Greater Charlotte Biz 2003.01

Page 1


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er story Faster, Easier, FIRST Remember what it was like before cable TV? When the consumer had maybe five channels, all network-driven? Our channel choices have multtplied tnto a glut so huge that remote controis are mandatory. During the same time period we have witnessed the development of the Internet. Once delayed by dial-up tones and "tmage downloading" bars, we now demand usage of our media, data and communications with lightning-fast speed and const ant access. To get us to the next "best place faster" seems to be our obsession. To get us there is Time Warner Cable's mandate.

14

de artments

Interfacing with Vialogix Forget about tech talk buzz words that ushered in the dot-com era. Gone is

publisher's post

4 7

the instant millionatre mentality of Internet start-ups. In order to understand

biz report

how the strong survive and thrive, scrap

Dr. Gary L. Shoesmith , director of the Center for

the notion that a pretty Web site is pow-

Economic Studies at Wake Forest University's

erfu l and dig deeper - way deeper. That's what they do at Vialogix

Babcoc k Graduate School of Management, sets

Communications, Inc.

forth his ideas on th e eco nomic prospects for the new year based on an analysis of the fourth quaner

18 Changing the Game Plan In July. when the economy was struggling and many companies were in trouble, Ameritrust Mortgage Company, LLC , in Charlotte had their best month ever. How

of 2002 .

employers biz visit charlotte biz

34

biz digest

38

biz resource guide

42

on top

43

did they do it? John Owens, president and CEO, says it was due to the transfonmation

8

of him and his company. Ask John what it takes to transfonm a leader or an organization, and he will tell you emphatically: clarity. communicatton, culture and courage.

on the cover:

28 Room at the Inn No hotel has ever been more anticipated in Charlotte's history than the new Westin hotel. Scheduled to open next month, city leaders say The Westtn Charlotte ts essenttal to maktng Charlotte a destination for

This month's cover features David Auget; president of Time Warner Cable, Charlotte Division, with uptown Charlotte in the background. Photography by Wayne Manis.

large conventions and meetings. Designed by John Portman & Associates, the 25-stor y Westin Charlotte at Stonewall and South College Streets was planned to meet the need for a full-service luxury hotel t o match Charlotte's stateof-the-art Convention Center.

2

january 2003

clraflotte iz grea ter charlotte biz


WHAT IS MODEIN LUXURY?

EST IN CH .-..RlOTTE

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o 1~ Gil !!ihrDJb cant. urne.d r;• e.e~~t, ,:1 00 eoo maxlmu111 pe• evNl plus 25 ,UO Stupoints lmust Sta ru l•s d~rlt ed n I ~ &d'ooertlsement Jl"! otf:r3d -at A. Westll Ola rlotte during the ..,.no •n lteri J d ..-•bj, O• Sh~•t I&" Bn""Y :; I S!llllll Ia Jllg ble reve ... e, l p to 1 JO,JOO ita-points, alllplles t:J m33tl rgE c r I 0 ra..J n gllill3 o ~ liNe which are .,_ted t~t• Jecem:.t :_ 1, ::.:-3 ·tnrough The Westin Qalo.1• s Salts act :;JEr'l•g depa.t:mnt . ! 5 .-o S:1:ujl[: inls .JcnJS upon s ign ng r1 th ~ cant~ ct aHIIU to n~eel1gs • "' 7i bl01 l ro•111 11g1ls cr ~ore book ie by [ ec e .. bel ;...~ . 3IJC: bough The Westin Qalo.1• s iol l!!: uJ CMBiiJ : epart.w r t. l" ht SIIR)II<: ule .:» ptEell stlng meBI:Ing s. Al l dfe rs ate bjecl to avaiiAflllt~ anlll 1:> d"aq~ . Not c.c. llul• I• conjunction llliflh ary otr ar :::.ru h rt::; (bt her I han 25,000 51:1 poult b u~ .al -!.1..- r 11! ol c-n · rs c:~t: ,..Ill be i!~ ue-:J Mo a::co.-t aaer meetmg Is he iJ 1 based UIDQ actul :~mont of nven• t"3Cetn._ AI ,.-::Jm.JIIons usoclated .-111 Stuwocd f · • · ru f~nur are subject to t u Gen~al nn-w au£ c. rc::D11o•.; •I b :. Slai"N)Qd Jrel r r•• Planer 'rogram and rrete r-d G•e!il: F.inlgrares , which cwe f: Lbjs~ ·t• chal[E wl81 ut n•a::J. N11 responsl_, tor •rrls:siom r : y,.,.,p .. lcal errors. C 3)) ~ lil:a Not • Hd..- li .& lescrts W.-c:!Jide Ire.

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January 2003 Volume 4 • Issue I

A New Year -A New Outlook -

Create New Opportunities!

As one year ends and another begins, economists across the country are proffering rosier forecasts of econom ic activity for the coming year. Most seem to believe that we are past the low point of the current recession and are now in a recovery, albeit less robust than we would like. According to the experts, the new year will show improvement with real GDP climbing by about 3.2 percent, con-

Publisher Jo hn Paul Gall es jgall es@greatercharlotte biz.com

Associate Publisher/Editor Mary \ A Lane maryl .a. \ane@greatercharlottebiz.com

Creative Director/Asst. Editor Bra ndon J. Ph am bpham@great ercharl ottebiz.com

Account Executive W and a Gorges wgorges@great ercharl ottebiz.com Lind sey D. Trausch ltrausch@greatercharlottebiz.com

sumpt ion spending cont inu ing to grow at about 3.5 percent, and unemployme nt dropping to about 5 percent by year's end. The indicators are pos it ive for 2003, despite our confrontations with Iraq, fears of another terrorist attack, and the continuing corporate layoffs. A new year provides an opportunity to review your competitive position, analyze yo ur operations, prepare your marketing plans, and take action that will determine your own course of business. More than likely, your business has become leaner

over the last few years. You may have

reduced your emp loyee base; you certainly have cut out unnecessary expenses; you ha ve paid down your debt to the extent possible; and you have postponed major purchases. You have worked hard to maintain your base of business and expand on your services to that base . A lot of your comrades and competitors have gone out of business in the last few years. Others have changed their identities, reorganizing or merging or being acquired by others. These past fe w yea rs have made it necessary to be more sensitive and responsive to market changes than ever be fore at a time when the rewa rds for being on target are mere survival. It has been a very frustrating time to execute any plans for expansion or growth. Recently, however, a survey of local bus iness owners suggests that earnings in the fourth quarter of 2002 have been better than in the fourth quarter of 2001. That suggests that area businesses may be poised for some growth in 2003. From a caut ionary standpoint, no one expects to see business-spending leve ls like t hey saw in the fourth quarter of 1999, wh ich were unreal from any perspect ive, but they are ready to take a more aggressive approach to business growth.

Contributing Writers Wanda B. Craig Susan ne Deitzel Casey Jaco bus Sherri O ost erhouse

Ti ming is everything and current timing could not be better. With reduced competition and economic forces on the upswing, it is time to take advantage of the current marketplace, seize greater market share and grow your business. Shout to your marketplace and to your customers, clients and prospects that you are alive, open for business and ready to step forward into new ventures and projects. Dust off your logo, hone your message and target your limited dollars to the most appropriate veh icles for carrying your name and your products and services to likely customers.

Contributing Photographers

If you are looking for return on investment of your advertising dollars, you should look past

W ayne Morris

prime t ime or drive time. Advert ising is no longer a time-of-day, it is more affected by frame of mind -when your customers are tuned in and open to receiving your message, when your message in

Greater Charlotte Biz is published 12 t imes per year by: Gall es Com munications Group, Inc. 560 I 77 Center D rive, Suit e 250 Charlotte, NC 282 17-0735 www.greatercharlottebiz.com 704.676.5850 Phone 704.676.5853 Fax Press releases an d other news-related information, please fax to t he attention of " Editor" or e-mai l: editor@greatercharlotte biz.co m Editorial or advertising inquiries, please call or fax at the numbers above or e-mail: info@greatercharlottebiz.com

text and images invites them in, and when you are there. It is becoming increasingly difficult to penetrate the minds and t ime of potentia l customers in our increasingly combatant environment. So you want some staying power to your advertising message - advertising that "hangs around," ready to engu lf a prospective customer at the merest sign of interest. An d if advertising itself were simply a matter of being in business, the yellow pages would suffice. To be rea lly effective, your adve rti sing needs to be value-added. It needs to inform your custome r that you are t here and that you have someth ing to offer that he or she cannot get as good anywhere else. It needs to convince your customer that he or she really cannot afford not to partake of your products or serv ices. And that needs to be true. And your message needs to clearly convey those ideas and impressions. Even in really tough years, when budgets are tight, customers will find money for good ideas

overcome challenges. Building your brand and rais ing your identity will de liver new and renewed business as your prospects that enable them to accomplish their major objectives and help them

choose products and se rvices from those t hey know and trust. Creating a presence for forging lasting relationships is essen tial to cond ucting business with increased profit potential. We at Greater Charlotte Biz create a lasting impression for your message, identify the value-

Subscri pt ion inquiries or change of address, please cal l or fax at th e numbers above or visit our We b si te: www.greatercharlottebiz.com

added components of your product or serv ice, and bui ld a strong measure of confidence in your product or service. Reachi ng nearly 20,000 businesses in 16 counties on a monthly basis for several years now, in an informative and high ly colorful glossy format, we are in business to help you grow your bus iness.

All contents Š 2003 , Galles Communications Group, Inc. All rights reserved. Reproduction in whole or in part without permission is prohibited . Products named in these pages are trade names or trademarks of their respective companies. The opinions expressed herein are not necessarily those of Greater Charlotte Biz or Galles Communications Gro up, Inc.

4

january 2003

Please don't hes itate to ca ll and learn about expanding your presence in the Charlotte regional marketplace t hrough our publication. We will be happy to sit down with you and help you grow regardless of your advert ising budget. Thank you for reading Greater Charlotte Biz. We encourage you to do bus iness wi th our advertisers soon and often .

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greater char lotte biz



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Economy Treks Up Slow, Bumpy Path

m

CONSUMER DEBT LOADS (OUTSTANDING CREDIT C ARD & AUTO DEBT I PER SONAL INCOME . %) ~

It:: -_a:::on's economy is positioned for growth, although the : c reas~ is expected to be sluggish and uneven, <:: cc:·-::.ing to Wake Forest University professor Gary L. .::.:..•:e:;mith. Shoesmith expects business investment

-

rc.·.~rcr

than consumer spending or housing starts -

to :lrive the economy forward. Tax cuts, he says , could

sg:til::mtly boost the projected growth. s ::- oesmith says the biggest risk facing the economy

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19

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18

18

17

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16

16

15

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14

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i3 Ju: ;vith the Fed's latest 0.5% rate cut, the federal fu:1ds

1979

1982 1985 1988 1991 1994 1gQ7 2000 Center for Economtc Stud tea , Wake Forest Un.verstty MBA

ratt. $t:nds at 1.25%. That means if the economy were

81

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into recession, the Fed would have little monetary

REAL GROSS DOMESTIC PRODUCT (ANNUALIZED PERCENT CHANGE)

l.::·."'!lg<: lef: to stimulate the economy. That task would the to Congress.

ra:·

· G~en the November election results , new tax cuts ITill?

b~ on

sa~,;

:::r..cesmith, director of the Center for Economic Studie:

the horizon -

with or without a recession,"

c:t '.vik,: Forest's Babcock Graduate School of Management "T::e :e3t fiscal policy would target tax cuts for business

. 2

. 2

in~ tment. " • 4

Con:inued on page I 0

I

Center for Econorric Studies, Wake Forest University MBA

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INFLATION (PERCENT YEAR- OVER- YEAR RATE. GOP DEFLATOR)

(ANNUAL RATE . THOUS ANDS O F UNITS)

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1982 1985 1988 1991 1994 1gQ7 2000 2003 Canter for Economic Studies, Wake Forest University MBA

january 2003 7


Legislative and Regulatory Highlights for Area Employers North Carolina Employers to

by another 20 percent beginning in January

Experience Ul Tax Increase

2004. (Capital Associated Industries, Inc.)

out the factors that will be examined to determ ine whether a hostile work environment claim exists:

North Carolina's unemployment insurance (UI) trust fund has paid out more this

Recordkeeping Important in

• The frequency of the discriminatory

year than in any year in the past - over

Defending Claims of Hostile Environment

conduct

$1.04 billion. The state has been forced to borrow money from other sources in

The U.S. Supreme Court now says that

• The severity of the conduct • Whether the conduct is physically

order to keep the fund solvent for the

employers may be liable for discriminatory

threatening or humiliating

next six months.

conduct that may have taken place years

• Whether the conduct unreasonably

ago. Under federal law, employees generally

interferes with the employee's work

reduction that was passed in 1994 will

have to file a charge with the Equal

performance

expire, meaning that North Carolina

Employment Opportunity Commission

This month, a 50 percent tax rate

To defend against such charges, good

employers will experience a significant

(EEOC) within 180 days (or 300 days in

increase in their Ul taxes. The 50 percent

states with human affairs commissions) of

recordkeeping regarding discrimination

rollback will end as of this month because

when the alleged illegal employment con-

complaints and the company's effort to

of an automatic trigger in the 1994 legisla-

duct occurred . Employees are out of luck if

investigate and resolve such matters are

tion. The law stipulated that the tax break

they miss the deadline for isolated retalia-

important. Evidence that an old complain c

would end in January following any August

tory or discriminatory acts, such as termi-

was properly investigated and resolved rra}-

in which the trust fund fell below $800 mil-

nation or failure to promote.

be significant if the complaining employee

However, hostile environment claims

lion. In November 2002, the Ul fund bal-

are different from isolated acts of discrimi-

later files a hostile work environment claim. (HRM Update)

ance was $228 million. The Employment

nation. Specifically, a hostile work environ-

Security Commission (ESC) said that for

ment amounts to a single unlawful employ-

Changing Generations Transform the

the fund to remain solvent, the agency will

ment practice made up of many separate

Workplace

have to use a $200 million reserve and

incidents. An employee needs only to file a

borrow up to $150 million from the U. S.

charge before the clock runs out on the

demographics of the workplace are urdef"-

Department of Labor to get through May

last act that is part of the hostile working

going a dramatic change. Already, II per-

2003 .This is the first time in state history

environment.

cent of the active workforce is more than

that the ESC has had to turn to the federal

Depending on the circumstances,

treasury for a temporary bailout. The ESC

employers may need to defend handling of

According to www.BLR.com, the

56 years old, a percentage that will grow steadily as baby boomers age. Organizations

decis ion to use its $200 million in reserves

incidents that happened many years ago. In

must prepare for the steady departure of

will trigger another automatic provision

the case, National Railroad Passenger Corp

their most experienced people in huge

that will raise the unemployment tax rate

v. Morgan, the U.S. Supreme Court also laid

numbers. As the "boomers" retire, GenerationX (now ages 25-38) will provide a shrinking pool of prime-age workers. Even though Generation Y (now ages 16-24) v. ilr provide a small increase in workforce ::>op-

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ulation, there will simply not be enough young workers to fill the void that will be left. As a result, organizations may find themselves faced with a serious shortage of employees. This is especially true of skilled workers - already, shortages in health care, government, education, transportation, nonprofit sectors and manufacturing have reached near-crisis levels.

8

january 2003

greater charlotte biz


What can employers do to prepare for the generational shift in the

The view from above.

workforce? • Forestall the retirement of as many older workers as you possibly can. Whenever possible, support semi-reti-ement through flexible work

arrangem~n:;:

O n the hit television show E.R., there is rare ly a break in the action . But when these brief moments occur, the principal characters go to the roof. Upstairs, they are able to look out on the city li ghts and regroup. They use the roof to talk things over, to cope, to connect, and to dream .

flexible schedules, telecommuting and flexible conditions of employment. Immediately begin the process of capturing and transferring the knowledge , s~ll and wisdom of older workers. • Call upon boomers to resume their

A visit to Hilliard Lyons can be like that. An appo intment with yo ur ftnancial consultant could be just what the doctor ordered.

youthful role as change leaders. Now s the time to abandon hierarchical norns, sink-or-swim management, and one-si::e:-

Especial ly if you need to get a grip on the big picture.

fits-all career paths. • Prepare Gen Xers fer supervisory responsibility and leadership. Gen Xer.; are now entering their prime working years in sho rt supply and full of attitude Create new paths to leadership, redesign leadership roles, and develop the new

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faster and trust them with important roles involvi 1g critical tasks and respoosibilities. • Be prepared

to

exer: more pressure :o

get more work and better work out o' fewer people. Everyone is going to ha•e tc work smarter, faster, better, and prob<Jbl;<. longer and harder. Hig1ly skilled, hand :;-o1 coaching-style manage11ent will still be key tO

tte:

SUCCESS.

(Manufacturer's Association of Northwest Pennsylvania, Business Magazine)

biz

The Employers Association is a nonpro(lt Charlotte organization providing compreher s;1re human resources and traming services. Fou>Jded in 1958, the .Association naintains a broadbased membership of ovEr 700 companies frNn all industries in the greater Charlotte regior. As one of over 70 nonpro(lt HR assocbtions nationally providing HR services to refciofi J • memberships, The Employ·ers Association pcrti::'pates in a national information exchange u .d~ · the auspices of the Natio1al Association of Manufacturers. The above excerpts were taken from The Management Report, the Association's man hl:newsletter. For more infor11ation, please caf Laura Hampton at 704-522-80 II or visit the Web site at www.employersassoc.com

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Contirwed M>m

p~e

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''Let's Stop CaJling It a Recovery 1 Ja~t

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gr:::at::· charlott~ tiz

january 2003 II


2,048 jobs from July though September of last year. While the television campaign reaches a wide audience that includes a high per-

Prospects Nationwide Lured by Charlotte USA's 'Vision of Balance'

centage of key executives, the Fortune initiative goes directly to business leaders with a message from peers whom they recognize and respect. The first Fortune edition

The first phase of the $5 million Charlotte

commercial being aired nationally also suc-

USA campaign is only a few months old, but

cessfully promotes our attractive region .

it already has boosted the number of

The commercial, produced by Luquire,

last September, featured Wachovia Corp. president and CEO Ken Thompson on the cover, with the Charlotte skyline as a back-

inquiries from companies interested in

George, and Andrews, Inc. of Charlotte, is

relocating to the Charlotte region.

appearing a total of 66 times beginning this

Balance: Regional leaders create the ideal

month through March on CNN during the

relocation and expansion destination in

"I saw your ad in the recent issue of

drop, and a headline reading, " A Vision of

Fortune magazine," one executive from

highly watched 6 a.m.-8 a.m. weekday time

Charlotte USA." The special edition, with the

Kentucky wrote in November to the

slot.The ad will be seen an estimated 19

full Fortune magazine inside, was sent with a

Charlotte Regional Partnership (CRP) ,

million times by viewers in the crucial 35-

one-year subscription to the magazine and

which markets the 16-county region

64 age group during its morning run on

a targeted letter from Thompson .

known as Charlotte USA. " I am thinking of

CNN.

establishing a company in Charlotte.

The second of Charlotte USA 's Fortune

The " Life in Balance" commercial is

covers, in December, featured former Bank

Though it would be a global company, it

also appearing I 0 times this month during

would be based in the U.S."

the CNN program " Lou Dobbs'

McColl Jr., standing in the McColl Center

Moneyline ," one of the most-watched and

for the Visual Arts in Charlotte, and a headline reading, " A Masterpiece of Balance:

That is just one of many leads generat-

of America chairman and CEO Hugh

ed through the first of four editions of

highly respected financial shows on televi-

Fortune magazine to be "wrapped" in a

sion; and another 12 times on "Weekend

Exceptional quality of life , corporate

cover featuring Charlotte USA and sent,

Moneyline ." The commercial will be viewed

strength and accessibility on display in

along with a targeted letter, to about 2,000

more than five million times in the 35-64

Charlotte USA."

key corporate leaders nationwide. CRP

demographic during Moneyline .

continues to work w ith the Kentucky exec-

The commercial has already run a

A similar campaign began in November with Travel and Leisure Golf magazine and

utive and many more prospects across the

total of 64 times on CNN and 24 times on

a target list of 1,000 additional executives.

U.S. who are exploring what Charlotte USA

CNBC in October and November during

The first of four Travel and Leisure Golf

has to offer as a result of the ads .

the 6 a.m.-8 a.m. time slot in the important

covers also featured Thompson, this time

New York, Los Angeles, San Francisco/

in a golf shirt and leaning on a golf club,

However, prospects don 't need to read Fortune to get the news about Charlotte USA 's unique balance of outstanding business climate, global accessibility and quality of life.

Oakland, Boston and Philadelphia markets. " Our research tells us that the competition among regions to lure new and expanded operations is more intense

An ambitious 30-second

than ever," says David

Charlotte USA

Cline, chairman of the

television

Partnership. "Our quantity and quality of inquiries tell us we are reaching decision makers with the facts about

Charlotte USA's outstanding business strength, accessibility and

Championship. " Support from corporate leaders is critical to our efforts," Cline says. " Executives value the opinions of other trusted , respected , successful business leaders." Bank of America and Wachovia have each contributed $1 .25 million in the first phase of a $5 million Charlotte USA

The unveiling of the "Life in

campaign .

ductive three-month period for

Charlotte USA with the investment of $447 million in new or expanded facilities in the region and the addition of Fortune special edition covers featured Wachovia Corp. president and CEO Ken Thompson and former Bank of America chainman and CEO Hugh McColl, Jr.

january 2003

PGA Tour- Spring 2003." The headline is a reference to the upcoming Wachovia

quality of life." Balance" campaign followed a pro-

12

with the headline, " A Balanced Approach: Well-rounded Charlotte USA welcomes the

"Charlotte USA is an ideal example of business leaders coming together in a strategic effort based on solid research;' Cline says. " Economic development is crucial to the continued health of our region and the quality of life that makes Charlotte USA a great place to live and work."

g r eater char lotte biz


Charlotte USA's national reputation surpasses Atlanta's to reach No . l, research shows

years, down from 57 percent three years

the region as offering a very high quality of

ago.The figure also dropped for companies

life, up from 61 percent three years ago.

within the region, from 28 percent to 19

Sixty-three percent cited the Charlotte

percent.

area's pro-business climate, up from 55 per-

Decreased supply usually means higher demand, and corporate relocations are no exception. While the study showed the

cent in 1999. It's no coincidence that quality of life and business strength were two of the key

In a 20C2 RoperASW follow-up to a

weak economy had reduced the potential

attributes around which Charlotte USA's

1999 benchmark study commissioned by

for new facilities, 80 percent of relocation

campaign has been built.

CRP, more t!lan half of companies outside

consultants said the competition among

"These characteristics are crucial in

the area had a favorable impression of the

regions had intensified, up from just 40 per-

attracting new and expanded business to

16-county Charlotte region , vaulting the

cent three years earlier.

the Charlotte area, because they often rep-

Charlotte area past Atlanta (49 percent) and

''These figures reinforce the importance

resent the first set of criteria in identifying

of reaching decision-makers with a positive

potential regions for relocations," Almond

regions in the poll (Raleigh, 43 percent;

message about the Charlotte region,"

explains. " Regions that don't make the cut in

Nashville, 34 percent; and Tampa, 33 per-

Almond emphasizes. "As competition

these two categories aren't even in the

cent). The Charlotte region's significant jump

becomes more intense, Charlotte USA must

game when the final decision is made."

from 45 percent three years ago to 55 per-

continue to be among the first regions con-

cent this yec.r was the largest increase

sidered by executives looking to relocate or

didn't change over the course of three

among all regions in the study.

expand their operations."

years, the impression by national companies

Getting to Know You

63 percent citing the region 's mild tempera-

Charlotte region 's advc.ntage in positive

Impressions, of course, are built on aware-

tures, up from 55 percent in 1999.

impressions was even more striking. Sixty

ness. Among companies in other regions of

percent of consultants said they had a favor-

the U.S., more than one-third (36 percent)

also jumped for Charlotte's wide range of

able impression of the Charlotte area, dou-

expressed a close familiarity with the

recreational activities (55 percent), profes-

bling the percentages for Atlanta and

Charlotte region, second only to Atlanta

sional sports franchises (SO percent), and

Nashville, and decisively topping Raleigh (40

among major Southeast regions. Charlotte

extensive range of business services (48

percent) and Tampa (38 percent).

USA gained ground on Atlanta in terms of

percent).

putting it ahead of all t he major Southeast

Among the all-important consultants who advise companies on relocations, the

Accord ing to Micl-ael A. Almond , presi-

While the Charlotte region's climate

of our weather became much sunnier, with

The percentage of favorable responses

awareness since 1999, the study showed.

dent and CEO of the Partnership, effective

However, familiarity among all regions -

Perceptions and misperceptions

statistical research is the linchpin for suc-

including Charlotte- declined overall.

Despite some strong numbers, the data

cessfully marketing the region, because it establishes the perceptions -

and misper-

The 2002 poll revealed that awareness of the Southeast regions by consultants is

revealed some critical challenges. Just 27 percent of companies outside the Charlotte

much more evenly mixed, with 90 percent

region cited its transportation network as

as its existing level of awareness of Charlotte

saying they were familiar with Atlanta, fol-

an asset, down from 35 percent three years

USA and what it has tc offer.

lowed by Nashville (80 percent), and Raleigh

ago. Only 27 percent agreed that the

ceptions -

of the target audience, as well

and the Charlotte region both at 70 per-

Char lotte region's public schools were

we can't get there unless we know where

cent. Sixty percent of consultants said they

excellent (this was not measured in 1999).

we are;' Almond explains. ''This research

were familiar with Tampa.

At the same time, those considering the

"We know where we want to go, but

Charlotte region as a major cultural center

provides a red arrow on the map that says,

fell from 29 percent to 23 percent.

'You are here; and allows us to establish a

Drilling Down

direct, effective route for Charlotte USA's

Simply gauging familiarity with regions is not

continued e:onomic strength."

enough, however. With awareness come

the perceptions often don't reflect the reali-

impressions -

ty of what's going on in Charlotte USA.

the perceptions that ulti-

Those figures are important because

Increased Competition for Fewer

mately can determine whether a region is

"Plans for improved mass transit are

Prospects

even considered for business relocation or

moving forward , our already-excellent public

This roadmap also lets us know how much

expansion. In terms of economic develop-

schools have become a national model for

relocation "traffic" to expect. Unlike

ment, a bad reputation is worse than having

education success, and the Charlotte region

on Charlotte's increasingly busy streets, the

no national standing at all.

has become No. I in the nation in its contri-

expectations for movement to new corpo-

In crucial areas that typically top the list

butions to the arts," Almond says. "We must

rate locations nationally are light. In the

of criteria for companies looking to relo-

reverse misperceptions and make trans-

newest poll, 43 percent of companies out-

cate, Charlotte USA rates high. More than

portation, education and culture the mag-

side the Charlotte region said they planned

two-thirds of companies polled outside the

nets that attract corporate relocations in

to open new facilities within the next two

Charlotte area (6 7 percent) characterized

the Charlotte region."

greater charlotte biz

January 2003 13


1 g x Co L..1 a ons, Ire. 11 s :.3st 8th s~~3::t Chcrl:tte, \IC 28202 70L-370-05!:路0 e- _ t. Ro tE~-:: \h ~ orri:> u :tr of E p oo,路e~c: 15 (not il::::luding fr~ ancers)

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jw uary

greate-


Interfacing with Vialogix Forget about tech talk buzz words that ushered in the dot-com era. Gone is the

instant

millionaire

mentality of Internet startups.

In order to under-

stand how the strong survive and thrive, scrap the

Learning the Key to Not Just Surviving, but Thriving. Charlotte-based web develop-

notion that a pretty Web ment company, Vialogix, started site is powerful and dig almost by accident and has been deeper- way deeper. That's growing ever since. In 1996, Rob what they do at Vialogix Norris, then a MAC consultant, Communications, Inc.

and Ron Chapple, a local photographer, collaborated on a CDROM

project

for

the

Light

Factory. When the Light Factory came back for more, the team decided that a Web site would better fit their needs and the rest, as they say, is history. > greater charlotte biz

january 2003 IS


of their client's business objectives

face on the card as if to say, "Remember

itself. Each had clients in their respective fields with Web design needs, so

But history has a way of repeating

allow for the creation of a Web site that's both a workhorse for the brand

Bi\P He has a dial-up. "

the pair formed Vialogix and went to work designing Web sites for companies including Springs Industries, First

and the bonom line. Take Charlotte-based National Gypsum for example. Their mission

Norris admits it wasn't always content first. The emerging technology and endless design possibilities were too tempting. "ln 1996 we were trying to

Union, Davidson College and the Charlone Mecklenburg Public Library. With so many Web design firms

was to get product information into the hands of their users. The Vialogix

make a site look good," says Norris. "O ur process of taking in information

team interviewed architects and con-

has evolved - and continues to do so."

having come and gone, what makes Vialogix the Energizer Bunny of the

tractors , key customers of the wallboard company, to assess needs from a Web

local tech field? Functionality and usability prevailing over flashy des ign without a purpose.

perspective. "We found that architects wait until the last minute to write proposals and

"Technology 1s a com-

they want to cut and paste product information from company Web sites ,"

videotaped, and clients can observe customers' behavior through a one-way miiTor. Testing is clone periodically

modity. It is a tool that

says Norris. "There are specific forms they need, so we made the forms avail-

throughout the development process to ensure the site is easy to use and meets

able in every page on their site."

business objectives.

can't solve business problems, so we help

For architects who specify National Gypsum products in a plan, there is about a 90 percent chance that it will

our clients take advantage of technology to do smart things." -Rob Norris, president of Vialogix Communications, Inc. "We're information architects first and foremost, " says Rob Norris, president of Vialogix. "We're a design firm second." This is evident in their overall philosophy. They ask tough questions of their clients and then go straight to the source - the user. What are their needs? What are their client's business goals? There is a solid process of gathering information before the design work begins "Technology is a commodity," he adds. "It is a tool that can't so lve business problems, so we help our clients take advantage of technology to do smart things. "

Listen Up So how do you take this amazing tool called technology and turn it into a business advantage' Norris believes it begins by asking the right questions and listening carefully to what your customers have to say. In-depth analysis, coupled with a solid understanding

16

january 2003

be purchased for that JOb. This, in addition to simple cut and paste product specifications, make the site a success,

Vialogix is so committed to this process that they dedicated space in their office for a "useability testing lab." One-on-one research is conducted and

This intense focus on "usability" is what interested Jakob Nielsen, one of the world's foremost experts on Web usability, according to The New York Times , and author of the best-selling

and in turn helps increase profits. "They never lost sight of our original goal," says David Drummond, direc-

book, "Designing Web Usability: The Practice of Simplicity." Nielsen has included Vialogix's site design for Creatas in his newest work,

tor of marketing for National Gypsum. "O ut in the marketplace, we heard time

Case Studies of Measurable Impact of Design , released this month. Vialogix

and time again that our site was simple, clean and fast," he adds. As a result of the site redesign, traffic on National Gypsum's Web site is up more than 30 percenL. Unsolicited affirmation from the outside doesn't hun either. BtoB Magazine named their Web site one of the top 100 sites on the Internet for 2002, sharing the field with the likes of American Express, Microsoft and General Motors.

Usability Rules While Vialogix's approach might sound blatantly obvious, it's the usability factor and an unwavering focus on the customer (the Web site end-user) that set them apart. They even have props. "Persona cards," baseball card-sized pictures of their client's customer, are used as a reminder not to stray from the needs of the audience. When a client suggests something that Norris feels is neither useful nor technologically feasible for the customer, he poinLs to the

redesign for Creatas, an imernational stock image company, boosted their business and Nielsen took notice. Creatas sales increased dramatically by simplifying the search and shopping can process while limiting the number of abandoned transactions. Today, visitor sessions are up 131 percent and more i m ponantly, dollars spent have increased an impressive 147 percent. David Moffly, chief executive of Creatas, credits Vialogix for the appeal of the site, and still marvels over their ability to produce given the time constraint imposed on their team. "They worked around the clock for six weeks to deliver within our tight timeframe, " says Moffly. Norris says it's simple. "We're in the service business and we exceed our clients' expectations." With a reputation like that Vialogix does linle marketing of their own. "O ur business was built on word-of-mouth from the beginning."

greater charlotte biz


Experience Pan of Vialogix's success is based on unconventional wisdom. Norris' belief

transform the Springs site. "When you take repeat calls out of

that the Web is not an advertising medi-

the business , you're savin g money you've never even calculated," claims

um l1ies in the face of every pop-up ad LOuting cheaper long distance service.

ing with a good experience, because

"Advertising is about push and the Web is a pull medium - people want what they want, when they want it," says Norris.

"When people come to your Web site and canlt find what they want and abandon your site it reflects poorly on your brand l and they probably wonlt be back. u -Rob Norris, president of Vialogix Communications, Inc.

Norris. "And, your customers are leavyour si te answered thei r questions. " For Springs, the results were telling. The company in creased visitor sessions tenfold and consumers we re finding answers to their questions, as demonstrated by the stagnant number of calls

While the technology field is known for high turnover,

orris ce le-

brates his staff's longevity by awarding Vialogix varsity jackets to employees logging five years at the company. "''m proud to say that l've bought eight or nine varsity jackets and plan to award a few more next year," he boasts. Vialogix currently employs 15 fulltime staffers and supplements with freelance help when needed.

to the customer service hotline.

The Future

Tom Cona, former Vialogix client and Useage Instructor at the New

According to Norris, the population was more Web savvy back in the

Media In stitute at the University of

1990's. This clue in pan because the

Georgia teaches this and other case studies to the future Web designers of the world.

pocket-protector set was courageous enough to c raw l into the tangled World Wide Web. Today, it's every man 's game

"The Vialogix team takes a c lassic, no-nonsense approach to Web design, " says Cona. "I use their own Web site as

and even grandma is playing. "There are so many new users everyday, and after the holidays, we'll see another spike," explains Norris.

an example to my students of clean , straight-forward design. You leave the

With so many users, varied back-

Norris, however, believes that a company's presence on the Web is its "experiential brand. " "It's h ow your cus-

site with a lot of information and a positive feeling."

grounds and ski ll levels, Norris hopes it doesn't become like cab le telev isi on,

The Varsity Team

with 300 channels and nothing on. Instead, he'd like to see more intelligent

tomers feel abom your company after they leave your site," he says. "When people come to your Web site and can't

Celebrating seven years in business and a clien t roster with notables such as Bank of Ame ri ca, Springs Indu str ies

find what they want and abandon your site it rel1ects poorly on your brand , and they probably won't be back. "

and Novant Hea lth care, Vialogix con tinues to grow at a steady pace. And, their work in Charlotte continues to receive

Springs Industries is a case in point The consumer's experience at the site did

kudos a round the coumry. While other Web design firms have

not fill their needs. Consumers were calling the cuswmer service line because

come and gone, Vialogix auribu tes thei r

they couldn't find the information they needed. Something as simple as trying to determine if their sheet pattern had been

success to two simple factors: people and process. "We were fortunate to start with grea t people and have added great people along the way," says orris.

options like personal publishing, account management and sites that help with productivity in our lives. Where does Vialogix fit into the future7 "The Web is still in its infancy and we' ll evolve with it, " says Norri "When you boil it all clown, it will st iII be abou t co nten t and delivery, and we're the middle man. We don't create content, we simply present it well ." biz,

Shem Oosterhouse is a Cornelius-based freelance writer.

d iscontinued. The customer service department answered numerous redundant calls and Vialogix set out to reduce that number significantly. Once again, the Vialogix Learn went in search of answers. Pre-production research-interviews with Springs customer service personnel and reviews of custmner ser\'ice data-uncovered the types of questions and requests customers were making by phone and e-mail. Phone surveys of 400 Springs customers determined what they were looking for in the Web site, and the feedback helped

greater charlotte biz

january 2003 17


Am eritrust Mortgage Company, LLC 14045 Ballantyne Corporate Place Chc.rlottz, NC 28277 704-568-1020 Pre 路idenl: John J. Owens Number of Employees: 75 ww..v.arr_eritrust.com


_4meritrust Mortgage Company, LLC earns the Value of Transforming Leaders ip This past July, whe1 the ~conorry was struggling and many companies w~re in trcuble, Ameritrust Mc..-tga~e Company, ~LC, had L1eir est mtJnth ever. Ho\o\. ~id they do it? John Owens, presid:nt and CEO, says i. was due to t::te traru··ormation of hi:n and his C•)mpany. Ask John what it takes to transfcrm a leader or an org;mization and he will tell you emphattcally: clarity, ommunic:ttion, cul :ure and courage. At the beginning of the year, Owens had a ugging f~ling that someth.ng wasn't right, but it was not until his wife Stacy told him the office hL-d a )roblem :h.at te d~cided to tal:e action. After fi:ling in at the officE, she told hirr. tl:e en; loy t-es were unha py, and worse ?'e:, they were not -::alking about it. >greater charlotte

bi~

j3nuar y ?.003

It;


When John decided to take action, he knew he needed help. He was too busy and too close to the problem to tackle transformation on his own. So he contacted Whitehead Associates, Inc., a Charlotte consulting firm that specializes in developing leaders and

Clarity was important, but the biggest challenge the company faced was communication, according to Owens. He started listening and talking to his employees. As a result, they started communicating openly with each other. "Our leadership team meetings used to take up to ten hours, now they are a half clay. We used to be like the contestants on 'The Survivor' television

work with Mike Whitehead, Owens

show," says Owens. "Everyone was jockeying for a personal agenda and forming alliances. Now our leadership

began lo see that his leadership style

team openly discusses issues and deals with them. "

organizational culture. Through his

was creating much of the problem. "I was a manager, not a leader," he says. "We had to start at the grass roots. It had to start with me."

A the son of a New York police lieutenant, John was raised to face problems head on and fight back when cornered. "I didn't run from controversy; l almost live•] for it. " However, his hands-on, confrontational style was clearly not working. Through coaching, Owens learned to get his employees involved and listen to their ideas. The clarity came for him when he took a good look at himself and how he was leading his employees. John also liked to be the star, just like when he was a baseball star at UNCC. That auitucle defined his old leadership style. "lf something wasn't done, l'cl tell them to give it to me," he ays. "lf it was the bottom of the ninth inning, l wanted the ball hit to me. l wanted to be the one to make the play " Now Owens knows he has to lead his employees to be stars too. euing clarity around his leadership was not the only role John had to confront. He knew that to be a beue:r leader he also had to be a beuer husband and father. This insight helped him see his employees as more than just workers -as real people. He no\ takes an active interest in their lives and families. 20

january 2003

Opening up communication did not come without a price , however. "We went through some pain and tears ," Owens says. "Egos had to be put aside. It was emotional at times. " ln spite of a few bumps, Owens explains that open communication is critical to their success. Walking through Ameritrust's office in Ballantyne now, consternation is nowhere to be seen-just smiling faces.

"We used to be like the contestants on 'The Survivor' television show. Everyone was jockeying for a personal agenda and forming alliances. Now our leadership team openly discusses issues and deals with them." -John Owens, president and CEO of Ameritrust Mortgage Company, LLC The bouom line, however, is that transforming the culture at Ameritrust was the real key to their success. Owens' old leadership style and the company's lack of communication had created a culture of individuals, not team players. "We were not operating as a unit ," says Owens. Things are very

different around Ameritrust now. Owens explains that in July when the company had stellar results, they were working with less people clue to vacations. Unlike in the old days, people helped each other and thanked others for their assistance. This change in employee behavior is a result of purposefully defining the culture at Ameritrust. Owens explains, "The employees created the new culture; 1 just gave them guidance." Consultant Mike Whitehead says, "A lot of companies talk about culture transformation, but few actually do it. " He praises Ameritrust employees for Lheir hard work and Owens for his courage as a leader. Sometimes it is not easy to look in the mirror, but courage is one thing John Owens has never lacked. In 1988 when Owens graduated [rom UNCC with a degree in economics, he may not have known then how much courage he would eventually need. His first job was to collect a $400 mortgage payment in Winston Salem. On a cold and snowy clay, he met with a delinquent customer and their children to collect an overdue payment. Owens did not like that pan of the mortgage business, but he knew he had to do it. From his first mortgage job, Owens learned that making loans is more enjoyable than collecting them. lle also learned the importance of making good credit decisions, and how to price and manage risks. Owens eventually moved to the sales side of the mortgage business and did well there. He became a trainer and taught other mortgage managers how to originate, underwrite and process loans. Owens was developing a solid background in the mortgage business , and working with a big mortgage company gave him security. But Owens was afraid that if he stayed any longer, the company would own him. He also had a vision of owning his own company, one that would impact employees' lives by creating a place where people were

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excited about working. In ~larch 1995, Owens used his

S~l\­

ings to create Ameritrust Mortgage Company. His wife, a schoolteacher at that time, was six months' pregnant, and they also had a one-year-old chi ld. At;:. time when most people would have felt they needed the security of a good job. Owens felt the time was right to make his mo\·e. He knew he had more mmi-_ otion than ever to succeed.

and shortly thereafter he called Whitehead Associates, lnc. "After contacting Mike Whitehead, l felt like 1 was back in school-! had assignments. Mike helped me think creative· y and strategically. My vision became clearer. l remembered why I had started the business and regained the excitement 1 had in 1995."'

"We encourage people

For the first six months of busincs~­ Owens carpooled with his wife and operated out of a tiny office in Independence Towers. Then he

During the widespread power

bought a car and hired his firs t employee, who is still with him.

outage in December, our office was

Things were starting to look up. Ameritrust continued to grow over the next three years, but things changed in 1998 and a lot of mortgage companies started going out of business. Owens saw some of his good friends losing their jobs and his own company was becoming stagnant. Ameritrust had stopped growing, and Owens had lost the passion for his work that he once had. ln reflecting on his first years in business, Owens says, "One of the thints that made me successful was that l was hungry for knowledge, and l had grea. teachers. One of my objectives in gettin.~ out of college was to learn from everyone." Owens explains that for the fir t four or fi\'e years the company was grOY"ing fast, and he was working to take Ameritrust to a different level. But wh: E. the company was growing, Owens stopped learning. He went to work but was just going through the motions. "l got in rut, " he says. "l stopped doing th•' things that made me successful. l forget how to motivate myself." Owens became depressed and diJ not know what to do. He had no one 1c turn to for answers. "l t's lonely when you own a business. You have no one c share your emotion with and discus~ business strategies with," he says. Then on that fateful day in October 2001, h s wife Lacy fi lled in at the office and to I him his employees were unhappy. He knew it was time to change somethin~

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a big day care center. By being able to bring their children to work, the employees avoided additional childcare expense, and they were able to come to work and serve our customers." -John Owens, president and CEO of Ameritrust Mortgage Company, LLC Today Ameritrust has 75 employees. The conforming loan operation is in Raleigh and Lake Norman. The corporate office in Charlotte has 60 employees and covers the wholesale loan operation and ten tates. ln 2002 , the retail loan volume has increased 81 percent and the retail fee income ha increased 56 percent over 2001.

A:meritrust has had a 60 percent increase in wholesale loan volume o.·er last year. One of the reasons for these results is t1tat Ameritrust employees ha\·e customer oJsession. ln addition, Ameritrust values i.:; customer service employees as though they were executives. "We try to compeno-c.te them better than normal. We want to rr ake the receptionist feel like one of the rrost valuable people in the company." Owen;'s dream of being the ideal crnploycr was put to the test during a recent ice storm. "We encourage people to bring their famil ies to work During the widespread power outage in December, our office was a big day care center. By being able to bring their children to work, the employees avoided additional childcare expense, and they were able to come to work and serve our -:ustomers." verall though, it i clearly Owens' leadership transformation that helped get Ameritrust back on track. While continuing to manage and g-ow Ameritrust, Owens coaches baseblll, football, and basketball for his children. By his own admission, he is a rr uch better person now, not just a better leader. When times were tough and they were in the bottom of the ninth, this policeman's son knew he had to k·ok deep inside and be the best he cl)u]d be . To do anything Jess just was D.)t in john Owens' game plan. biz

Wanda Cratg ts a Charlotte-based ti=elance writer.

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The Time

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Remember v1hat it v;as like :Jefore cable TV 0 When the consumer hcd maybe five channels, all network-driven? Since then, our channel choices rave multiplied in:o a glut so huge that remote controls are mandatory. During app :>xima:ey the sarre time per od w-e 1ave also wit1essed the development of the Internet as it ha; expanded exr•onenti311y becoming a facet of everyday life. Once de ayed by diai-Jp tones and 'image downloacing·· bars, now demand usage of our media, :lata and speed and constant

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As the nation becomes more wired, we seek even greater control over the 'what , when's and where's' of our entertainment, and communications. To get to the next "best place faster" seems to be our obsession. To get us there is Time Warner Cable's mandate. Time Warner Cable has been a pioneer in the dynamic cable industry, bringing the digital age into America's Ji,·ing rooms and transforming the way Americans recei\'e information and entertainment. The company has been franchised to operate in the Charlotte region since the early '70s, conducting business under various names including Cablevision, ATC and Vision Cable. Through repeated acquisitions, it has gained the dominant position in the Charlotte market. Their morphing in the Charlotte market has been a mere microcosm of their activity as a national entity, the behemoth proportions of which are most significantly illustrated by the merger of their parent company, Time Warner Inc. , with AOL in 2001.

THE CHARLOTTE CONNECTION Time Warner Cable (TWC) is a state-of-the-an operation that nationwide serves over 10.8 million customers. Of those, 395,000 are Time Warner Cable Charlotte's (TWCC) customers, and that number is rapidly growing. David Auger president of the Charlotte Division, points out that in the past three years the company has added 85,000 high speed Internet customers and made 115 ,000 upgrades to digital cable. In the last 12 months alone, the Charlotte Division has seen a gain of 16 ,000 core video customers. Auger auributes TWC's success in Charlotte panly to its demographic profile. He explains, "Charlotte has a lot of young professional affluent constituents who want things their way and right now, so we are doing everything we can to satisfy that." "Plus, " he adds," the growth of the Charlotte market has been phenomenal and relatively insulated from the economic downturn. The combination of these things positions Charlotte to demonstrate the future of 24

january 2003

being intrusive" They also .sot to the customers first anc delivered .1 so.md product. Says Auger, "The st-ategy of 'being fir5t ' is very celiberatc throughout the ceompany. lt is our mission not only to satisfy the status que. but also to anticipate the customer's future needs. This is the id ea behin:l the" ow Anything is Possible/Flying Pig" ad campaign: to accomplish things that at one :ime we ne,·er thousht possible."

LOCAL AND NATIONAL COMPETITION

what cable is David Auger, president to be in the of Time Warner Cable Charlotte division next five to 30 years." TWC accomplished much of its early growth through "cl ustering," which involves uniting various cable companies via acquisitions to create a more efficient ripeline to the customer. Clusters are cable divisions across the country serving 300,000 customers or more. After forging this network, TWC underwent a $4.1 billion cable upgrade nationally, including the 12 ,000 miles of cable in the nine-county TWCC region. Fiber optic line married with existing copper cables increased the bandwidth of the line from 450 MHz to 750 MHz. Hence, the result is ·'broadband ," a thicker, faster connection that has led to the deployme nt of digital cable and high-speed internet services such as Road Runner, Eanhlink and other Internet service providers. Needless to say, the outcome of the investment has been very rewarding. The upgrade to what the company calls the "hybrid fibe r-coax cable" allowed TWCC to launch high-speed Internet access with Roadrunner in Charlotte in early 1998. Auger adds, "lt was a \'ery practical and efficient move for us to make. The original coaxial cable was already in people's homes So we could provide the extra band"'idth and do so without

TWC has had local competition from some conpetitive products. Satellite has tHen a large bite out of the cable subscriber base. And companies like B~llSouth are aggressively marketing DSL conn::ctions to compete with TWC's Road R_mner. A Jger remains cool in the face of this competition. ··we are seeing a lot of satellite cus .om::rs return to us . The c.;.stomer:: complain of unreliability and unmet expectations. We now have a warehouse full of satellite dish rec~i\·e rs that "Ve have accumulated through our c sh trade-in program."

TV. On your sch~dule. On your terms: Just because you haven't seen a flying pig doesn't mean you :.·· · should write it off ~s an ' impo~- . sibility. Can you imagine y~ur . cable comp3ny reinventing itself . to give you everything you could possibly woot in entertainme~t? From movies and shows .ybu car. enjoy any .time :i:Jay.or night,- . to' high~speed . lnternet . acces~ . : :::::.throughout your home with just one connection, to a ne~ cable service tha: will revolutionize how you talk on the phone, .you won't believe all the soon-to-bepossible tliings coming your way . frorn Time ,\'Van1e~ Cat)le,: :Nov• .· an)1hing's; J>Ossible. ::•• · : -

-

_,.

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Auger admits DSL competition is a little trickier. "BeliSouth has been really pushing hard with their marketing; howe\'er, since we have provided such a good product with our high speed access and since we did it first, our subscribers have been very loyal. They have had no need to change." National competition in the cable modem arena became somewhat more heated in the last year as Comcast, AOL Time \Varner, and cox communications all vied for AT&T's cable unit. Comcast was ultimately successful, resulting in the following numbers of subscribers for the various players according to the National Cable Telecommunications Association (as of june 2002): Comcast, 21.8 million (AT&T Merger 11118/2002, all data proforma as of the second quarter 2002; Time Warner Cable, 12.8 million; Charter Communications, 6.8 million; and Cox Communications, 6.3 million.

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LAYING DOWN THE LINE Despite these challenges, TWCC has had record growth over the past twelve months. Auger reports that , "October and November 2002 were the largest months of subscriber gains we've seen in many years To accommodate this growth, TWCC has increased its local employees to 1,100, at a rate of about 10% per year. lt has also launched a 24-hour news station, ews 14, which employs an additional 92 people. As if the sheer volume of new hires wasn't enough to keep TWCC's training facility busy, it has the added pressure of staying ahead of the technology curve, as well as responding successfully in customer service. Auger explains, "We have a 7,500square-foot training facility that has an actual house replica on stilts for technicians to learn wiring. We pull our customer service reps off the phones during slower times to make sure their skills are fresh. People are constantly practicing their jobs, and this is mandatory." Auger acknowledges that it's no secret that cable companies were >-

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notorious for missed calls and late appointmems, but he assures that these problems are a thing of the past. "We have spent millions of dollars on training, programs, and service improvements. This also includes hiring highly qualified employees, and keeping them informed. Five to seven years ago companies were known to hire someone off the street, train him or her for a month and that would be it. That cannot be the case if a business like this is to survive anymore." TWC's new products also serve to reposition the company in a positive light. ].D. Power and Associates awarded it the highest customer service ranking in the country for its Road Runner Internet vehicle, and its digital service is increasing incrementally. It also now offers Video-On-Demand , where subscribers can order a movie from TWC's servers for 24 hours and watch it, as many times they like, at any time of day. TWC is committed to continue new product development at a faster pace than ever before. Just recently, in ovember, TWC was m the final testing stages for their PVR, Personal Video Recorder. Much like TIVO , TWC's PVR will allow pausing, rewinding and fast-forwarding (as much as has been recorded) of a realtime broadcast. The converter stores the program onto a hard-drive and gives the viewer the freedom to watch at his or her convenience. Auger says he personally loves it for football games , "I can get up, make a sandwich, and not worry about missing that important play. Plus , I can go back to the game in real time at the flick of a switch." The PVR also allows two programs to be recorded simultaneously while the customer is watching a third. The product, according to Auger, exemplifies TWC's dedication to the customer, giving them what they want, when they want it. He adds , "At a price of $4.95 for a digital subscriber, it is also a pretty reasonable value. " Auger highlights two other products in the pipeline . The first is home networking, wherein high-speed

Internet access users can have up to three computers online at once, with a wireless connection. The second is IP telephony, which is a telephone connection that travels via a residential cable line. Says Auger, "IP telephony is currently being tested in a couple of markets and is expected to give TWC a super competitive edge."

THE COSTS OF CONNECTIVITY These flashy concepts come at a cost , however. In ovember, TWCC announced a ?percent rate hike. According to Auger, "The increase was necessary as a cost of our doing business. Our costs have skyrocketed. Our programming services have gone up 22 percent. So , you can see we have tried to keep the rate increase as minimal as we can to our customers." Sue Breckenridge, vice president of public affairs, adds, "A lot of people don't realize that for all the programming we provide, we have to pay for the rights to broadcast. For example, sports programming like ESPN is arguably the most popular we offer. But the increases for that type of programming are some of the highest repeatedly year after year. For example, we pay ESPN to play their programs, and they pay the NFL for the rights to produce them. Consider some of the costs of production, royalties paid and so forth, and the incredible amounts become a little more understandable. " Breckenridge adds, "Another thing that many customers don't realize is how heavily regulated the cable industry is. In 1992 Congress re-regulated the cable industry and the FCC published the results of an extensive study to make sure our rates were justified . We are monitored by the FCC nationally, and are also regulated at the local level. So hopefully that also provides people with the comfort of knowing that we are not overcharging."

NETWORKING THE COMMUNITY Both Auger and Breckenridge approach the consumer with earnestness and appreciation Auger emphasizes, "Yes , we are part of a huge entity,

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but we are a local company. My customers are my neighbors are my employees. We work to be a part of the community, to give back to our customers and appreciate them for their business." Adds Breckenridge, "Because cable comes into your home- it is like a personal service, and people take personal services very seriously That makes it necessarily important to us as well. In addition to doing the best we can for you in your home, we also try to reach out. We wire schools, government buildings and libranes for free, and are working on edu ational product developments. People at every level of the company are working to beuer the community, volunteering time and resources TWC has a big name and a big mission. Auger explains that '·Eighty percent of what I have tried to do since I came here is change the culture and mindset of Charloue's Time Warner Cable to a purely customer focus. We interact differently now, we watch ahead for our customers so we can provide a service when they ask for it. The customer dictates our direction and our future." "We strive to bring the digital age into America's communities and transform the way Americans receive information and entertainment. With a combination of the world's most trusted brands, unparalleled Internet expertise, and experienced, focused management, we want to provide our customers with instant a cess to a breathtaking array of choices and new ways to connect to the ever-expanding online univer e. "We look ahead to the next few years and we see a more converged and interactive world. We want to lead that world in a responsive, responsible way that sets the standard of leadership in our industries and our communities. 'vVe define our success, not only by our bouom line, but also by how we act as a service provider, partner and corporate citizen." biz

Susanne Deitzel is a Charlotte-based freelance wnter. greater charlotte biz

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No hote l has ever been more anticipated in Cha-lotte's history than the new 'vVestin hotel. Scheduled to open next month, city leaders say The Westin Charlotte is essential to makmg Char otte a destination for large conventions and meetings. "\Ve have one of the best convent ion Cr'nteG anywhere," says Mo hamnad j enetian, preside nt of the Greate· Charlotte Hospitality and Touri m Alli ance, "bu t we've lost conventions ever the years because we didn't have a ho tel with large en:mgh room blocks. The Vvcstin \"i ll enhance our already great Con·;ention Cen ter and help us atract those really h ig groups."

Designed by john Portman & Associates, the 25-story Westin Charlotte at Stonewall and South College Streets was planned to meet the need for a full-service luxury hotel to match Charlotte's state-of-the-art Convention Center. In fact, at $145 million, the 54 7 ,518-square-foot hotel will cost only 12 percent less than the Convention Center itself. "The Westin will bnng a whole new element to the Charlotte market. ·· says general manager jon Ktmball. "Its a product that can't be touched.·· Public support for The Westm Charlotte grew out of a committee formed by the Charlotte City Counctl in 1997 to explore how to maximize the city's investment in the convention center, which opened in 1995. From that committee grew the movement to bring a facility to Charlotte that was large enough to serve as a convention headquarters hotel. In 1998, the Charlotte City Counc1l chose Portman Holdings and Starwood Hotels & Resorts \Vorldwide. Inc .. the parent company of Westin Hotels and Resorts, to build the 700-room facility. To make

the project financially attractive and help solve a parking shortage ncar the cente r, the city contributed $16 million toward the development. The city also has a parking space agreement wnh the developers that provides additional capital to the to

The full-sen·ice, four-star 'vVestin will add a parking garage with l ,640 spaces to uptown . Its 700 rooms, mcludmg 20 executive suites and two luxunous presidential suites on the penthouse level, will increase the number of hotel rooms withm walking distance of the Convention Center to 4 ,117 from the 2 ,757 rooms available just three years ago. "The big benefit of The Westin ,..


Charlotte, along with the other pr::>penies that have opened in the past three years, is that it greatly increases the inventory of city hotel rooms,' says Melvin Tennam, president of the Charlotte Convention and Visitor's Bureau. "That allows us to go after a whole new catego ry of convention bookings.,. ln addition, The Westin Char one offers more than 44,000 square feet of convemion facilities itself, including 32,135 square feet of meeting space, with a 16,276-square-foot Grand Ballroom accommodating up to l .440 guests for banquets. A smaller 6, 725square-foot Providence Ballroom can host up to 570 guests. And there are 14 additional meeting rooms. Although it is often called ''the convention center hotel'' and is located right across Stonewall Street from the center, The Westin Chanone is not actually affilia ted with the convention center. However, because of 1he public funding involved in the development of the project, the cit}' has

some leverage on The Westin Char~olle to book large groups. According to Tom Flynn, the economic developnent officer with the city, a room block agreement requires The Westin Charloue to make 600 rooms available for convention goers for 14 days each month. That makes it possible for convention promoters to assure group~ they can stay together in one hotel. "That's a large sales item," says Molly Hedrick, spokesperson for the Charlotte Comemion and VisitJr's Bureau. "The Westin Charlotte will be Charlotte's largest hotel. Its meeting

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an indoor swimming pool and spa. However, none of these features are as important to Kimball as seeing that the hotel provides top-level service.

f:·r ever;'.hiogf-crn hirir g ~ 35ocia: es t:• chcc!::ing bee linens nc china pa:t::rns. I. moC:.c:l noce~ roc·~ ·-as be~n

sc:t U? IS a \ab.) rat.<Jl}' ne.u 1~ he• el3 p·eopeni"lg Jfl•:eon So·_tt T:-yon ~ - ree : . a .:-_d cvcrythin5 in it h- s r:ci':cl : lose :;: rutiny. "\\~ zven -u~d the lo:atior:. c · the re am J2IT:'. Jstat -_:) :- akt it core :n r.ver.ier.:,' s.:tys ::-: irr.Jlll "SemeLmes t r_q~s work d ffe.rntly j-_ realir;- thm c1. paper. ~ r:~ nba ll . \•+c ·1a3 ec..rncd tl-e r. ckna:r.e "t:i-:rb e Ki.mtle, ' ~a}S t ~ 1 k ~ ·Jeing oo rdle r bE.de: , jugping so ::11JLj thing · Jl ·te same :ime. "Ru-mirg .l hoitl is lik= orrri:ng a smaJ c ty,' 1:-..::: s ~~~. "It h<.s its O\o'Tl r frasu _clute. I t JV~ to "NC:rr ma-y ht:s, rr eting p ~ c := le to .ell the hotel md gecng .Jc..,ur: ·n the tro::nches a . l:le. S:lmc Lime." T~ 'Nesti:.l is ~ s luxniou~ a3 ~ ctel3 §Cl f.ll t:l-e gue:;_roo::1.s c...1c suites \\iJ l-_ne C.La -lir e e_e::hones \\ith vJice r e;sagin.s, large VJUrl<: desks, h--com Lltl 'JCr:S , COif1imtntar; g: Ln""le . :off.:e. in-:c•om :r::t-•Ls, a safe md a rrhhJr Ea•.h wiJ d::c l.eature: th~ 'Ncs.. r

"Our m ission is to be the finest hotel in Tanh Carolina," says KimbalL "We'll do that by providing a unique product and exceptional Wayne Malagon , The Westin Charlotte's new director of food anC. beverage , says Kimball's devotion to the concept of service is what drew him to Charlotte from the Woodland "jon is passionate about service," says Malagon. "He is determined to create a culture that takes care of guests in a way that is second to none . That's what excited me about coming here. It's an opportunity to create a new culture in a new hotel in what is a new city to most of us. " Kimball says The Westin

tom-designed Simmons Beautyrest pillow-top mattress set with three sheets, ranging from 189 to 250-thread count . In addition to a full-service concierge,

Charlotte's staff will do the inLUitive things that will separate the hotel from its competition and make it a truly great hotel. "It goes way beyond the doormaL saying 'Good Morning,'" says Kimbal . "Using the guest's name is an impor-

customers will have access to a gift shop, business center, valet parking and office

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'\Ve -..a"ll to create an en-i·o-i][ e;::c iLC feOJ=· .C:, • !-1 'r'~

Mdagon. ' t is tl~ scr .·ice tha wt scpn:.Le J.;. h:m a:1y hing cls~ n Cha-lntte.' The E1tcr Gr lit. :an sea. 6 . people ira::lt a!rl :m::.bcr 68-01 n~ out:>ide ]~io. \'rt·.b ·.:nh :1 ·o i-se•~ and a W(}.:Xl-::uning eYer. e-tters v.i l fucw on c.las;;.c -.~snc di:;~s "wi ~ 1 a n..oclem _wist: Stde - 9.1e :7 wU be scf'"eJ fam ly-~tylc Loll e table and ."ill b-: rcplrnished .as n a<.L.1 i·~n tc the restaur .rt, T1e \~'esti- Char loll~ .vill ha• e ~ u'ii G.Ued Cl~nlc•tte Trc<.I!O and Ea-, op:!n tron 'hrcakfast ·c. mid-a ·Lrno:-n, an•l 1 .oung•: -.:.:lied BarlJ . T 1cse l w 1 ~Jcililics wU allcw t 1•: staff to be ··re,ILi~c in :nee in~ t1e dcm~mds o~ c•m ·entiJl goers 'l: \VI' <:r.ow tl·at •..:e r ave-1(•0 com-cntilon gu?s s an:J no bar q 1c· is pLmnc l, W? c 1:1 er.?lor: oLI.H opli·1ns t) · g:1tcn the load at : c rest< uratL ' ,.ays ~v1.a a~on "\\::C ca extnd tl-c hem:; d the deli •:r opo n tl-c: lo Jn~c fco- L .Jick ~:md\vic '\O:S. We need t h.: c 1gni;:_m ,,f the: till~ co no naint~ for c r.nnticm


and comfortable service.'' Malagon stresses that "services doesn't cost anything; it just requires discipline. You have to spend time with your people to make sure they understand your mission

FACING THE FUTURE There has been tremendous interest in The Westin Charlotte e\·er since the project was first announced. Marshall Hilliard, director of sales and marketing, says the hotel has bookings through 2011. One of its first will be the Commodity Classic Convention to be held February 27th through March 2nd. They have booked 600 rooms in The Westin Charlotte and 2.800 additional rooms throughout the cny. The Commodity Classic is a combined convention of the National Corn Growers Association and the American Soybean Association. The Westin Charlotte is also looking forward to \'isitors in the next few months from the American Numismatic A sociation (10,000), the ational Parent Teacher Association (2,500), and the Progressive National Baptist Convention (6,0000. "It's a great opportunity," says Kimball "to engage in a concerted effort to attract and impress con\'ention groups . We are anxious to introduce \'isitors to Charlotte and make their stay as comfortable as possible." Tennant agrees. "The Westin harlotte will provide an excellent headquarters hotel facility for larger and more important conventions that we are so anxious to attract to our city. With the opening of this hotel, the city will have The Westin Charlotte to offer up in tandem with the Convention Center." biz

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"Smaller" Meetings Are Port of Everyday Business for Visit Charlotte Bureau Express to the Rescue! Contrary to popular belief, Visit Charlotte (Charlotte Convention&: Visitors Bureau) doesn't just bring large conventions to town. Unlike most convention and visitor bureaus , Charlotte aggressively so licits smaller meetings (defined as 200 room nights or less), like family reunions or small association meetings requiring stays of two nights or less. Visit Charlotte recognizes the importance of these meetings in boosting short-term business and generating business for full and limited service hotel properties. Visit Charloue has two sa les managers solely dedicated to managing these smaller groups in an operation they call "Bureau Express. " Dianne Brice oversees the state association market , as well as military and family reunions. Elizabeth Higdon deals with the corporate market and regional and national associations. Whether your company has a professional planner or someone who has never planned a meeting before, Bureau Express can help to streamline the meeting planning process. By acting as a liaison between the meeting venues and the planner, Bureau Express saves planners from having to contact several locations to see if availability and space fit

34

january 2003

the meeting's parameters. "I believe that one of the best things we do is help people save time," said Higdon. " orne people think their meeting may not be big enough to need the assistance of Bureau Express , but we can help with meetings of any size." By holding a meeting in Charlotte, local companies can save money in travel costs. At the same time, money is generated for Charlotte's economy. ln fact, last year, rooms booked by Bureau Express brought in nearly $10 million in direct delegate spending. Visit Charlotte provides planners with materials, such as visitors guides and other "things to do" brochures , free of charge. So, if local companies are hosting out-of-town guests, there will be plenty for them to see and do. "I enjoy seeing how surprised local people are at all the things there are to do in Charloue," said Brice. "When you live here it's easy to forget that Charloue is a tourism destination. "

About the Charlotte Convention

&

Visitors Bureau The Charlotte Convention &: Visitors Bureau (CCVB) is an economic development organization charged with a mission of developing Charloue's visitor industry. ince 1984, the CCVB has served as the official destination marketing organization for the City of Charlotte. As this nation moves toward a more service-oriented economy, the travel and tourism industry is

playing a critical role. Dollars spent by tourists produce an impact within every aspect of the community. Visitors to Charlotte-Mecklenburg spend $2.6 billion annually. When people visit and spend money in Mecklenburg County, it creates jobs. Over 4 7,000 jobs in Mecklenburg County are directly related to travel and tourism. The Convention &: Visitors Bureau leads the effort to bring conventions and conferences to the Convention Center and area hotels. We also assist meeting planners and attendees with reservations , transportation needs, social events, dining and the myriad of details that make gatherings, large and small , successful. Amateur and collegiate sporting events play a significant role in Charlotte's visitor industry. These are addressed by the CCVB , as are group and individual tourism. The Bureau promotes Charlotte and surrounding attracti.ons within the region , the nation and internationally. And the Bureau operates Charlotte's official visitor information programs, Visit Charlotte.

Interesting Travel

& Tourism Facts • Charlotte is the #1 travel destination in North Carolina. • Close to $2.6 billion in revenue is generated annually from tourism activities in Mecklenburg County. • Over 4 7,000 jobs in Mecklenburg County are directly related to travel and tourism. • Last year travel and tourism

greater charlotte biz


(NLC)

generated $9.2 billion in N.C. This is an 8 percent increase, outpacing

announcemem

the national average by 3 percent.

of their com-

Each delegate to a convention

mitment to bring their

or exposition stays an average of 4 days and spends an average of $819 in the host city. • Travel and Tourism is America's

national, city-leader event to

second largest industry. Domestic and international travelers generated

Charlotte in December of

expenditures of over $357 billion. The industry supports 6.3 million

2005, thanks goes to not only Visit Charlotte staff but their

in direct jobs and another 8 million indirect jobs - second only LO the health care industry. • The majority of visitors to Mecklenburg County - 49 percent, are business travelers. 2 7 percent come for meetings and conventions or on motor coach LOurs. The remainder are leisure/transient travelers. • Charlotte is the largest city between Atlanta and Washington, D.C. , and the center of the coumry's 5th largest urban region.

Charlotte ... From a Different Angle Lo c a l C o nn ections Spar k Big C on ventions They say that it only takes one person to make a difference. ln Charlone, we believe that difference stans with looking at things from a slightly different angle- a local one. ln the past 18 months, Visit Charlotte (Charlotte Convention & Visitors Bureau) has received a welcome burst of assistance because a handful of people took it upon themselves to look at their own community in a new way. As a resu lt, more than 75,000 people- representing four major convention groups- came to Charlotte , stayed in hotels, aLe in restaurants, visited attractions, shopped locally - and left $40 million dollars in the community this past year. With the National League of Cities'

greater charlotte biz

partners in delivering and selling the Charlotte message to the LC Board of Directors. Mayor Pat McCrory and City Councilman James Mitchell were vital to the success of the "pitch." Both joined Visit Charlotte regional sales director from Washington, D.C. , Steve

Friendship Missionary Baptist played a major role in coordinating key aspects of the convention, including volunteers and courtesy vehicles. Ferebee , a retired architect who founded FWA Group in Charlotte, was able LO realize a drea m of showcasing the magnificem architecture of his home city to more than 15 ,000 of his professional colleagues. The 80-ish Ferebee - a former national president of the American Institute of Architects - was a key player in attracting the AlA

Brennan, and president and CEO Melvin Tennant for the final meeting with NLC. And the answer was a

Convention and Expo LO Charlotte in

resounding "Yes" from the board.

Representative , and Jim Richardson, also a local lawmaker, embraced the power of brotherhood - and local con-

Elaine Lyerly, Dr. Clifford A. Jones , Sr., Scott Ferebee, Dr. Melvin Pinn and Jim Richardson were among those "local connections" who helped bring conventions LO Charlotte. Each - in their own way- brought knowledge and pride of their home city LO the table - and convinced national groups to embrace the idea of meeting in Charlotte. Lyerly, a board member of the Charlotte Chap ter of the American Red Cross, was among those who were instrumental in aLLracting the organization's national convention LO Charlone for the first time in May 2001. ln addition LO assisting with formal proposals and convention details , Lyerly and members of the Red Cross staff and planning cabinet donned Red Cross boxer shons while making a presentation to 2,700 representatives attending the previous year's convention in Columbus, Ohio. Jones and members of the congregation and board of Friendship Missionary Baptist Church helped LO anract nearly 50,000 delegates to the National Baptist Convention held in Charlotte in June 2001. As host church,

May 2002. Pinn, a former N.C. 6th District

nections - to bring 8,000 Omega Psi Phi fraternity brothers LO Charlone in July 2002. Pinn played an initial role in presenting a proposal and preparing a bid presentation for the organization. Richardson was instrumental in planning and providing access to local resources and ke y contacts as the group finalized their arrangements. What's the reward for making that local connection' Probably a bit like having a really terrific pany. You invite all of your friends and acquaintances, and you spend a tremendous amount of time and effon LO make the house look fabulous. Your guests rave about what a good time they had. And they remember it for a long time to come. lL leaves you with a good feeling that you've done so mething special. And the Charlone economy- and the 48 ,000 local people who make their living from hospitality and tourismappreciate the $48 million your guests left behind. Imagine: $48 m illion added to Charlone's economy from just five conventions. >-

jan u a r y 2003 35


Great Meetings Begin with Great Spaces A Vari ety o f Ve nu es in Charlotte If the idea of hosting a meeting leaves you with visions of stuffy surroundings, bad green beans and junior high school overhead projectors, you obviously haven 't held a meeting in Charlotte. A great mee ting starts with a great facility, and Charlotte has a long-standing reputation for excellent meeting venues. From the traditional to the unusual, Charlotte offers a variety of option guaranteed to impress and inspire. For a larger group, convention, trade show or expo, yo u'll want to select the Charlotte Convention Center as your base of operations. Recognized as one of the country's finest convention facilities , the Center offers 850,000 square-feet of state-ofthe-an features within wa lking dis-

Sto:ker Associates, Inc. prov 3S general conacting services, speci ;:ing in cJmmercial interiors and buil:llo suit c:>rstruction with a high deg8e of per~onal service and attenti rr to detail. VIe have a unique understan~ ng of the need for prec1se upfit war performed on schedule, at a compet1 rJe price, anc with minimum disrup •)n to the \A o¡kplace.

tance of more than 4 ,000 hotel rooms in Center City. The facility can be set up for l ,250 exhibit booths , and can seat up to 4,000 theatre style or 1,800 banquet style. The city's newest hotel, The Westin Charlotte , is also a meeting planner's dream, with -+5 ,000 squarefeet of conference space, 700 guest rooms under one roof, two restaurants, a lounge and everr amenity yo u might want for in a meeting venue. And for a true resort treatment, tr}' Ba ll antyne, the area's first urban resort. In addition to a variety of meeting space, a championship golf course and a day spa, the Ballantyne Resort features a clubhouse well-suited to corporate meetings and dinners, and The Lodge , a perfect space for a retreat. Does your meeting call for a memorable location, or a unique

3S

january 2003

grea t er charlotte b iz


\'enue to host an opening rece ption,

you'd rather create yo ur own elrama,

VIP eve nt or banquet? Then consider

the Extravaganza Depot - a new

a museum , such as the Levine

venue just outside of uptown- offers

Museum of the New South , wi th

7,000 square feet of versa til e event

its attract ive glass atrium, or the

space (a nd a 1920s Pullman ca r and

Mint Museum of Craft + Design ,

caboose) that can be tran sformed

with a rooftop terrace overlooking

in to just about anything via theme

Center City that can accommodate

props and d ecor.

150 for a reception. The courtyard

Events Calendar for The Charlotte Convention Center January 2003 January 11 -12, 2003 January 13-14, 2003

An

on

To add some real Charlotte action

plaza of th e Center City's newest

to your agenda, host an eve nt at one

skyscraper, th e Hearst Tower , also

of the region's spectacular sports ven-

makes a nice environment for an

ues. Two of the most popular are the

informa l outdoor gathering.

famous Speedway Club , overlooking

January 24-26, 2003

I

(

January 25, 2003 January 27-31 , 2003 Rei

~nt

Historic homes such as the Duke Mansion , Van Landingham Estate

and Suite 87 - named after Caro lina

or Morehead Inn can accommodate

Pamhers Owner j erry Richardson 's

February 2003

several hundred people for a banquet

former jersey number - at Ericsson

February 11 -15, 2003

or gathering wi th classic Southern

Stadium.

elegance. These historic locations also offer upscale accommodatio ns

the action at Lo we's Motor Speedway

February 20-22, 2003

Other venues offering some

for your keynote speaker, organiza-

out-of-the-ordinary options include Ray's Splash Planet, an indoor

tion executives or special gu ests. Th e

interactive water park near Center

world-class Daniel Stowe Botanical

City; clay cruises on Lake Norman;

Garden , 20 minutes from Charlo tte,

country pig-pickin ' gat herings at

is also a wonde rfu l venue to host

Oehler's Barn ; and

an ind oor or outdoor event.

interactive venues. biz;

I

Fe bruary 25 - March 2, 2003

March 2003 March 10-11 , 2002

AS AR- themed

March 13-15, 2003

Looking for clrama7 The ci ty's arts venues make interesting choices. Consid er Spirit Square Center for

mee~ng

Arts and Education , the NC

www.vtsttcharlotte.com; 704-334-2282 or

For more tn(ormatton on planntng a memorable in Charlotte, contact Vtstt Charlotte at

Blumenthal Performing Arts Center

1-800-722-1994. For more tn(ormatJon on

for groups from 150 to 1,400 for

conven~ons

a banquet or rece ption , or more than

ConventJon Center at www.charlotteconven~onctr:com;

2,000 in formal theatre seating. lf

704-339-6000.

tn Charlotte, contact the Charlotte

-SiJJe-s

Tr~

-SiJJe-s

M.t\~~t Tmi1'ti,-

(

(

March 19-23, 2003 ,..,

路s March 20-23, 2003

AN)

003 March 28-29, 2003

oor

-:r~imti01WJ ~i~ greater charlotte biz

january 2003 37


[bizd igest] -v.-acboYia Championship Ad Campaign Launches PGA TOUR Event -1::

1':)

ling h lis an:l iL.;h greens of Quail

HciiOV\路 C ..b coupled with the bright Carolina bk...e sk)路 m-vE: started beckoning golf fans

commercial, as well as a direct mail campaign, have already begun. By urging viewers to "Get close r to

colors--green and blue. 'The Wachovia Championship is going to be a premier event, and one of the most

tc路 Ct-arlo:t:e as part cf the Wachovia

the greens.And the blue," the ads convey the

popular on the PGA TOUR; ' says Dan

D-aT r; icP:>:lip adv=rt t. ng campaign.

classic nature of the event, while announcing

Fleishman, senior vice president and director

the current seven-day ticket book sale and

of sponsorships and alliances for Wachovia

Tt-e regiom mari:=ting campaign, irducins pr int c.ds :me a 30-second television

subtly reinforcing W achovia's new corporate

Corporation. 'The inviting imagery, appealing message and creative positioning of the tournament and our corporation set just the right tone." The Wachovia Championship is a new official PGA TOUR event that is being held May S-1 I, 2003, at Quail Hollow Club in Charlotte. Wachovia Corporation, the nation's fourth largest financial services company, is the event's title sponsor. The Wachovia Championship's $5.6 million purse, one of the largest on the tour, guarantees the winner in excess of $1 million and is expected to draw the TOUR's top golfers. Proceeds from the event will go to Teach For America, an educational foundation that helps place qualified teachers in underserved rural and urban areas.

Money Makes Charlotte No.2 on its Best Places to Live in America List In December's issue, Money's Joan Caplin notes the convergence of cultures in the booming Queen City, juxtaposing The Charlotte Observer's recent policy change regarding same-sex union announcements with the soon-to-be-built world headquarters of the Billy Graham organization. As Caplin says, " Welcome to the New South, where the traditional and the progressive live side by side, mostly peacefully." Caplin singles out NoDa as the place for nightlife and artsy outposts; highlights Dilworth as a stunning historic neighborhood with broad boulevards lined by million-dollar mansions and smaller bungalows; and mentions the Lake Norman area, particularly Davidson, for its whiff of"old New England."

j c. nuar 路; 2003

greater charlotte biz


U.S. Departments of Commerce and Energy: Textile Marker System

Baker & Taylor Launches ED™

Would Better Protect U.S. Textile Industry

eBook Solution for Public,

Recently, at the North Carolina Center for

industry relates to U.S. apparel import prefer-

School and Academic Libraries

Applied Textile Technology (NCCATI) in

ence programs, such as those in place with

Belmont, industry representatives and the

Central America and the Caribbean, the

Baker & Taylor, the leading supplier of

public were briefed on technologies under

Andean countries and Sub-Sahara Africa.

books, videos, music and services to public,

investigation for a new textile "marker" sys-

These programs require the use of U.S. fab-

school and academic libraries, has launched

tem. The U.S. Commerce Department, as part

rics and yarns. However, the origins of fabric

ED, its integrated circulation and manage-

of its long-term, on-going effort to address

and yarns is difficult to determine, making

ment solution for eBooks.

trade challenges facing t he U.S. textile indus-

enforcement of these programs difficult.

try, has secured the expertise of the Energy

Under this agreement, Oak Ridge

The ED system is a Web-based interactive digital library solution that allows

Department's Oak Ridge research facility to

researchers are assessing various technologies

libraries to present and distribute eBooks

help fight fraudulent foreign trading practices

that could create a cost-effective textile

to their network locations and patrons. ED

that harm the U.S. industry. Oak Ridge

" marker" system that would be practical for

is uniquely branded for each library's site,

National Laboratory will explore the develop-

use by U.S. textile manufacturers and the U.S.

and can be constructed and brought online

ment of a special "marker" system to track

Customs Service.The private sector is being

quickly.

the presence of U.S.-made yarns and fabrics in

consulted as part of the project, which has

U.S. apparel products.

been put on a fast track, with findings expect-

A major concern of the U.S. textile

ed early this year.

ED manages the library's eBook inventory and makes content available for secure online viewing and browsing as well as time-based offline checkout to a patron's

Construction Outlook Positive for South Atlantic Region in 2003

own computer, using Adobe's content

Construction industry executives in the South

mism and suggest that construction activity

Server functionality. Full reporting and

Atlantic states predict a lower, although posi-

will not be as strong.

administrative functions round out this

"South Atlantic contractors had the most

unique solution that effectively replicates

according to an annual forecast conducted by

positive viewpoint in the country on the busi-

the entire book distribution process in a

CIT Group.The South Atlantic region includes

ness outlook this year;' says Tom Vasilakos,

virtual setting.

Delaware, District of Columbia, Florida,

senior vice president of CIT Equipment

tive outlook for construction activity this year,

Georgia, Maryland, North Carolina, South

Rental & Finance, Northeast Region. "Fifty

Carolina, Virginia and West Virginia.

seven percent of contractors and 56% of dis-

In the region, the Forecast's key bench-

tributors predicted an overall better year for

mark- known as the Optimism Quotient

their region, higher than the national averages.

(OQ)- fell 10 points to an OQ of 93.This

About half of contractors see more bidding

marks the first time since 1996 that the

opportunities this year, primarily driven by the

region's OQ slipped below I00. Despite the

region's growing population. As such, 61% of

decline, the South Atlantic is still one of the

builders see residential construction as the

more optimistic regions in the U.S. , with a

region's prime opportunity, not far off the

better outlook than the nation as a whole.

mark from the national average."

Index levels below I00 indicate lower opti-

North Carolina is Poised for a Soft Landing According to Wachovia's Regional Economic

businesses and professional services. Hiring in

Review for the Charlotte area, Charlotte's

retail trade and distribution also increased

economy began to emerge from a recession

and even the factory sector eked out some

earlier last year and the recovery gained con-

modest gains, With hiring up, the unemploy-

siderable momentum during the late spring

ment rate fell back to 6. 1%, its lowest level

and summer of 2002. Hiring by area business-

since October 200 I.

es increased significantly, with nearly 6,000

While Charlotte's jobless rate fell , it

jobs created in the last three months of 2002.

remained nearly a half percentage point above

Sales of new and existing homes remained

the national rate. One reason for this was

strong through the summer, benefiting from

that Charlotte continued to pull in thousands

the continued inflow of new businesses and

of job seekers from hard-hit surrounding

new residents.

counties as well as neighboring states. The

The improvement was fairly broad-based, with the bulk of the gains coming in financial , greater charlotte biz

Charlotte area added slightly more than

Th e

EMPlOYERS ASS O C I AT I O N Providing human resom·ces and training services to build a be tter business climate .

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johnson & Wales Selects General Contractor for its New

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Johnson & Wales University has selected the general contractor team of

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will be designed to accommodate up to 1,444 culinary students and house additional culinary laboratories, faculty offices and support areas. The center's third and fourth floors will house the Hospitality and Business Colleges, and will contain classrooms, seminar rooms, computer

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Nucor Acquires Birmingham Steel Assets Charlotte-based Nucor Corporation has completed the purchase of substantially all of the assets of Birmingham Steel Corporation ("Birmingham Steel") for a cash purchase price of approximately $615 ,000,000.

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Seattle, Washington; and Jackson, Mississippi, with an estimated combined annual capacity of app roximately 2,000,000 tons. Other included assets are the corporate office located in Birmingham,Aiabama; the mill in Memphis, Tennessee, which is currently not in operation; the assets of Port Everglades Steel Corporation; the

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assets of the Klean Steel Division; and Birmingham Steel's ownership in Richmond Steel Recycling Limited .The purchase price also includes approximately $120,000,000 in inventory and receivables. "The addition of these assets will support our bar products strategy to broaden our base of customers and build profitable market share," says Dan DiMicco, Nucor's vice chairman, president and CEO. "We welcome the employees, customers and vendors of Birmingham Steel into the Nucor family." Nucor is the largest steel producer in the United States and is the nation's largest recycler. Nucor and affiliates are manufacturers of steel products, with operating facilities in fourteen states. Products produced are: carbon and alloy steel - in bars, beams, sheet and plate; steel joists and joist girders; steel deck; cold finished steel; steel fasteners ; metal building systems; and light gauge steel framing.

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bi z

Almond Named President of Powerful Federal Reserve Bank

s

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guide

Take advantage of these products and services from Charlotte's leading business-to-business suppliers. pg. 11 Ameritrust Mortgage Company, llC pg. 42 Blair, Bohle & Whitsitt PllC pg. 33 pg. 17 Bob Janet Brady Services pg. 9 Carolina Volkswagen BC Charlotte Queen's Cup Steeplechase pg. 6 Christenbury Eye Center IFC CorpData Products pg. 10 on lntergrated Business Solutions pg. 21 Dunhill Hotel pg. 32 pg. 25 Exervio Henricks Corporate Training and Development, Inc. pg. 37 Hilliard l yons pg. 9 Koger Realty Services, Inc. pg. 27 pg. 38 Knauff Insurance pg. 40 Oi Partners R. l. Bryan Company pg. 43 pg. I Road Runner Business Class Robinson Bradshaw & Hinson pg. 41 San Direct pg. 40 Sedona Staffing Services pg. 33 pg.ll Sonitrol Security Stocker Associates, Inc. pg. 36 Stripling & Beck pg. 8 Targeted Golf pg. 25 pg. 41 The Coffeeboss The Employers Association pg. 39 The Westin Charlotte pg. 3 pg. 26 UNC Charlotte Continuing Education Vance Flouhouse & Garges, PLLC pg. 36 Visit Charlotte pg. 5 pg. 31 Web pro pg. 27 Whitehead Associates

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Charlotte Regional Partnership president

regulates banking institutions, protects

and CEO Michael Almond has been appoint-

the credit rights of consumers, maintains

ed president of the Federal Reserve Bank

the stability of the financial system, and

for the 5th District. In his new role,Aimond will serve as chief executive for the district, which is

provides financial services to the U.S. government, the public, financial institutions and foreign official institutions.

based in Richmond,Ya., and covers all of Maryland, Virginia, North and South Carolina, the District of Columbia and most of West Virginia. The district includes Federal Reserve branch banks in Charlotte and

Curtiss-Wright Flight Systems Helps Kick Off National Centennial of Flight

Baltimore, Md. Almond, whose appointment was approved by the Board of Governors, will

Curtiss-Wright Corporation, having an aviation pedigree directly traced to aviation

begin serving a five-year term March I. His

pioneers Orville and Wilbur Wright in 1903,

role with the Charlotte Regional Partnership

is a multinational provider of highly engi-

will be unaffected by his bank presidency.

neered products and services for the aero-

The Federal Reserve, the central bank

space and defense industries, headquartered

of the United States, was founded by

in Gastonia, with operations in both

Congress in 1913 to provide the nation with

Gastonia and Shelby.

a safer, more flexible, and more stable monetary and financial system. Today, the Federal Reserve maintains the nation's monetary policy, supervises and

Just last month, Curtiss-Wright helped kicked off the year-long celebration of the IOOth Anniversary of Flight by participating in a special program held at Kitty Hawk, N.C. The global company will participate throughout the centennial year in a series of commemorative events in the Charlotte region and around the world. "We're extremely proud to be a part of the Centennial events," says George Yohrling, president of Curtiss-Wright Controls. "Our

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founders gave birth to a new industry and ushered in a new era of innovation, a tradition we're proud to continue today." Curtiss-Wright Controls designs, manufactures and integrates control subsystems for the aerospace and defense industries. Curtiss-Wright Controls also provides component repair services and develops aftermarket products and services for more than 400 commercial airlines and military agencies, along with other industries.

George Yohrling, president of CurtissWright Controls.

42

january 2003

greater charlotte biz


Douglas E. Chittenden has been named vice president and general manager of the Southern Service Center in Charlotte, N .C., for Teachers Insurance and Annuity Association - College Retirement Equities Fund (TIAA-CREF) . In his new capacity, Chittenden serves as the primary senior operating executive and is responsible for community relations and outreach , as well as all operations of the Charlotte facility, which currently employs 856 people and is expected to be home to up to 1,500 employees before the end of this year. The TIAACREF facility encompasses about I million square feel of space on 137 acres in University Research Park. "Our commitment to Charlotte is substantial and growing," says Mary Anne Werner, executive vice president and president, shared se rvices at TIAA-CREF. "Doug will help strengthen our relationships in the Charlotte community while he manages day-to-day site operations . His long history of accomplishments at TIAA-CREF and his commitment to providing superior service makes him an ideal choice." Chittenden joined TIAA-CREF in 1985 as a policy services correspondent and later served in several capacities in the company's home office in New York, N.Y. Between 1994 and 2002, he was TIAA-CREF's second vice president and manager at the Mid-Atlantic North Region and was responsible for counseling and serv icing a total of nearly 800 institutions in Pennsylvania, West Virginia and Delaware , covering more than I 00,000 participants .

A graduate of Rutgers University, Chittenden is a Registered Principal with the NASD, the organization charged with regulating the securities industry and the Nasdaq stock market. TIAA-CREF, with approximately $249 billion in assets under management, is the premier pension system for people employed in education and resea rch in the U.S., serving approximately 2.5 million participants at more than 15,000 institutions . Boyd Coggins has joined First Commerce Bank in Charlotte as vice president, Commerc ial Banking Group. He is responsible for developing and managing relationships with small to mid-sized businesses and professional associations . Before joining First Commerce , Boyd spent ten years in banking, most recently as a relationship manager for high net-worth individuals. First Trust Bank has announced that David Steen has joined the bank as vice president and commercial loan officer at the loan production office at Lake Norman . Steen brings 13 years of lending experience from local mid-tier banks . First Trust is a community bank whose target market is small to medium-s ized businesses and professionals. The bank operates two banking offices on Queens Road and Rexford Road in Charlotte and a loan production office on Southpark Drive in Mooresville . Continued on page 44

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Continued from page 43 Visit Charlotte 's president and CEO, Melvin Tennant , has been recognized by the Metrolina Chapter of the Carolinas Minority Supplier Development Councils, Inc . (MSDC), for encouraging minority business development in the CharlotteMecklenburg area. Tennant was chosen because of his efforts to support the hospitality and tourism industry, and by doing so, being a role model for others in the field . " Melvin was selected because he is an advocate for the county, promoting its location, amenities and hospitality, making Charlotte a top destination for conventions and sporting events ," says Derek Cantey, vice president of the Metrolina Chapter of the MSDC. According to its Web site, "The Council's goal is to expand business opportunities for minority owned companies , to encourage mutually beneficial economic links between minority suppliers and the public and private sectors and to help build a stronger, more equitable society by supporting and promoting minority business development." "I 'm thrilled to be recognized by the MSDC," affirms Tennant. " Charlotte's economic and community development are issues that are near and dear to me, and issues I strive to promote on a daily basis." Also, Visit Charlotte has been named a Gold Service Award winner by Meetings & Conventions magazine . The award recognizes select convention and visitors bureaus that have excelled in professionalism and dedication in their service to meeting professionals . Visit Charlotte was selected by the readers of Meetings & Conventions, who vote each year on the winners . Selection criteria includes : overall professionalism of staff, support on hotel and site inspections, assistance with ground transportation planning, guidance on local attractions, dealing as a liaison with local vendors and services . " I'm proud to say that this is the eighth consecutive year we've received this award," says Tennant. "It's an honor, as well as a testament to what a great team we have working at Visit Charlotte ." The Tega Cay Golf Club has announced the creation of the Tega Cay Golf Academy with Tony Luczak as the director of instruction . Luczak has been rated as one of the "Top Golf Instructors" in the Northeast Region by Golf Digest and Golf Magazine and honored as the 1998 Northeastern New York PGA Section Teacher of the Year. Luczak is a graduate of the Mississippi State University's Professional Golf Management Program; he was also the former director of instruction for the PGA Tour's TPC network, Hiland Golf Club and The Golf Learning Center in New York. David Creech has joined Narmour Wright Associates as partner. Prior to joining the firm, Creech was a vice president with LS3P Associates, LTD. Creech has practiced architecture in the Carolinas for over 25 years . His work, including his corporate and commercial projects, has included a strong emphasis on smart growth principles . He has served as a board member with the North Carolina Downtown Development Association for two years. As sector leader of civic projects at LS3P Associates, Creech was responsible for the design of the Huntersville Town Hall, Cornelius Library and the recently completed 44

ja nu a r y 2 00 3

Cornelius Police Building. In addition , he has significa nt expe r ience with the design of higher educational projects at majo r regional universities, including UNC Charlotte and The University of South Carolina. Creech received his architectural degree from Clemson University's College of Architecture. He is a member of the American Institute of Architects (AlA) . The Institute of Real Estate Management (I REM) , a worldwide professional organization for property and asset ma nagers, has elected Mary W. Wilken , Certified Property Manager速(CPM), as its 2003-2004 Region 13 vice president . In this role , Wilken will be responsible for the oversight of seven chapters in Region 13 encompassing North Carolina, South Carolina and Tennessee. Wilken has been an active member of the IREM both in the Western North Carolina chapter and nationally since 1990, earning the designation of CPM in 1992. Wilken was na med CPM of the Year in 1993 by the Western N.C. Chapter of IREM . In 1998, she was designated as a Certified Commercial Investment Member (CCIM) of the Commercial Investment Real Estate Institute. She is a past president of the Western North Carolina Chapter of IREM, winning a Chapter of the Year award for her term. Wilken has worked in the Charlotte area as a property manager and developer for over seventeen years and is employed with Duvall Investment Group, lnc.,AMQ速 serving as vice president and executive property manager over the firm 's office and condominium association portfolio. Clay McCullough , RLA, has been promoted to landscape architect II within the education/religion team at ColeJenest & Stone , P.A. McCullough joined the firm in 1999 as a site designer/landscape architect I. He received a bachelor of la ndscape architecture degree for the University of Georgia. He recently passed the Landscape Architecture Registration Exa m in South Carolina and is a registered landscape architect (RLA). Also, William Siler, RLA has joined ColeJenest & Stone as a landscape architect . He received a master's degree in landscape architecture from The University of Georgia's School of Environmental Design . Siler has a bachelor of arts in history from Davidson College. Prior to joining ColeJenest & Stone , Siler worked with another landscape architecture firm in Charlotte . Alston & Bird, LLP partner Lori Baer has been honored by The National Law Journal by being selected among the "40 Under 40" top litigators in the United States. Baer represents defendants in medical malpractice and products liability litigation - specifically products litigation involving medical devices and prescription drugs. She has earned a reputation for using creative approaches to explain to lay jurors complex, hard-tounderstand , technical evidence . She has written and lectured extensively on the use of technology in courtroom presentations of complex medical, scientific and other catastrophic injury cases. Baer has also served as regional counsel for one of the defendants in the fen-phen litigation and is currently involved in several mass tort actions , including those involving PPA/Ephedra and Thimerosal. b"

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