(Please check only one box.)
0 Senior Executive Management (Owner, President, CEO, Partner)
0 Executive Management (Senior VP. VP. Director, COO, GM, Executive VP)
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:::J Business Development
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Please indicate the annual sales of your organization. 0 Under $1 million
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greater charlotte biz
pg. 8
Henricks Corporate Training and Development, Inc. www.henrickscorp.sandler.com pg. 30
Cricket Comfortable Wireless www.cricketpro.biz
office furniture
hospitality
0 Under 10
pg. 31
contact management
DTI lntergrated Business Solutions
Catwalk Communications www.silverhammer.com
Manufacturing
I
telecommunications
office equipment
film production
4.
pg. 27
SanDirect.com
Carolinas Medical Center pg. 2
pg. 21
www.targetedgolf.com sales training
pg. 7
South Trust Bank www.southtrust.com
3.
pg. 35
medical
www.charlottecdc.com
I entertainment
recreation
Regent Park Golf Club www.regentparkgolfclub.com
I internet services I education
www.sandirect.com pg.13
IBC
Targeted Golf
www.infov.com
pg. 8
pg. 36
Prudential Carolinas Realty
pg. 20
lnfoVision
Queens University of Charlotte www.queens.edu
Bill Wright
www.prudentialcharlotte.com
www.employersassoc.com
it
pg. 42
www.cameronyards.com
www.tttsolutions.com
Pomeroy Consulting Group www.gopcg.com
pre-press
real estate
The Forum Group, Inc.
consulting
I
R. L. Bryan Company www.rlbryan.com
human resources
The Employers Association
Carolina Volkswagen www.carolinavw.net
2.
gu1de
The Spa at Ballantyne www.ballantyneresort.com
Whitsitt PLLC
architectural
.
2. Mail
J Over 1,000
to Greater Charlotte Biz 5601 77 Center Dr., Ste. 250 Charlotte, N.C. 28217-0735
3. Go Online and submit. www.greatercharlottebiz.com
august 2002 43
Cricket Comfortable W ireless has hired Dawn Riordan as a sales associate for the Charlotte market. Riordan will be responsible for direct sales and marketing initiatives outside the retail store setting. Riordan brings over I0 years of telecommunications experience to Cricket, having worked in various positions with Verizon Wireless in New Jersey and New York. Most recently, Riordan worked for Metrocall in Charlotte as a national account manager where she managed and maintained an . Conme Efird ongoing business relationship with assigned accounts on a national level. Moore & Van Allen announces that Anthony T. Lathrop has joined the firm as a member in the Charlotte office . Lathrop will concentrate his practice in commercial litigation. He spent the past I I years in private practice in Charlotte and previously served as an aide to former North Carolina Governor James B. Hunt, Jr. Lathrop is a certified specialist in Worker's Compensation Law and a certified mediator with the North Carolina Industrial Commission and the North Carolina Superior Court. Connie Efird has joined MECA Real Estate Services as head of the new Residential Brokerage division. Efird has worked in the real estate field since 1984, most recently as manager of Coldwell Banker Flouhouse's SouthPark office. Efird's Professional credentials include prestigious Certified Real Estate Broker (BCRB) designation. She also holds the Accredited Buyer Agent (ABR), Certified Residential Specialist (CRS), and Certified Sales professional (CSP) of the National Home Builders Association designations. Currently, Efird is serving on the Board of Directors of the Charlotte Regional Realtor Association (CRRA). Visit Charlotte, formerly known as the Charlotte Convention & Visitors Bureau recently announced its new Board of Directors: Chuck All en, regional directo r of sales for US Airways, Jon Kimball , general manager of The Westin Charlotte, Karen Smoots, vice president of Stadium Food & Beverage at Ericsson Stadium, G er ald Johnson , publisher of The Charlotte Post, John Hintz, man ager of Corporate Travel Services with T IAA C REF in Charlotte, and Jim Nash, Jr., managing director of Sport Fi nance and Adviso r y for Bank of America. These newcomers to the Visit Charlotte board complete a roster of 27 board members and nine ex-officio directors. Visit Charlotte also announced that Rex White, previously the national sales director for the Pittsburgh Convention and Visitors Bureau, has been named the new national di rector of sales for Charlotte . Rex will assist with strategic direction as well as with Visit Charlotte's Bureau Express department, and will give additional assistance to the sales managers on board. Prior to spending 13 years with the Pittsburgh CVB, Rex worked with Marriott hotels. He graduated from Penn State University and is involved in many professional associations, including the Professional Conference Management Patricia Pollack Association,American Society of Association Executives and Meeting Professionals International. Patricia Pollack, founder of public relations firm My Team of Experts, Inc., has been appointed to the Board of Directors of Charlotte Certified Development Corporation where she will serve on the Loan Committee.
44
august 2002
The Charlotte Certified Development Corporation, founded in 1982, is a non-profit corporation chartered by the Charlotte City Council and Mecklenburg County Commission to promote opportunities for job creation through economic development lending through the SBA's S04 Loan Program. Bane of America Investment Services, Inc. (BAI), a subsidiary of Bank of America, announced the appointment of Marc A. Sieben as head of the firm's Atlantic region , which includes Maryland ,Virginia, North Carolina, South Carolina, Georgia and Washington, DC. A 22-year veteran of the securities industry, Sieben will lead a network of more than ISO financial advisors in eight major cities. BAI provides a broad array of wealth management services to more than one million affluent clients nationwide . Sieben joins BAI from Salomon Smith Barney (SSB) .As an Executive Vice President for SSB, Marc has held several management positions, including serving as the Regional Director the firm 's New York Suburban region, leading a staff of over I ,000. A native of Long Island , he began his career in the securities industry as a financial consultant for E.F. Hutton , then joined Merrill Lynch . Kingston Heath , a UNC Charlotte professor of architecture, has received the top honor for his book, "The Patina of Place: The Cultural Weathering of a New England Industrial Landscape;' from the Vernacular Architecture Forum (VAF). Heath spent a decade researching and writing the story of the transformation of New Bedford, Massachusett from a whaling center to one of America's leading textile cities and its effects on the local architecture . The VAF, an international organization of folklife and architectural scholars, presented Heath with the Abbott Lowell Cummings Award.The award recognizes the publication that has made the most significant contribution to the study of vernacular architecture and cultural landKingston Heath scapes of North America. Each year, the review committee reads submissions and prioritizes them based on the new information they present, the role of fieldwork in research, the critical approach to material culture and the model they provide for writing and research methods. Heath's book was selected from among 38 works nominated nationally. Heath has taught architectural history and preservation at UNC Charlotte since 1987. Dr. Steven Limentani and Superior Court Judge Shirley Fulton have been named as honorary co-chairs of this year's Komen Charlotte Race for the C uree. Dr. Limentani served as an honorary co-chair of the 200 I Race. He is the director of the Breast Cancer Program at the Blumenthal Cancer Center, which is part of Carolinas Medical Center, as well as clinical associate professor of medicine at the University of North Carolina. Over SO percent of Dr. Limentani's practice is devoted to breast cancer patients. Joining Dr. Limentani for the 2002 Race is Senior Resident Superior Court Judge Shirley Fulton. As a two-time breast cancer survivor, Judge Fulton knows firsthand the impact of the disease and its treatments. Barbara Pooley has been named vice president-human resources for CSX World Terminals. Pooley began her CSX career with the former Sea-Land Service, Inc. in 1997 as manager of international compensation and benefits. In addition to her human resources background, Pooley brings more than IS years of consulting, tax and finance experience to her position with CSX World Terminals. Pooley also has served on the board of directors for the British American Business Council of the Carolinas and is a participating member of the Charlotte World Affairs Council. She was president of the Charlotte chapter of the Institute of Management Accountants and chair of the Junior Achievement General Campaign . biz
greater charlotte biz
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It's everything we know how
to do, done all at once.
The Story of the Passat W8 starts under the hood. See, by inventing a new engine architecture, we found a way io fi- 8 cylinders (and 270hp) in a space that used to only fit six. That success inspired us to link W8 with our other techn:>logi~s (really, we just wanted to see t~em working together) . So in went 4motion® all-wheel drive and a Tiptronic tronsmiss<>e1. Like we hoped, it was a match made in driving heaven. The final pieces of our ultimate-car puzzle were things li!·e leather, walnut, and pol" shed o uminum for the interior. What do you get when you add it all up? Well, a who e bttc car for a lot less than you might think. Get the whole W8 story at vw.com.
On the road of lrfe there are passengers and there are drivers.
Drivers wanted~
Carolina Volkswagen (Nothing could be finer) 7800 E. Independence Blvd . at Krefeld Dr. Charlotte, f\.C 28227 704-537-2336 • - -800-489-2336 www.carolinavw.net