Greater Charlotte Biz 2003.09

SurpCASSeS 4SH'I . ~

Bus · ness

Goals

oa R ner Busi ess lass hig -spe Inter et solut· o are powerf I ols for sin ss.

• :ustomizej •

~

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Obtain the Pro{)erty Rc{)()rt required by Federal Law and read it before signing anything. No Federal agency ~cs ,I<:X(CC the merits or value, if any, of this l'ropc-ry.

Exc/t1.1it•e sales and marketing is rhrough LV Realt)', LLC, the authorized agent for the det•elot>er. Prices ares 1~p:t c o:hange withow notice. Use of cl:.~b am<.Cties ami/able through .\cparate membership. Monthly dues and usc fees will apply .

A

VIS I 0 N

UN C 0 M PROM I SED In a world of compromise, a world merely adequate, there are still a

few individuals who steadfastly refuse to compromise. Who insi t upon excellence and accept nothing less. Those individuals will be at home at Longview.

Longview is a private, gated residential community in the South Charlotte area featuring a private members club showcasing an elegant and spacious Tudor-style clubhouse, a superb Jack Nicklaus Signature Golf Course and a private Activities Center with tennis, fitness and pools .

We invite your inquiry.

(704) 443-2525 www.Longview.cc

f

a

e

u

t

s

e

r story

cove

Another Slam Dunk br Johnson Self-made businessman Robert johr>.::n hopes :o put his Midis touch on Charbt:l!e by building a top-notch basketball

cr:~n ization

ar:J

e~tertainnent

venue that v.ill rrpsc-:

the social and economic future of tf.E city

16 The Lancaster and Chester Railway Co.

departments

The Lancaster and Chester Railway Company has been responsible for $750,000 million in economic growth in the Charlotte region 1n the past IS years.

publisher's post

6

en~ployers

8

biz

LEgislative and regu latoiy highjghls t':Lployers.

22 Raising the Bar for Healthcare Quality is an emphas1s for any dedicated business in the current econom1c climate.

C

ca

c arlotte usa

12

!- regional npoach brings a wc·rld d

c:-portunity

restaurant biz Ambience,

But Southeast Anesthesiology Consultants

38 s~r.rice

rn.:i ..\.ir ::

by the glass .. .I.ome-.-; kuc,..,s

contend that nowhere 1s it more 1mportant

how Lo make line clrr::ng

than in health care.

a complete succes:;.

26

t: iz digest:

8

RolloverSystems

t•z resou ce guide

8

With RolloverSystems' new Web-based

o

product, RolloverMarket, the six to eight

top

week process of transferring investments from an account with a former employer can be condensed to 20 to 25 minutes.

This monll:'s c.Jvcr featur~s

44 Keep On Truckin' For 22 years, Adams Companies

Rdxrt

]ohnsn1 on the CChl ft oj the Cwrlottc CJisnm.

Plwtogrc ph: hy Wavn.· \1o-ris.

has served as a one-stop resource for heavy-duty and medium truck purchasing, leasing and contract maintenance, becoming a household name for the local trucking industry.

4

september 2003

cliaflotte greater chc.rlctte biz

Lat Wi ll iams, Mike Monk and Andrew C hambers, Scott Insurance

Scott Insurance: Over 138 Years of Results "Scott Insurance came to us with better ideas that improved our coverage and saved us money. Frankly, I don't know what else we could ask for."- Champion Industries, Winston-Salem, NC "First, Scott Insurance helped us cut our Workers' Comp co ts.

Then all kinds of good things started happening."- Hooker Furniture, Martinsville, VA "A lot of people make promises and then don't deliver.

Scott Insurance delivers!"- Environmental Air, Greensboro, NC

Employ ee Own e d

"Our Insurance firm has done what they said they'd do.

And they've kept on doing it!"- Mickey Body Co. Inc., High Point, NC Find out how you can benefit fro m the knowledge and ervice that have made cott an exceptional In urance firm since 1864.

Call Andrew C hambers, Mike Monk, or Lat Williams in our C harlotte office at ( 704) 5 56-1341.

NORTH CAROLINA, VIRG IN IA, T ENN ESSEE

INSURANCE

scottins.com

cllaflotte iz

[publisher's ost] North Carolina Needs to Learn Lessons Earlier than California!

September 2003

As state governments propose their budgets and manage their fiscal

Volume 4 â&#x20AC;˘ Issue 9

affairs, North Carolina appears to have fared substantially better than California. For the fiscal year ending 2003, North Carolina is reporting

Publisher John Paul Galles jgalles@greatercharlottebiz.com

Associate Publisher/Editor Mary! A Lane maryl.a.lane@greatercharlottebiz.com

Creative Director/Asst. Editor Bran don J. Pham bpham@greatercharlottebiz.com

Account Executive Belinda Ken dall bken dal l@greatercharlottebiz.com Emi ly G. Lund ell elun dell@greatercharlottebiz.com Brian K. W ill iams bwil liams@greatercharlottebiz.com

Business Development Bill Lee blee@greatercharlottebiz.com

Contributing Writers Susanne Deitzel Emily Gorman-Fancy Heather Head Casey j acobus Chris Jensen Lynda A. Stadler

Contributing Photographers Corey Kopisch ke W ayne Morris

Greater Charlotte Biz is published 12 times per year by: Galles Communications Group, Inc. 560 I 77 Center Drive, Suite 250 Charlotte, NC 2821 7-0735 www.greatercharlottebiz.com 704.676.5850 Phone 704.676.5853 Fax

a surplus of $250 million. While revenues were actually less than expected at $14.1 billion instead of $14.3 billion, spending was also less than expected at $13.85 billion instead of $14.3 billion. North Carol ina state officials reported that Medicaid spending was lower than anticipated. Californ ia, on the other hand, is in chaos as the state reels from a $38.2 billion deficit with a state budget of nearly $100 billion and anticipates a recall of their governor as a result.

Governor Easley recently signed a budget for 2003-04 totaling $14.8 billion that included a supplemental bill providing the governor with more flexibility to manage state finances . It includes an extension of the "temporary" half cent sales tax hike originally enacted in 2001. To the co ntrary, Governor Davis of California has little authority and flexibility in addressing budget matters. Many California voter initiatives limit legislative and gubernatorial discretion. They have established that a minimum of 40 pe rcent of the general fund will be dedicated to K-14 educational purpos es and that sales tax on gasoline sales will be dedicated to transportation and transit projects.

Economic downturns consistently stress government budgets. In FY 2001-02, 41 states collected less in revenues than anticipated in their budgets. Fortunately, population and economic growth in North Carolina in the '90s supplied revenue growth so that the state could cut taxes in 1995, 1996 and 1997. At the same time, however, spending continued to grow.

Both North Carolina and California budgets were seduced by capita l gains tax revenues during the growth of the "irrational exuberance" of the stock market and dot-corns. In California they grew to nearly $20 billion in state revenues in 2000-01, whi ch wa s 25 percent of general fund revenues.

While revenues are driven down during recessions, spending demands grow. Aid to laid-off workers and Medicaid support increase. Support for community colleges also usually increases to meet the demands of workers seeking new skills to obtain new jobs.

While signs of an economic recovery are beginning to appear, banking on that recovery to fund government spending would be quite risky for either California or North Carolina. Fortunately, North Carolina does not have to experience a recall of its governor before further examining its economic future.

However, having been heavily reliant upon textile manufacturing, North Carolina has been swallowing the bitter pills of plant closures and large layoffs within its workforce. In the Charlotte region alone, Cabarrus, Gaston and Catawba counties have been especially hard hit. It has a certain similarity to Ca lifornia's once-vibrant Silicon Valley. For either state to recover, businesses need to grow and expand and make profits. Enticing corporate growth is less likely with tax increases. Cutting

Press releases and other news-related information, please fax to the attention of "Editor" or e-mail: editor@greatercharlottebiz.com Editorial or advertising inquiries, please call or fax at the numbers above or e-mail: info@greatercharlottebiz.com Subscription inquiries or change of address, please call or fax at the numbers above or visit our W eb site: www.greatercharlottebiz.com

spending on education, health care and job training also seems to stymie corporate investments.

Job growth and economic growth will only occur when the key components of land, labor and capita l align with vision and a business plan that produce products and services that are in demand and sell for more than their costs. Economic and tax incentives can be helpful in the final package t hat tip the balance in favor of one community or particular state.

Turning the tide so that everyone benefits demands leadership and the foresight to do what is tough and right before the challenge becomes monumental. North Carolina can be proud to have faced its fiscal needs earlier than California. Unfortunately, there is still more to be done to create new jobs replacing the old ones that have been lost. It continues to be a painful process of economic restructuring that preoccupies our resources and our ambitions. Focusing our limited resources

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

Group, Inc.

6

september 2003

for maximum return is the target of economic development. We can invite corporations to relocate to the Charlotte region, encourage others to expand into our region, and enable new and smaller entities to grow in the Charlotte region.

We need to do all we can as soon as we can to encourage and attract business before other communities and states beat us to the punch!

jz,

greater charlotte biz

L i z & And 's · Lomps ·

u

BusiESs Services. Owning a business is one of the most P-warding thin&s you'll ever do. Of course, it's a whole lot easier when · ou've got "le right people behind you. That s why we have rela ·onship bankers who will personally work with you to support you banking neecs. From loans and leasing to insutance and Business Online Ba mg, we have the tools you need to Eucce&d. To learn mare, stop by your local branch, call t·888-FC OIRE ...T or visit firstcitizetls.com.

Merwb=- FDIC. Equ31 Housing Lender @

Leg:is lc..tiv~

: md Reg-_:tlatory Highlights for Area Em:?loyer.:. eco r cmt~

Eas E:f D-"'lars:Tax Ieise 'h-:~

meo:

h ;u<~.r ce

cia ms fo - LriEmplotment are i-c-easilg, fJr.::l ng :>Er :fl:s wil be a1 ongchg chil-

pay :c 1:he sta:eo un e:mpb:--

len?E. (TI' :- Ch:Jr/ottE Observer :rrd Ccp.tal

useo any available pai:l leave concurrently

-eosr.c r·F- fLnd .T,e Easle)'

Ass:ciatfiilrd•stries_•

will paren:al leave. ·-EA)

ParE:ntaJ l•volvem-ent in Schools

NLrses Lobby to K.eep 0\e 't me

1a~

c.dmiri!:Y<Ki:r ~ ::>

the

de c:yej

in:rea~e

:.0 pe-c: nt

em~cyErs

mac

~:·ve - neor ra~

t~

Nort 1 •:<:rolin c. General Sca:ute ~ '?~· -

lhe s'3.:= t-as t""o benefr:; aro= prcv ided

furd~

frorr whi c1

tt> ur emr:lo:ted

vlork-

e:rs in:t- e lr::rn ofVIe-:!-:ty ct-e:l::s a-d j:Jb

m:;:. ··b-e:\o"Zr, bed- of tl-e;l! "unds re

ceph: ed . ~:a:e avw :JIJt:•m'l: i:ally tri;:gen o. i1: ·u~:!

ox

fund

dr::op ~

:J

enpkrer~

b:!

~ $16 ~ 11

I.T"le ·e;e -vz r ow As

;~. rtxit. t

e 20

Employers may require 8llJioyees to

di ~ cJ s:; ion

re~ ires

Sta1dards Act (FLS.A) on emF icy10es' over-

gratt up :o fo-lr hoJrs of un)lid yea· to c.r:r :nployee who is

;~.

lea~e

pe-

p1rent

time compensation . F.e-cently, 'tE n nursing grC:~Jps

representing

~ome

40CJ,JOO nurses

adminisr-<~~:ion

gu ard ian cr pe rson s:anding in oco pa re -•-

haY: asked the Bush

lli•)n 0 1 ~.ugu;t

tis cf c.

exdude nurses from the proposed rules

S C rrillion.

increa ~e

in

s:l-oo~aged

c1ild so : hi: t he

,qn:cd o: Fe-..Ent t e m~ney

t3X

.,..,:Jula

tha: would not allo.,.., t:1em o,.e- time com-

acti~ ities:

persation.

-r s has

b~e:n

imerpret::d to )'~ l r,

rather 11-::>u ~ .

Currertly, many hospitals r:;ay the overtim: premium to nu -;es who V"ork excess hoLrs , even though fuc:Eral Ia..., :Ices not

no: "our oo J r! per :1-ild . priv:~t.:!

''S:nood ' in cl ude publ c cr

reqJire the hospitals :o do sc. c.ccordi ng to

s:ay - tlae -:•:::::.- ::my If :t- e ta:xe! a-e net

school:;, pr= ~ claoo l s an d c1ild du care faci -

the nurs ng groups. The lack

increa; ~d

iti e~ .

compensati::>n may clai··e

n" ;:ate .§'::l'.E ' rm:nt wil ha·1: $:!00

il icn lin:

_ea·-= "1USt be schedu led for a : ime

that i:;

m.J:U;~II ·,

the profession , inc rea~ ing the srcrtage of 1ur;es in the nation, c.c cordin:; : o a nJrsing

ply for I:le irc -:asi ng Jle m plcyrren t

ten requeo: n :advarce; and the

clains

may re::Jt.l re tile employee to fJrnish vwrrt:-

l·bllt'

~in::sses

BJsi

3!: l:.:o c~ r!;

while b JdJEt trat

al-e:ady saw their

ten \'erifi::a.tb r of aa:e:ndance

coub e thi; :re3r.

mert fro 11 me childs school.

sql{:or t tle

3.n.=. l :(~ts

ta::: =reeze

q 1es: ion an ac t ion

~L ppor:~ bcrro.,..i~

rrore money fr:Jrr

ti-e ie::::era :cv:rnmm t As : re

~ta:es

Tne

aNay frorn

enJ:Ioyee to make a ¥>Tit-

ca requ r:

h~

c-= :J'I'E!rtime

peo~ l e

agreeable; me errpiOTEr

o( c :!j t ~ - : t-e "e :iera &o\'enrent tc

u,err~l:>r Ter t ::ax=!

to

empl):re: Ci':n become invclv::l in sd10col

thall ;ch•x·l ye:ar.AI~o, it is foJ ' :otal

:~

:Jf Labor's

prcposed changes to ti-e Fair 1..4:or

ail '\Jxth Cc.rclha e m p~yer~ tc

Jan'-CJ') I :!(•)4_has noh' t:een deh:-:d .

to OC:tro::·n .:L,,z fro m

over

28.3 - c-::nTionly c:~lled the _:c-.e for Pa rental Jr ...::JI~ement in Schccls aw -

allow foLr r:JLrS pe r calendar

inCGaS:! h hop : s tllc.t : 1e

uch

D~ :>3.rtmer~:

if n e re;erve

~.ca- ds lt

~· :! n::n

There has bee n the effects of che

une•? =~·en: :a) n at w;~.~ to beg n .:::~:;1:(

wases.

be-:n tryhg to rewri:e

Trairtain :he unem:Hlr'fl"'E!nt

c.t ccrr:nt le1e ; .

trai -

errployer seeking reinstatem:rt 1nd lost

in uxes

Cc.rJiila.;

ar:om:~ tic

the

::>n: inues to strug:;loe c.nd ne.,..,

e 11plo~·er

o~

nvcl•e·

Thus far, the

Bu~h ad mini ~ tra tion

has

received 70.000 corrr : ms or i: s proposal to cverhaul regulat icr s ndertlle FLSA.

>tar:.Jt:e pro1ibits di scri lin aticn

agairttt e.,) \oy:es wtw reques:

Of'

(ww.v. HR1ext.ccm)

take tl- s

typ e of le:a..·eo EmpiO;'EeS claimi ng discr rr inat'on :a to£irg a ci ti action

rep -esemative.

ag;~. in st

the

Social Security Mismatch IJ::>oate Since 1993, the Sot.ial Sec J ri t) Administ ration (SS.A.) h:as beer ser ding letters to emp oyers inf:..-ning tre11 of

The Place To Be. CJ an j reservE /our nex: event! :::orpcnte Ev=rm • Frr:at: Pa1:ie; • l.3rge Groups V.'in= Spect<bt Award cf ::)((·lienee- 21))1 a1d 20J3

/1~

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empoyees whose So: at Securit:' r um:Jers , c.s reported on their 'N -2 forrr s, do not mato: h SSA records . Ill :002, tre

s~.A

char,ged the criteria f::r sendirg the letters and began sending lece- s to e-,-,loyers wha had any

enploye:e~

with ni;rratched

reccrds.

Starting in 2003 , t.l .: SSA its p::>licy of send ing

~1il

-evert to

f'lli~ match ' at~rs

only

t::> those employers .,..,i:t:l more t:'lan ten

t!mp oyees .,..,ith mismat: hed irfcrr,ation or for ...,hom mismatche:l

8

;e

:1

e rr b e r

=. 0 0 ~

~m ploy.: ~s

repre-

g r e a t e - c h ar ott e b i z

;:nt one-half of one percent of the W-2 forms the employer has filed with the SSA. Therefore, only about I 30,000 letters will be sent in 2003, compared to 900,000 sent

in 2002. In addition, the SSA will now send a mismatch letter to each affected employEe two to three weeks before sending the nismatch letter to the employer.

Also, the reference to the possible hternal Revenue Service penalty for employers that report incorrect Social ~-ecurity

numbers will no longer be included

h the SSA letter. (Human Resource Digest)

HIPAA Privacy Details While most human resources profes~ ionals

are aware of the basics of complying

"'Vith HIPAA regulations, here are two tricky ssues that don't come up often but are .vorth mentioning:

Q. We provided employees with a 1otice of their HIPAA privacy rights and 3.sked them to sign an acknowledgement of -eceipt. An employee is refusing to sign the 3.cknowledgement.What should we do?

A. You should handle this situation like you handle employees who refuse to acknowledge receiving your handbook. The HIPAA regulations specify that you make a

1'\/\ PLEMEtrA-ICN • TR~II\. 1 1\:G CENTER • S'J PPORT • SERVICES

zood faith effort to obtain a written acknowledgement of receipt. Take the employee's privacy notice and document that the employee received a copy of it but refused to sign. You should sign and date

AccuPointe P-o-essional Accc un-:·ng Systems

the document. Have another member of management sign the document as a witness, and then file it. It's important to note that you cannot deny an employee's coverage under your health plan if he or she refuses to sign the acknowledgement.Aiso. the notice still applies to the employee regardless of his refusal to sign .

0 +OPS™ rn 2ke +install+ sen'ice Complete Job Operations & ProdLJction System

Q. We received a subpoena asking for an employee's entire personnel file , including medical records. We have information about short-term disability, Family and Medical Leave Act (FMLA) and health insurance issues in the medical file. Under the new regulations, do we have to get the employee's permission to release the medical information?

A. Short-term disability and FMLA issues (along with workers' compensation records) are specifically excluded from the HIPAA privacy regulations, so that

greater charlotte biz

>september 2003 9

information can be released without the employee's permission pursuant to a court

CORPDATA P

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0

D

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order.Any information pertaining to your health insurance program probably is considered "private health information" (PHI) under the new rules, and ordinarily you would need an employee's permission before releasing it.

However, the regulations created an exception for PHI requested in court proceedings

since1984

(Section 164.512.) You do not have to get an employee's permission for release if you receive a subpoena. However, you should

• ;:trin~ • i:lre.=t Mail

•

Pre~ntation

receive assurance from the person requesting

Rllders

• Envetcpes

the information (for instance, an attorney) that he has notified the employee about the subpoena and has taken appropriate steps to

...

Self 'Jicjler Solutions

protect any private health information released. If you do not receive this guarantee

PressL.I"e Sear

along with the subpoena, we recommend

• Equiprr mt • Fcnrs

ments and ask for these assurances in writing

• c,eci<s

before releasing the data. (HR Report)

that you call the party requesting the docu-

Consider Flex Debit Cards

Flexible spending accounts (FSAs) have been around for a long time, but are now becoming one of the fastest growing low cost additions to employee benefit offerings. FSAs allow employees to set aside ore-tax dollars for health care and depend-ent care expenses that are not covered by 4

'

4

• • • •

Thermal Comb Wire • Coil Equipment Supplies Custom coven;

health insurance plans (deductibles, co-payments, etc.) .

New flex debit card technology makes it easier to handle claims, with less work for :he human resources department, and gen:rates much higher employee participation.

Jsing the debit card virtually eliminates the need for out-of-pocket expenses and paper

Srnal pJuch !O::Ze up to 54• roll ; se"'VK:e and SUf:plies

claims. An employee can swipe the card at a doctor's office or pharmacy and immediately access their FSA funds to pay for what "Vould normally be an out-of-pocket

PO Box7148 Charlotm, r~c 28:!4' -7148 2920Wnitehal Pa Drive, 28273-3333

expense. Proper controls are in place '"behind the scenes" to make sure that the cards are used for appropriate expenses.

704-588-0082

Cost to the Employer? In most cases,

Fax :'04-588-3886

me savings in payroll and FICA taxes more man covers the expense of offering this tenefit plan. (TEA) Court Rules Where Teleworker May Collect Unemployment

"Work remotely, collect locally" aJpears to be the message sent from the

10

s=pt=m::>er L.OC3

greater charlotte b z

New York Court of Appeals, as judges rJ ied that a woman who worked from - er home office in Florida for a Long ~ land , J ~ct

N.Y.-based company may not coi-

New York unemployment benefits

mer losing her job.

The judgment asserts employees ~hould

request unemployment benefits

from their home states rather than the ~ tate

where their employer operates. The:

~ ame

holds true for employees working

Assu

lor out of state employers yet living in orth Carolina. They must collect locally.

This case is an example of the grov.-

•

ng complexity involved with the virtual uorkplace and the increased flexibility 1nd affordability associated with providi ng technology and office space . According to Cox Business Services, nearly 27 percent of employees currently work from home, with more than half of them

teleworkin~

three or more days per week.

In fact, according to one human resources professional, telecommuting is becoming less of a benefit and more of ujust a part of business and how business gets done." The lack of supervisor support can be the largest obstacle, and managers must learn to manage a different way. Though it may seem that

Change One E!ement Of Surge!) And !ou -c:an Have A. CompleteJy !JifFerer..~ Outcome.

telecommuters would be less productive working from home , the study according to Cox shows 70 percent of the teleworkers say that teleworking actually improves productivity. (www.bene{ltsnews.com)

biz

~dvances

in the shlls o f an estht siologists, s tate-of-:he-a:rt

monitoring tech:1c-lo5Y and new medications luwe made 8.\rgical :.nesthesia incred b )y safe . But safety can n~er be a~mme::l .

That' s why the 5"J ph ysicians wiU.. Sc-utheast Anesthes .olo gy t=:; onsultants ar e ::ledicated to staying abrea,;t o f th e latest

The Employers Association is a nonpro(tt

advancem ents in L<::ir field. Ma:1y c·f our physiciar_s have

Charlotte organization providing comprehen; ve human resources and training services. Fourde-d

.:ompleted fellowship :raining in sub - spe::ialty ar-eas of an.esthes~a . :-anging from card_a:: ::are to pediatr_cs. \Vhen it comes to :patient

in 1958, the Association maintains a broad-

~afety and co mfor:, the physicians :>f S:mthec.Et Anestl:esiolc gy

based membership of over 700 companies (.·om

:Jonsultants n ever a3arme anything.

all industries in the greater Charlotte region.

As one of over 70 nonpro(tt HR associa-

tions nationally providing HR services to regi·Jral memberships, The Employers Association t·CJT"ticipates in a national information exchange under the auspices of the National Associat.ior

of Manufacturers.

The above excerpts were taken from The Management Report, the Association's montbl:newsletter. For more information, please ca,l

Southeast Anesthesiology Consultants W! :JS5L~ safe!J. l-Ve adninister comjCrt.

Laura Hampton ot 704-522-80 I I or visit the Web site at www.employersassoc.com.

greater charlotte biz

septen b er

20~3

II

R~gional

Apprcach Brings World of Opportunity

By Paul Grut::long-term prosperity.

Just as the economy has evolved, so too has our region. With growth, bound-

region! Consider that Charlotte USA has a population of approximately 2.1 million

Our leaders now understand that plan-

in an area roughly the size of the state

ning for the future can no longer be done

of Massachusetts. Within that region

in a vacuum . Decisions made in one com -

we offer virtually any setting a company

munity affect another in terms of growth,

and its employees could seek, from urban

transportation and the environment. It is

to rural, industrial to agricultural, neigh-

now clear that major public policy issues

borhood to lakefront. The wholesome

are regional in scope and require regional

diversity of Charlotte USA's populace

opment. Historically, our 16 counties

:~e

-egion we o il

C~arlotre

Never befc·-e h3.•1e c·ur

Just how influential are we as a

cities, counties - even the two Carolinas.

The same is true for economic devel-

Th is i~ a tiTle c" ~eat oppcn:-1nity- br

can any single county acting alone.

ary lines have blurred between towns,

solutions.

010 rnan, O.aro'atte. f. etfona/ P:'r!.1ers-.ip

plish more for the benefit of all of us than

competed against one another for the

is matched by the rich variety in our communities and landscape.

Charlotte USA's business strength is exemplified by its place as the nation's

jobs and opportunities that came through

second-leading financial center, with more

corporate relocations and expansions.

than $1 trillion in banking assets . Our

U.3A.

However, in 1991, a group of visionary

region also is among the country's most

:;: Nort h

leaders concluded that regionalism is the

accessible, with more flights per capita

C3.rolina an d f:: Jr S::>uth Q -o lina

key to our economic future - that by

than any other in the U.S. Our quality of

counties be€:n beter po$it-x Ed fo r

working together as a team, Charlotte

life is highlighted by our temperate cli-

~us tainable

USA's 16 counties can collectively accom-

mate , proximity to beaches and moun-

12

Econ:xn c -::x::>a,;i:)ll ud

sept~mte -

2)03

greater charlotte biz

tains, and our status as the nation's leader

grow and change along with the region we

Carolinas and the Charlotte region are

in fundraising for the arts.

represent. So, in February, we made a com-

also deep, having worked for four years in

mitment

Greenville, S.C. , for Fluor Global Location

The obvious benefits of an economic

to

grow and strengthen our

development strategy based upon the

organization and our staff to better posi-

appeal of these and other regional assets

tion the CRP and the Charlotte region for

neering and construction management

led to the creation of what is now known

the economic and business opportunities

firms .

as the Charlotte Regional Partnership

that are, with increasing frequency, available

(CRP), a nonprofit, public-private organi-

to us. We also committed the CRP to work

the leadership of CRP president Mike

zation that markets and promotes

in even closer partnership with local eco-

Almond , vice president of marketing

Charlotte USA as a highly competitive,

nomic developers and public and private

Angie Lawry, and the rest of CRP's staff,

growing and vibrant regional economy.

sector allies to see to it that Charlotte

completes a powerful team of talented

People are taking notice of what we have to offer. Over the past three years

Strategies , one of the world 's largest engi-

McDonald's expertise, together with

USA realizes its full economic development

professionals who will take the message

potential in the months and years ahead .

of Charlotte USA across the country and

This important structural and organi-

alone, companies invested $6.6 billion and

around the world to attract and win even

brought more than 38,000 new jobs to

zational realignment has been completed

more corporate relocation prospects to

Charlotte USA. Money magazine rated

in just four months, culminating in the

our region .

As we enter a new fiscal year, the CRP

Charlotte USA No. 2 on its list of Best

recent hiring of Kenny McDonald as the

Places to Live in America, and the highly-

CRP's vice president for economic devel-

will continue to build on the momentum

respected Business Facilities magazine

opment. McDonald comes to the CRP

of its national " Charlotte USA" advertising

ranked Charlotte No. 3 on its 2003 list of

from Albuquerque Economic

campaign , which kicked off in mid-2002

best cities for corporate headquarters.

Development Inc., where he served as

and already has boosted the number of

senior vice president for the regional

inquiries from companies interested in

The CRP has played an important role in achieving these impressive results.

economic development organization that

relocating

However, if we are to maintain Charlotte

helped attract more than 200 companies

has included national television commercials

USA's momentum and create still more

and more than 25,000 jobs to the

on CNN and CNBC, and on CBS and the

opportunity for our people, the CRP must

Albuquerque , region. But his roots in the

USA network during the inaugural

to

the Charlotte region.The effort

>

YOUR MIND, NOT YOUR

CAR â&#x20AC;˘ greater charlotte biz

september 2003 13

Wachovia Championship golf tournament,

and transportation businesses; construc-

Charlotte region past Atlanta and putting

as well as targeted print advertisements

tion materials; processed food; aerospace,

it ahead of all competing Southeast

in Fortune and Trove/ & Leisure Golf

defense and homeland security compa-

regions.

magazines.

Primary industry targets include North American corporate headquarters;

nies; telecommunications firms and technology companies.

While the CRP focuses on the future ,

In the fiscal year that ended June 30, 2003, the CRP had in its pipeline 66 solid business leads and prospects. In a

finance , insurance and real estate compa-

past and current marketing efforts are

clear demonstration of Charlotte USA's

nies; automotive and racing facilities;

clearly gaining traction. In a 2002 bench-

global reach , 38 of those prospects were

pharmaceuticals and medical technology

mark study of regional competitiveness

based outside the U.S. In 2003 alone,

companies; plastics ; manufacturing and

commissioned by the CRP, most compa-

CRP's enhanced Web site has generated

distribution; metal working equipment

nies surveyed had a strongly favorable

nearly 3,000 individual online searches

and industrial machinery makers; logistics

impression of Charlotte USA, moving the

for specific sites and buildings in the region, signaling an advanced interest in Charlotte USA. As those leads and prospects turn into corporate relocations and expan-

When it comes to the middle market, we wrote the book.

sions, it will be the people of Alexander, Anson, Cabarrus, Catawba, Cleveland, Gaston, Iredell, Lincoln, Mecklenburg, Rowan, Stanley and Union counties in North Carolina, and Chester, Chesterfield, Lancaster and York counties in South Carolina who will benefit most.

It is for them that Charlotte USA's balance of business strength, accessibility

The professio n als o f G ra nt Tho rnto n specia lize in he lping m id-s ize, grow ing compa ni es. We unde rsta nd th e tre nds th at impact th e mid dl e ma rket. We even p ro du ced a book tracking those tre nds,

and quality of life have been introduced to the world through the CRP's efforts.

And it is for them that the Charlotte Regional Partnership will continue to bring a world of opportunity to Charlotte USA.

Paul Grube, executive vice president and regional president at Wachovia, is the new chairman of the Charlotte Regional Partnership.

7be Grant 77Jornton Sw vey of Middle-Market Business Owners.

G ra nt Tho rnto n is the leading globa l accounting fi rm de dicated to serving the needs of middle-market companies.

From Prospect to Prospector

Let us show you d1e level of service we ca n p rovide to your o rga ni za tio n. Ca ll Mike McGuire, Ca ro linas Ma naging Pa rtne r, at 704 .632.3500, o r visit o ur Website a t www.gra nttho rnto n .com .

The new vice president for economic development at the Charlotte Regional Partnership (CRP) and the man responsible for winning corporate relocations to the 16-county region known as Charlotte USA, Kenny McDonald, knows firsthand what it's

Remember, w hen it comes to the middle market, we wrote the book.

like to view the area from the outside looking in .

Not so long ago, he was a relocation prospect himself.

Grant Thornton ~ A passion for the middle market

McDonald was quickly convinced by the potential he saw in the region that Charlotte USA was a land of opportunity for his own future and for companies looking to move or expand their operations here.

"Charlotte USA has all the assets to

14

september 2003

greater charlotte biz

recruit a wide variety of prospects;' says McDonald, who relocated to the region this past July to assume his new position .

McDonald had formerly served as senior vice president at Albuquerque Economic Development Inc., a private nonprofit economic development organization covering a four-county area in New Mexico. While the Albuquerque region is focused almost entirely on the high-tech industry, McDonald sees Charlotte USA as a highly versatile region suited to multiple industries, including financial-services companies, manufacturing, corporate headquarters, distribution operations, and high tech.

"There's very little that wouldn 't fit here," says McDonald, who has ties to the Carolinas through his previous work as principal consultant in Greenville, S.C., for Fluor Global Location Strategies, a leader in site location and economic development services for companies and communities around the world.

"While Charlotte USA's position as the nation 's No. 2 financial center is widely recognized, the region's overall economic transition is perhaps its most impressive accomplishment," McDonald adds.

"Charlotte USA is transforming itself

·-ne Economic De·;e'or-er:-: Advisory Comm'ttee has ::r~dorsed

:; valuable resowrce to utJ:ze i.J

their respettve recruiMent

E/forts. The Par-ner:-:hip in-end;

from a region that produces commodity industrial products to an economy that dis-

this p tblicat10n c<s

t:J

use this publicotiJn in Each

tributes those products and manufactures

cf our informc;tion packe;:: that

higher value items. Our local companies

ve send to bus-nes5 lead; and

are evolving everyday - not without pain," McDonald says. "The emerging industries

rrospects. at tr:;desl1ows (_ nd

will take hold in Charlotte USA and gener-

101arket entry s:emirars.

ate just as much wealth, but they will look

economic deveoprno:n: n-F.isio15

and feel a lot different."

lloth domesticr:Jiy Ci/Ja

o.1

ou.-

in :~rna ­

McDonald cites the ongoing Charlotte USA advertising campaign as a tremendous

.ionally. and o:- p::~rt of CJ..r

opportunity to tell the world about

•::harlotte US!\ "110r.l.etinc; :md

Charlotte USA's transformation. The inter-

~dvertising

Ca1"1paijn ..

national campaign of national television commercials and targeted print advertisements which kicked off in mid-2002 already has boosted the number of inquiries from

-Mike Aimone. pr.oside-.: and :EO of the Olarl :me <=gior al =>artnership

companies interested in relocating to the Charlotte region.

The campaign highlights Charlotte USA's unique balance of business strength, accessibility and quality of life, and , if McDonald's decision to relocate to Charlotte USA is any indication, the message is getting through.

greater charlotte biz

september 20J3 15

·• 'Ph 11 c:DLW:?< U omp:=n; in 1:~ .:Jurl - -~ rq;i n )-_;15 hx·: ·es"Jons ± f,Jr $ 7'50,00 ::: n ll cr n eJn·:xnic gw :1 in he ps~ =· ·;o:ats· Yc J't r.g"1t { yoL :r1Swercd ue . :r~~~Lc:: Jr• C1e!:lcr~}way~•)!:1p:lH:""

L&C Rulw:yJ - a .:omr·:..'Y ·.v::l L•n ·ts

-..-.3)'

o rc::lzil?, ·s '" ioo of b~Joi1g ·L.ae raht 3-c:cs~flJI, :·:stL m.r-f~ rril t1a1sp~ _ r _orur·~ it roc ouheast" 't·;c:n t"ou~h -ve ac LJGe tha- _(I()

ac irnova::•::£3, · 'ays ~ -esj. r-Gt _ne;. "-::-o pr•..-a::r in the: ~utn-~ \..le r...1.·e w ··e." Ge.:lney i::entifi.e3 ·vo ru..n: cntioi gi::a...;s lacDrs: LE: raJ"V:.,., lo::U•r i- tr ~ Our •tl£' re~on, r .d tl~ ·:jU~ iry :- ,J )~rs old, '<..c

~1eJ.leo

p· ~ 3 t e r c h c r

:::1 tt E

b iz

c::::_icJtio:l c•l the L&:::: l!;::i W<-} -.-::r·< ;ere:: \vh..ch ·'enab·e~ us L• ghc •)LJ ct..S:JLJers -}.r kh:::l .· · sen.i~e t:lat he> ~trl.n•l a1 ·.vJ do..1and n :be f-Jtl.ll e."

L6.!C R..; lway 'G J fl.. ..atcl; --vrcd . fin:lncially g·ong, "b:m.-1 ne ·a bad l:Bs:c in ...a;-.caste-. S.C., j.tsl :.: n· i es ~u:h of C·Hr· cne. -:-he corr-:Jan7 - ro~i:l~ ctstcniz-:d ra· frei;;ht .::;er,jLc: [ r j·s custcn.c; cc·nn:c:ing :..1 em tt• the r.:...ticrl;:t ·ai n ~t ­ w::rk thro~ CSX ;nd tbrb.J. ·o.ltr~rn ho h Cass I Canie '3. L~:: Faii-'~Y frc:i§T 1 1~ operat·:ns ·nc uJe fJfigltt c..-l~a.9.ns :mJ a reloX::: cenre~ h L..:..c:Ete·.

The ra..J.,.,·ays ~·J-s::ru~ ·2 J~ -11-ors

mcldc :;ev-:-ral For:un;: 5::-J CL}7Dl 1 s, as wel lS S.:JrL~ mJm and-p:)p b~in~~-s.::s And busn .e~s Cl r tinucs to -?;I• )I": 'T01 )~ n;. ogo, we "'-<.:lC n.Tnit g t"Vo Jr t'1 ·ce rain~ • day; nov w~·rc nmr ing s ' to _. c-ht rn r S.f~h da> " Gd-cr s;.y;.

Tre ~:-tca~tcr an::l C-.e=tet ~P..\-d~ Co...-pa y s one o l" =pora: cr s- F-vately t·~neJ 'rd co1trcllcc. t:. th~ -:>pri119' Clcs:: fa..·nl.y, ti-c b~.c;t d ~"ht:h s~ile gia.1 ~pir-65 lnc..t.Et~s fb.t n.l rocd crgan i-. 1::173 ·,d c:r Jle So·1lh Car· m<J Genc.r:al L'l.33~rrt··} ~nrtcd a chauc- _c ..he Chc ·a .. cl:'u Ch~sta: Fai way CCtllpny to bJilcl a "i5-l ~ rulrtJK u )>~E

pte T:) ~"'

:: 1)

0 3 [7

connect the rown5. of Cheraw, Lan::a~~cr and Chester. After investors had .LlJ{:lied enough mc n ~y to build 30 miles of t:et:k frcm Chester to Lancaster, their re~~= ran out. By 1396, the Che:aw and ~te.:r.:r RaHway was unde- foreclosue an::. sol·i auction.

Enter Co one! Leroy Springs, fou::d~t of Springs bdust!'B, who purch~ _d L-x: railroad for $~5 , 0CO on the steps oJ. tl::.e Chester CourLy Courthou~e . And SJ ltt L&C Railwc.ywas Jfficially born i:-t 1E96 when its new own<!r named it The Lancaster and Che>ter RaHway Compm? which also be::ame :-mown as 'The Springmaid L ne."

Originally buill as a narrow gaLge --aJroa:l , Springs .:onv<!:ted the line tc !;tandar:! gauge in 190~. L&~ Railways 1aot -;:>as3enger trai:l. ran on the tracks in 19 n . ::'rom about 1960 untH 1990, a tim ~ '.'-hemany railroad com:nnies we:e in d: clrr _:: the L&C Rai!V'ay invested in a new zn?,ino: shop, purchas ~d new locomotives, 1-m.:ght new boxcars, <..nd h.ilt the Carolina Distribution P:a.rk ir Richburg, whi::::1 \'13 .3 later renamed :he LSrC F:ailway Distribution Pc.rk.

The wind~ of change pi::ked upve.ocity iE the late 1::)80s The rai.ways tcard :J. i..irectors made the strategic d::cisioc tc :liversify its cu:.tomer base l::y aggre~ ;ive ~ marketing the -ailr03.::ls quality of s ~rvi:c :md its locatior relative to Charlotte.

Gedney wc.s hir-:1 as president in '\ugust 1990 fer a number of reaso-,;. He tad a winning .:ombination of succ ~~sb ~xperience in e:ono:nic developmn , ·ransportation i1 general, and railroadir:g ::n p<.rticular. U-.der his leadership, .te Iailway has invested million~ of dollc.:s :n &eav:~ rail , bridge rehabilitati::m, new f::-eight cars and loco--notives. just as llponant, ho~ver, Gedr.ey has sha:>ec _-,e economic d ~velo?mer..t and matkzti::l.§ ::rogram that ~cs brcught the L&:C ::.c.ilway phenooenal gro""1h and pes1 oned the rai1W1y fo::- continued succ ss :n the fi...ture. '"vVhen the _&:C Railway was started by the Springs family the goal was to move goods pri111atil; between Lanc;J.!;ter n:l Chester, a:1d connect to nationa in=:s.

T:1e users were I1ostly textile compan..eo n:llocal merch:mts,' ::::;ed:-~ey says. ' } t septertber 2003

one time, Sr - -,gs ~::::::·~..:ned _"Jr 00 .:.:· ; ) percent of tl- :: T=ifvay;; Ju;iru:3S. -::-Jdc.:_; Springs accG\.:Ilt3 fc·r <e·<)U" ll pe.r::e.:1 . :·c: our busine3s..'

In addit.=n c J=lf(;_dicg ner n c L~­ Railways frej.g::t ser.ic ::JI::£r::io~ Gedney also £f'"es ;:;; -::res drrt ci tL l&C Develo::>-:1£Tt .:::a:patati.an, a \\-.lOliy owned sub;id .u-r of L.;R: R;;· -Nay. Th: :::levelopment cXJX>"-'-'i:rl c·wrs an:I•.O::l· .rols more thr J ,lfl() -:u:res c•f pri.":le ndustrial prop:ny ::c~~ed al.Xlg the -:Ul·oad and IrteEtzte :-T. In fa.:., me of til-:!

14 sites currc-1-, a\. :11. -leis "le cnl~ super site in :1-..:: :h.:.rl: ue -egbn.

"We have. :I .- c;c acrEs on cne ~ ck cf I77 and 280 ~o dir:-:c 1~ a.:rcs I- ..,7 ace. that was all p;~-: o[ c.re farrii} b.rm b_fcr~ the interstate C3Le th=ugh," Gedocy EC.)"3 ' We were the D..!Dlb::.r t\\.0 sik ::>ei- .?; : ono.idered for th::: :-: ssC:J ::am thrt ""ent -c Mississippi. l\ i;;:c:n u:J ~r likec. ::>ur site, -,ut in the end, .::;;g sj.:::il;, i1 \~S j·JSt oo :Jr east for thci:: nark.:e::J ac. • The philc~:iJ >' .Jf l:e L&C Development C =·rpo:;:ti::q i> t.h:lt v1he::1 r:roperty is dev::lcped ;:.-,d s::>k to ;;~ ::uolOmer, the prc.:::tis :: :e n:inves::::d in •~•ll::.er s~litable proper: 1l::r:J6 :-e railr·Jac tha~ s bought, prepard a1c. "lmd-barked' for future custom.::-.o~ "It used to : o:: t:1a-= h &n:.il:-:J3d~ a]·,gl".; lud large ecor:cn· c ck\.c\ )p-nrrt b ·d h Jldings," Gedn:> o x l::ins. "r•Jl o-;er :Y-

~ars , ·.vhm

ra .. roa.:it ~ w-ent hu tar:i Limes :Le r<.itcad3 ;old off J lot •Jf th._o,;c. assets a:-td b the mo ~t pan, ma:le VET)' good ·nor~y seiling t~. • A3 a resc~ -·he :;1ys JID; 1ai..ro1c! have ~c~rd,r :imitd ttrir n!:il ty- to bOng ir clier:ts anJ ;c.y, ··we b3v: these pro :o:Jties fo' yo _ 10 c:1o·~ :r:::·m .' ov, m::st railrooc.s f~JYe to wc, ·k ">itb !Jr.do~S who n1y •r n:.ay ro . \.rt:lt .) wo-: k vn:· the rail=ca.Js t•:.> ::nal-:c: ~ ::meth..ng 1.ap!Xn "\.v'e have ;olvd th.J.: J:-:Uleo b · JLrselves;' Gedncr say:; "It ~-as be~r:: ti-c ~ is­ tory ol :1-e L·5iC laoc J'T'1:•gt.an .o bLJ- ~ i:­ atle la:ld "'he::1. t becora:s n vailaale - w laud-wn.< H, l·n::>wirg _k.t Jt sorre n: ir.t in the "Ltu c. the ti:-12 .\ill •e rig1t for i.~ develo:JITI.enL Th L&C Devck p::t e:r :::oq::::Jrati-::r. initiate:! 2.r asg:ress "e n:rket n5 :JrC•giam in 1992, ·Js rg c.::ncq (1-he- .hbg:; a fullco·or h:>cl-.Te thaL ·~tl k the avci.labk lacd pc.rcd.: m d sh.: ws ">ho t 1c. J:rosp:x:tive cuswrr ers n~ igl-.bOf":. WJ..tk t~.

Regula: ly upda-ed, t:-e b:::d1ue i; now :r: its fifth printh~.

Tre ta~c oarkr:ting::ne::sage is si:-.ple, acceording L::• Gecl<c~: ·' U}OJrccmpany wa~ ·c be -.r: ti-e Cro1iL.15 Jru nce:i: rail seni::::e, 1-.e::t :hero i.!o n ·J · ~ tt~ r pbce tc be :han on J1e L&C brl-"'JY: The :eas(m for that i3 first , "''~ p•.:\'i : e grc::tl srrv1c:: to our rail-cad cm':c•mer.o , rd se·xnc..., "1?. have pr·Jpert y alrcac;o la:d JLI - si~ es t -..at

g - ea:Er

~f-)ar-lo : te

biz

have h~ee SlL-ve r=d Jt:.d fm "'+ti::l 3.1 of the errvirnnr.entr · p ·ctcctic•r stiL-ics ha7e bxn omj:4~_ed 1ts just c; n.1tto .:;- getLng y--ur builclin.~ pc-1U and *'til.~~:x·n­ struc_ ·)n" c_:-eat C..IS'O""llel crfice "-sict, LiE ]o:ation ,i.Jrx: _s.agr=atad>anog... Ihc L&( Fllilvcy tre i. bi::.eu:d \\ith L- r~ Lmn ng rorth an:.! ::rt:tr. ar..::l l'S '9, 3 ·,u·-~r(; e<:st/':~st r::u..:, mr. in.?; al:ng •h..: rr.ai-1 Gil cnni::lo-. Ard r::n:enili~1: l~.= F.ai "V<<Y customers a-e c:::nr ..cted w the ~i cona_ ~illi1es b;

rot

~·lk, ·Jlll t'-r:•. O:t~

I cc_rri-

rs- '\lc:-f 'l { S•:J..ttl-c-n an.:: C : ·'Being ~\"C-d · y mere ha1 TK Class J can.ier hd'Js tl-e cu.tonu 5<:cn T z b.:uer rate ~lluctue, lH.l~~I:· amc••-rti:'g oa 10 •o 3: percent sc-ins. ," Ge:::in..:} g ; s .. , cr a •::::Jrrpmy t-:a_ is hu,ily r;:il-{)r·n ed, .1Jt t

can ne 1

)i _ •Jo lr~."

L&C R<Ji .va{; aggresSii!e marl:~.

ng C ?;f I G pzyin,?; C "f. I aliitio::-_ u ic $7'>C,OOO oi'l..tJn "·or lr. of -e- in·r::stmcnt t:y comJXIU es th::.. ;::;c_ve l•xated abng the ~ -c !lie ;icc - J:38, :boul.SOO new ·a·. h~ b.::n creatcc 'IX·-:>:r _ 1g .n w·-!0 E mlth you want 0 L·se, -~::--rag:> wage r'<c fJr a manu·a.::t..ui-~ :x::-son here ;- all)"\'\.here from -L 1 to ~ Ll han, so .:rat i" ~bout 12..': .00 = ::. -. "ar arunal sal r;', plus bene-

fits," Gedney says. "New nc~dtd) that b] 1,800 and you begin I•) ..ro_cr. nd the payroll significance."

That figure docs1'_ c.c Ir .. lude any expansions or spin-e[, orr.-.atr"CC rndustries, the suppliers v.. h:1 ~ :.j-pOt! these companies. Nor doe.:; t _·:r_ it_, ~

Business is Making ·

ok Be t

A farr lyt3dition for over 54 years committed t.:> pro.tid ng the best quality service and products ir the in:ilstry. That was our philosophy then, ard i1st I ;hows today.

aseof:

lmorm Service,. Inc.

704-865-621

P .r) . Box

12632 • Gastorcc. I-C2oOS3 ::ax: 704-865-62l3 •1·80>4~-45•)8

l\IW\\.S<JnshlneLntk··m .CXJm _sr~ater

d: ::.r otte biz

• lndwtri;o Uniforms • Exe<.Jt \e Uniforms • Ent~nc~ Mats • O:usbn Logo Mats • Jnen PK>ducts • 1est ·OOI"1 Supplies • Cu.;tor Corporate Apparel • C:..s o 11 Embroidery · fir>: Aid Delivery Service • Ecsic First Aid, CPR a•j AED Training

sept~-bE'

2003 "

CasuaL fleg3.nt Setting

Business Meetings

200

'l/i1es by the Glass

a•:coum the effect of L&C ~wo:~:.J.s ~·,cl­ o:Jmcnt effons en t!-_c t81: b:~::;es cf Lanc<:.ster and c-.esta- court 0:5.

Not surprisi!lgly, the sh·x.-lhe frd~h:: rc-ilwc.y compan~ has benditr-d f~tJD i:s o<vn developm'::nt effJrt3, as .vel! Eec:=\3:. tr.e L&C Railwa~ is p-ivately o..vned, .:JG.: . revenue figures ore not av:~ila:::e ·c· the public; howe•1er, Gecl1.ey ·»<:.5 ;>.rilirg ··J share that since ~ :;)90 revenues hz.sc in: rea3ed by alm:•st +JO rer~rt, .a:- d :ar~oadings have increasc:d ·::>y n.:::e _h.m U •_ .Jercent. When th~ nk•g aboi mcrtasr:s i :a--loc.dhg- :he nurber of l "x!Ed <:a-s hat the railway noves - lee!= m ::ni1d th =each rail car tran~por:.; the:eq .li va.ell.t d iour sem loads.

And the railway iGelf is ~::-:ar.d:ng.

"1n March 2001, ve tcof:._,.,e- ::o..=: mi.es of additi::mc.l rai1roc.d frcr- o·fo:k ~.ou thern. a piece of vnich go·=~ irtc Yod: County," :Jedney ;ays. "So DO'-' we zre

Luxury Railcar Charters and Rebuilding

/ __.//

Bar ~/\enu

:LO

;E

p: ember :0003

.

Contemporary American Cuisine

.n 1997, L&C Rc.ilwc.:' began

e a9.q

uxury railcars fa - prh:ate cha1a .o •:o-porations and indt"'iduals. :-:ascd. oL of Charlotte, the c:harers dfer :·erscna:. :cervice and luxur ous KCOil.n..cdction~ for business trips and :>ersona. ·vacc.tiocs over any rail rot.:tr served by AlltJaE tL the U.S. or by VlA Rai ir: Caroda -=.i ps ere cus:om-desigred, m C. f;roups :arr accompanied by a cerLfied p;;:-:·::>ru. d·d Response to L&C~ Lu:> Uf!'" Ra lor ChJrter service we:s sc str::m g tt at .r.

2.()00, L&C Railway in roduc~ · = tskxL) r~il :a r rebuilding servJce. Rg.1 :Je:.:t cbc•r to the L&C Hailvny h ~ a.±ua-ra-s in Lanoster, S.C . the L&C Ra lwa,' Ll1<ury Car Shops Jre busy tra~focraing OJtdate::l rail passenger cars iu.._, mo::l.ern , cuslom-designed Lxu:-; a.cco:r moJa.:ioos o::-tsteel wheels Sl-op s ~ n;ces -,dud ~: • Interior design a1d construe Len • E1:terior painting and lettt:ri~ • Comrlete woodworking • 3tJinlcss steel fal:ricaLor • vbdemizing of applimce5 • J pgraiing of elec:ricill C•J mponerts More information ~ ava lal::l.:: at: ~.jphendersor.. C·)tn

greater crar ):t.= b z

officially serving three counties. We just completed our purchase of that line from Norfolk Southern on July 3rd of this year.

So we have doubled the size of the rail-

WHO DO YOU CALL?

road , from 29 miles to 60 miles."

The recently purchased stretch of rail-

Are your salaries competitive?

road extends from Catawba Junction in York County (northwest of Lancaster), passes through Lancaster and extends to Kershaw (southeast of Lancaster). L&C Railway has a long-range goal of extending the line all the way to Rock Hill, to complete the triangle from Chester to Rock Hill to Lancaster.

"Our future program is based on a footprint that we have found successful," Gedney says. "We will continue to partner with the South Carolina Department of Commerce, and we will continue to be a member of the Charlotte USA partnership.

We also will work very closely with our allies. That includes a multitude of companies that are in the same business as we

• Tre bert r=:srurce for

Charlot~:e

~iooal CDI~ensation

data • ffiers Edler.,. data for over 230 :JenciTnc:r-: ~ositi::ms with 23J :::om:Janies • llver3ge ,''{ls;Jhteo Average/ ~ercelti l::!.t P3y Range Statist; :;s • 1--dLst""/, c:Jlllty and compan:" size break::Ju~

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.1..5SOC I AT /O , '

are, companies su h as: Norfolk Southern, CSX, Duke Power, all of the utility companies that have an interest in e onomic development. We also will continue to work very closely with the economic developers from each county: Lancaster, Chester and York. "

Quality.

1 tegrity. nders andi g.

And what about that third critical success factor mentioned at the top of this story: the L&C employees?

"Our employee turnover rate is nonexistent," Gedney says. "Usually, our employees leave only when they retire or when a family situation requires them to move out of the area. " Gedney says the L&C Railway offers an excellent wage base and excellent benefits. He also characterized the company as very safety- and employee-oriented. And all 23 employees are cross-trained.

"We're small, and this way, if someone is sick or on vacation, we have people trained and ready to go, to fill in where they are needed ," Gedney says. "lt costs us an awful lot of money to train somebody The jobs are very hard and very demanding, and because of that, most of the people who apply here have railroading in their blood. "

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LYONS

J. J. B. Hlll lARD, W.l. lYO NS, IN ::.

MEMBER NEN "OFK SIDCK EXCHA:NGEAND SIPC

septembe- 20C3 21

22

s e pte m be r 2 0 O,J

by susanne deitzel

Southeast Anesthesiology Consultants When placed in the position of patient, the regular, everyday consumer immediately raises his or her standards to a higher level. A doctor's education, training and credentials come under intense scrutiny; something not often considered for most services or products. Yet, this is one of the reasons physicians work the long, hard hours for the calligraphied documents covering their office walls.

Take, for example, Dr. Ri hard Gilbert, of Southeast Anesthesiology Consultants. He received his undergraduate degree from Brandeis University in Boston. He attended medical school at the University of California, an Francisco School of Medicine. He completed his residency at the prestigious Harvard Medical School, Beth Israel Hospital and from there, continued his fellowship in Pain Management and Cardiovascular Anesthesia.

Three years ago, Dr. Gilbert also received his MBA from Duke University.

While the latter might seem least important to a patient considering an anesthesiologist, Gilbert suggests that his experience suggests otherwise. By adding procedures common to the business world, Gilbert is proving a practice can be more efficient, save money, and most importantly, minimize errors. Not a small consideration when it involves trusting someone to minimize your pain , and assure that you emerge from a procedure awake and alert.

Making Medicine Its Business Southeast Anesthesiology Consultants was the product of a merger in 1998 between Anesthesiology Consultants of Charlotte and Southeast Anesthesiology Associates, headed

by Dr. Gilbert since 1992. After years in the field and exposure to the rapidly growing demands of the practice, he decided a fundamental business approach would greatly benefit the group. He studied for his MBA at Duke, believing that by integrating more business axioms, he could provide a sounder, more efficient practice.

What he found is profoundly changing the landscape of health care in Charlotte. ot only has the practice improved from a business > september 2003 23

tandpoint, the quality of care it is able to provide has increased by leaps and bounds. Explains Gilbert, "Every medical practice is professionally and ethically bound to provide the best care available, and Southeast Anesthesiology has always had a powerful focus on quality. But by adding basic knowledge of business models, we have raised the bar for patient care by providing detailed analysis which minimizes error and protects the patient."

Quality is an emphasis for any dedicated business in the current economic climate. But Gilbert contends that nowhere is it more important than in health care. "Whether you are making automobiles or administering anesthetic, only by gauging your successes and failures can you provide a premium product or service. The need for this in anesthesia is obvious."

The automobile metaphor is no accident. Gilbert is a disciple of the Six Sigma business model made famous

by General Electric, and implemented with great success in the auto industry.

Basically, the model is engineered to focus on how far a business process deviates from perfection, in a forward movement to reach perfection. By focusing on the "variance" from perfection, error can be eliminated and "zero defects," can be sought.

The model is unforgiving in pursuit of quality. It is heavily metriced and involves stringent measurement processes in pursuit of ix Sigma; no more that 3.4 defects per one million opportunities.

Like other Six Sigma adherents, Gilbert has developed several measurement standards to serve as a benchmark for crucial evaluation and trend analysis.

For example, every time anesthesia is administered to roughly 60,000 patients per year, a 50-point Quality Assurance (QA) questionnaire is filled out at every step in the process. From the surgeon, to the nurse anesthetist, operating room nurses, recovery nurses, and post-op personnel, each is pan of monitoring the process, and may have input into the QA questionnaire for eventual reponing back to the practice. The results are sent to a third party for entry into a database, and

24

september 2003

then analyzed for trends.

"Through this process," offers Gilbert, "if there are areas that need improvement we are able to address them and implement best practices. As an example, we were also able to identify a drug that was not providing the desired recovery time, and changed it."

The results from the Quality Assurance Survey are distributed to a Corporate Quality Assurance Committee, as well as the anesthesiologists, and anesthesiology department heads at participating hospitals.

Through this method, Southeast Anesthesiology has developed best practices initiatives and standard operating forms and procedures, which include uniform order sheets, directives such as preoperative testing and postoperative medicine dosage, and computerized order entry.

Says Gilbert, "The most important benefit to standardization is that the patient receives the best care possible in an appropriate, efficient and timely manner. With it, for example, there can't be decimal point errors, or inconsistent orders between physicians." He adds, "There are also incredible savings endemic in these practices."

Saving Money, Saving Lives tandardization has reduced the need to print numerous sets of doctors orders, which is a profound improvement in paper trail when considering Southeast Anesthesiology's 50 doctors and seven locations. It also reduces the costs of training personnel on procedures and order completion.

Most significant in terms of cost control is the impact the model has had on operating room turnover. Hospitals can be challenged by delays and cancellations due to not following pre-op instructions, such as what a patient can eat prior to a procedure, as well as tests and medications needed prior to a procedure.

Southeast Anesthesiology has worked closely with the hospitals to streamline this process.

Gilbert attributes the success to two important concepts: power in numbers and economy of scale. He explains, "If

you have 50 different doctors with different order sets, the result is very confounding. By evaluating our results and collaborating on procedures we eliminate a lot of waste." He continues, "For example, we have a physician, Dr. Dan Murphy, on staff who is also a pharmacist by training. With his guidance we have eliminated costly medications in favor of less expensive versions, without compromising quality. We have also reduced the number of muscle relaxants from five to two, reduced the required gas now in anesthesia, and have chosen reusable over disposable equipment." Through this initiative, Southeast Anesthesiology has saved over $4 million for local hospitals.

Gilbert is emphatic that the cost controls have not compromised quality. "It is a not a matLer of cutting corners, it is a mauer of efficiency. He offers by example, "In one office you might have one person who favors Macintosh, one who favors IBM, one who favors Toshiba.

They might all be good, but if you buy all three you are not able to lower your purchase price through an economy of scale. By analyzing and streamlining, you keep your system functioning optimally."

The numbers speak for themselves.

On a scale from l-5, with five being the highest, Southeast Anesthesiology rates a 4.74 with patients. Among surgeons, Southeast is rated at a 99 percent satisfaction rating for technical expertise, quality and professionalism.

Physicians Pursuing Perfection Despite the heavy emphasis on business, Gilbert wholeheartedly agrees that the most important ingredient to a successful practice is its physicians. Gilberts recruiting practices reflect this.

Gilbert says Southeast Anesthesiology's recruiting standards are very stringent and unique. Over half of Southeast's physicians are double boardcertified in a specialty other than anesthesia. For example, a pediatric cardiac patient receives care from a Pediatric Cardiac Anesthesiologist. The same level of expertise is available for OB patients, trauma patients, liver patients and critical care patients, among others. One-hun-

greater charlotte biz

dred per cent of Southeast Pain Care physicians boast double board certification in Anesthesia and Pain Management.

Additionally, Southeast has benefited from the experience gained by a large number of their physicians serving in fellowship positions.

Gilbert says, "This level of expertise provides a standard of care and commitment above and beyond any other practice in the region." He adds, "We are also proud to have two of our physicians as examiners on the American Board of Anesthesiologists, and one on the North Carolina Medical Board, responsible for credentialing and licensing orth Carolina physicians. " Add to this Gilbert's own post as chief of the Department of Anesthesiology at Carolinas Medical Center, and you have an impressive consortium. outheast Anesthesiology's physicians' expertise is well girded by Gilbert's special brand of quality assurance which is also peer reinforced. Says Gilbert, "By implementing these procedures, the standard is set objectively, but too, there is the added pressure to perform when a person knows his performance is being measured. " The combination of its extraordinary talent and its professional business practices has allowed Southeast Anesthesiology to also lead by example in terms of Pain Management. Southeast's seven pain management centers treat conditions from cancer pain, to trauma, fibromyalgia , chronic pain disorders , and diabetic neuropathy By providing multifaceted care including medication, nerve block such as epidurals, as well as referring patients for physical therapy and counseling, Gilbert says, "we can provide an unparalleled level of care for our patients." ln addition to immediate patient care, outheast Anesthesiology's system of measurement and controls also provides a forum for medical innovation.

Gilbert says, "Because every day involves providing the most detailed approach to practices, we have a special opportunity to see where we can improve on every level." He adds, "As a result we are on the cutting edge of

greater charlotte biz

pain management techniques , and are testing new concepts such as spinal pump implants and a self-administered OB epiduraL"

Sharing Success Gilbert moved to Charlotte in 1987 because he was impressed with the medical talent pool and facilities, its up and coming status as a city of national importance, and its "can-do" attitude. Gilbert says, "Charlotte's success and character stems from a strong sense of community and willingness to work for change. I wanted to be part of that ideal, and wanted to be involved in a practice that would reflect that. " Gilbert found these practices at Southeast Anesthesiology and works hard to perpetuate them. Southeast demonstrates a strong sense of corporate citizenship by involvement in several agencies including United Way, Habitat for Humanity, Children's Miracle Network, and Operation Smile, the latter responsible for sending doctors to third-world countries to administer care.

Like most things he undertakes, Gilbert's focus on "giving back" is both personal , and business-oriented. "As physicians , we are uniquely equipped to give back to our communities, and have a responsibility to do so. Plus, it has been demonstrated time and time again that by giving you create a le\·el of commitment that will eventually improve everybody's lot, in the encl."

Similarly, under Gilbert's guidance, Southeast Anesthesiology is working to improve the quality of Charlotte's health care system. With its ever-evolving standards of quality measurement and treatment options, Gilbert sees very positive trends emerging.

"We have a top-notch standard of health care and services in Charlotte, and I am proud lO be a part of it. What l would like known is that by working hard to reach perfection, we hope to add to the high standard that our community has set for itself. " biz

e

eee e e e e e

It's an event foryoung professionals.

It's the lntersectl o • of career, Christ, passio .. and purpose It's about extraordlnan

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Every day.

~~ view the short fll mc: www.elevate2004.a:m

1- 866-583-0S.iS Do lias January 22- 24, 21»4 Charlotte

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(verb) I . To utilize e tools, and experi ence •e ~_,_ ., ., ,.rv,n leverage the potenti a£ fo r the benefit of yo I I

Susanne Deitzel is a Charlotte-based freelance writer. septembe-

::c:;3 :.s

by heatler r ec.d

profile]

Neuveau Clla ottean "Reggie'· Bowser is dc~ng for 401(k) rollovers what endingTree did f r mortgages: and cl1ents are loving it.

Reggie :::b\'1-S~t hovv= a tiling o- twc a -out _ra!Sitiol.s. As z kid, :owsers Air Fcc family 1r o,'l:d from ~.-:: to stale anc c tnlinem-to- 'Cl.lt,renl mne ·.:iten tl-m l-<J=t faiJilie~ mo\£ a::::ross U\>'11. Anc at?, Bcwser 1i11selfhas c -nrged en1plo:;. ~ ~ fi\e tiln.s c.rd m•We•~ 1.is famil., of fl.vc t\\.ice . .•·) ..-+.en I e L~ ks zbout iDlC.) rctlove-~ b~i.n5 a "pain point" in joh tr:.nsitic>n, he sp~aks from c.;p~rienc,._ Fortun.:x:eb for the z-nteximaLly l- iiilion pe::-p.e .vh:J ch<:Jgc _obs ea.::h yea.., BowseJ has JLS laur .:hec a pre olucr 1L-1t will tal:" nu. sc·me c ' t:le ouch And bppi ly- for C1arlom, Bo'..s:er 1as hcadqunered h 5 gra...ncJ::rezl<ing·.:..nn;>any rght nee in tte Qu:e1 Cit-;-:

A Valentine's D~ Love ffa r Tie ·;;':ar ~001 ~err-ed to ::nosl li-:e an inausji:i~Lb tine ir.. "'h-ch to bun.il J tcchnc ~gf omparr:;: 3t:t Bow=er be lived inside the 1WJs tedn.o ogy b...1bbl= z.s VP d Ma-tctTg m::l A:h·er::ising :n lendiN;JC:::. h-1=. T-x:r le had wa·o.:rr:d nat b_bble bur>t a-:::•.m:l him .vhi'c f-eadhg up rrarlcti.r.g a he T. Ro--ve P-.c::[mde_ g_llt-t:p Hc-::cnGuick ArJ :1e Lloug.. Lhs concep. acd busiress !Cidel could ~u:::c~ec in tl-' ~v tecL1ok ~ marlet arJ -'de cut fu ure ..1pset~ as r::l S.- v.rh~n I. R~·..: Frice shut cb\P"n Horiz::-n:::iuide 'n ~'lLBIY 2(•)1, =o.vser Jaunc:-ed his .Jwn .:x:hnology ::oll)oy tl..:: ..,ery ICJ.t dzy-'lalentin:s Day Its ·-e·l1 O\'e ( -cr sir~- "If- inrox.icati:lg tc r-.e," grec:-:e- charl:::ltte br:c

9}S B)VSer of his .::nllepreneurial li est ,;i.e.

'I'm su happy thaL- foond my passi )n .>•) r:arly t n. l love 'WL:t I'm doing!" lrd \'iduals ·arng a career ·:hange k·~ !owsa~ new proLct too. The hass e a53C~i<rted \"ith -oiling~ fermer em:Jloyers tC 1(k) l1to a ne-.v I!vestment ,-ehic e leacs ;:nost o60ple to m<Ji:.e bad decisions reg;u-d:ng trei.: ne>L egg. Eit~.er they !~ave thm :assets v.ith ·he brteremployer, often lo~ n.s scrre ilexibi.it~arx:l investnem 1ptions; or they take an early cistributi<:on .Jf fur c:G, paying a_ ft y taxes an:l penalties, Jrd 6epletilg the11 rc_irement funds p~e­ -natu-ey Typically, exp.:r.ins Bowser, ther- arE five pnties invclvd han IRA rollcver T1erc s the indi .iuals fonner employe::, 1.!-e osodi3n of r-e hdividuals 40l(k) p-an, the admir.is--aror of the -'1-01(<:) pla:I, the C..lo:todian of L- e new IRA, and, of cour~e the ind'vi ua himself. Anc, utfcrtunatdy, it is L~ indi.ridual who is res;o.:J.sfble fer ccordi.l<Lng all communi:ati:::ns a::nong the five P'- ·ties by fillir_g out a nultime!= .Jf comp ic_.ec fonllS and sending therr t::l th.: pror: :r {llrties. TJ- e pr•xess take: m avera§.e d six to eight weeks t.J a:mnbe. Few irdivkluals fadng c job chargr ha·.'e timL erergy, or knO\Y-hC•"V to COITLJELe this pn .:es; efficienrly iltll "l'.rith Fo. vo-System;' new webbase::! product R:>llcverMarket, that sx to cigh ~eek prcce:cs can be condensed -o 20 L1 25 oinute: Pcnicipant> fill out 1 ;;inge forrn, and :eceive custc•mizcd con-

peti.ng offers f-on scYeral financi:ll insLUtiois. Olct tf-cycho·Jse the insti..uUon that best meets thic n~erls, they can 'ill ::Ju-, p'int, and sigt all the necessary ·orns to co-nplete t:le _-<L:lsa:·ion "l'.ith nc futw ha>sle.

ThE tcp-ti ~r fmancial institu io'JS tl:-at R::llove-Syst~-.nvc- rks with lm'c t~ pr.:Jdu:::r too, becG.ll$e- i_ c.Uows them Ll narrowly tuget and cc.p u-e uew, potentia ly ongtcrm custcn::t.JS_ "Fir:ancial institutions krow that lR.~s :u-e vety sticky product;," SJ,JS Bow-ser ··;.1-en a person pt...Ls -ncrey in..o an IR\., h~; v~-y rarely talc il OLL" For soneon~ c::bngingjobs at the .:.ge of :::o and retirns 01.t t:tz age of 59 l/2 ths r-:mslates .o l Jl)-F3r relations!- ip for the Luancial ii.."Ltuj•Jr. During tho~e 30 r-ars, tl-e finc.nda h~..-:itl lion hopes to coss-;;ell c.dditional j:a::du:ts and senices, turrhg what might o"ifi::tc! y be a smal.t investtrent \>vith Lh ir company into < rr Jn~­ ~eted, hig:--1; profitable relatimship Also n ·-cv~ with RolloverSyst<'Illi are the employ::r~ ~nd financial ins itutions r hat usc t 1( r kJcrm through t 1eir o-:vn ntrancts. R urc ial institutions ca-:1 privatt: c.bel the ?lx onn to match the.r c:wn site'· : .Jior sch~1-e a--d look, and to :~l10w rew ::usroners -o rdl c.~sets into tha i lStiuLons IRf\s, ;. il:1. th•' same ease av::ila:),e t lrough }c•lf1\~5ystems.com, btr vvithoul Ll.e compe·rgdfe-s. Employe-s can eithEr privat~ lzb,. tLe p:Jduct or lirL-< dire::rly L:l the Rc•llave r~ )'5tenlS Web site LJ L:teilitate cfficient c.n.... TYt.ll'§.ent asset traas[ers f.x >

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dfc. £5 Jocl J-e ps thc:n c:)m[X:. ..vi..h a new lc;w. "Jcne:rally, ·-cmpani..=s ?'L~r Lr ·~·utg ) in g ~ roloyee~- p::rticl.uly Jwse ·.;~itb s:nall iir (k) bal~LECS- o re:mcve tie r a3>cts bo-n the orrpan···, 4C(k) J:]a-, bec~:;c -uana!:::ing - ho J: SC1S C·..'S -" t.1.e :: J£L~ny none:.- Ho""l'e\·cr· -:he, are rdL ..: ant lO cffzr ad-. ice r a!'.oi:;:ar :c ::oec use <.. 1i ~so :: r2:a~s .a po:tr tia... lc;_:;al .iabil ty ;o}o .: d the o1-ner erq:h1y:e ~c.·me clis~i.; ried ·..;jJ-_ _he per-o""'""!l~r.c:: o7 t · tir oew-il;es.m : rt ·.ehiC.e. So it tht <JSSCI~ COITaTeJ in the p3n .:•t3 lc:;s than ts :=•-•0, ti-e co111p:-j· u- u i y .s ~ rc.s i : e ferret emr Ioyce a 1. ~ tVo..· L rtar:/ thst:ibJ ticn" ::h::c:<.. anJ Lle empo:.ec :h::1.

Jecid ~sc ._,..1a ~C do v,iti L1at1:ne>- EDt .mel..:. I th:: 1c..; Eco:1.cmic -Gra-v-:t a.nd Tc.x lelief lrc ~~ c::•n.:i ic.LJn o.:t o- 2(l,ll :EGT~RA- c 1ployer3 .vi1 be .!"tLured ·o dfet uctgdrg BI~p.o;ezs :he -•r-o• tc• -:Jlt be:r xscts .intc n LR\ nut..e- t.:lJ.r. c ::e ., ng , <i:ttibt:ti::n clxck and the

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;:mployer ·- U l ave to facilitate that ;r;)cess. ~t:;. exrected t:hat man-· empo:;;:rs will mc.,.t the requ remer.ts of th_ ~­ law b: roL....•g cmploy::es' assets intc• [[~­ products 1 naged by the same: COlT :Ja 1_;" that mana~s tie company's 40 1(k) Bu . by not offc-ing the err.ployee a choi_e Jf plans. the :om:?any o ens itse f to Lle possibility Jf _ega! liability snoold ( - at lFA be mi~1waged cr sl-_odd the k>noc employe: •eccme dis3atisfied -or all)' other reaSa:r.. Fo: a snall fee rmgi~ frJm $50( to $7500, Rollover:iyste1s allows em- parries to i nk th;:i r intrne- tc ir.s plarfc-rm and autoll.atically allo\.. bJL1: c .ugohg '-1d incomi~tg ernplcyees Jle C•?portunfy w chaos ~ an IRA custcdiar and roH tL:ir r.ssets into :ha 11.ew account. 51. doing so, the co~an}'= liability is si::nificantly -edt:ced, and 1c compmy .:>ffers a valuable secfice D those en _oyees.

The Rocrts of the Romance lf tl-_e •:oncept beb.ind Ro[ wer~-stertS remind5 :. 1u d Lend...ng-=-re;:'s ad\ e 1isi-:; slogar, -'\"'hen Bank:: Ccmpe· e, Yoo

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Bcwse · c:>mDlcted hs 1---:-_f••\ the 1ex1 :~ .lf, ard s1ody JL~r.J"1rd ::__t d::t ask£c '-'--, to help with ra1l..2t.ng ·o LendingT--:e.

So B::l\V3et C?Tl.:: tc C1.arlcue in M1y 109.3 i5 '! [of Ma:rkctir.g at Lrnd ngTr ~ ,. , ·NII::n he LL:r:ched tl-....: nc•w-fam:JJ;; ~ld,·::rtlsin_s ca miX-ign . m.magec. a ovo $+5 -u lion marh :ir.g budget, =.rc. hel-rd bu L the comJ:-:lll)fr•1m onlr a f:w ::rr plc- ;e~s w •Jve- 2CC. Bnt then b 5 r e<.. --: beg :r w w mde-_ "! lc ... rn::d a . . end 1.2Tree that I n : an entreprencm H he r-r,' 5ay- Bo\'. :;er "llove tr.. .:: p-or:e:;~ gn-vrug a comp--''l''

o:

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Expect guidance, expertise anc a ccrr-pe:te l.J"ders1a1dh~ d what rrekes an offCE emironnm \\(:tfk.. We oier oountk:ss servires, from des.gl anj final)~ to irs'.:aUa::icn, assetmanagemen and r1cin8nance. All oad <ed ty tle traini~, knowledge and resources that (.X){TE fern !:eng an Authorized Steelcase Dealer. VJe put El'IE!ytting on the table so you get a ~lete ofue so Ltbr, n.Jt -:o mention sorre pretty nice fumiture.

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§ OfficeFn\ 1rornnents J!.LITHORI~ D

gre2te

chc.rlo -:: te biz

SE3..CA!: E DEA...ER

; eptt:rr.be r 20(3 29

t !-~

So alth_•Jgh he loved LendingTre:,

him to nE.inLlin a _·ccus on an ol:..::r,

;me sp2nding

the company was becoming m(ii.C

wealthic :::T::-re ree generati.o<. 5.- he

sor v sa\ings to get the f:.rcs bun.tr.g.

maturE. .md when T. Rowe Pric;:: con-

dic.-al; ~:~e \\'hi.l~ drt:aming of m c:Teri.ng

The ""11ar-.et rc.s;:-J nded. anc. in

tacted

that woLd help ymJ1ger job .:ha:-..5ers

Dec<:m':lt.r 20•)1 Bowse- mcved r..o ren...c-d o -ices on College Sneet, and

m abo ut helping to buil.d thei-

new st.ut-up, H orizonGui.de, B·-'-'Se: leaped

:~:

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As c-ti ef marketing o ffi cer at

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Bowser

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0

whe:1 ne

~arned

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rec:c y w th his pln.

Horizo-Gui.de, Bowser learned t - ~ in:ricacies c- the 40 l (k) rollover maL<et, auc became increasingly aware of thE ·:l if:i::J -

broo;~ht Iorm~r

Wedding Concept with Del"very Bov..£t :ool. h.s 2001

V:~~n:.:1e's

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maJority :: f hi::. per-

c.r~at

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owser Cc1ntinuo>d to

ty with .o!Ol(k) rollovers among tile large

Day romm.:" s :iotsly, start rg tl-~

bir( .ec h 1olo~y _xperts.

numbe- Jf young job changers in the

affai:- (·'-"ith h s .,..ife~ Irina's ducmt

~ev;..::Jprnent

countf}. T. Rowe Price, however, .;ant.-.d

blessing) ir ne far.t ly's spaE be±room,

teo

work 0:1.

and in .c:verrber ;:,002

mo e:d ir o their cum:rt space rear tl:e {)]d C()Us_um .

.LJ.ong the

.V'O?, Bow~er

raised add t-

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::?iTg the J=roCTUct. All :1-e w'l.:ile, Jcwscr ~nd ~~y empJ~rc::s

·;isitcd finanCJ;JI iost-

uicms , e•plo-;crs, th-d party acl:m

ni~­

ratc.•ts, 1r~ I~\ ustcdians. -::hey ~xphincd

their COl.Ce:?- md asked t"len

xha_ they wan eo: to see i.n such <: procxt. T'lcy i.sterec and :ltsigrrd a.cotcl-ngl~ :vl ~anw hile,

.he rcs:Jon~e frc n

rm~cycr: c.nd fir.mcial instilutio ·s·was

:.a p 1:-ittvc thaL Eowser knew he Kl

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on

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H;;rr s:l.itcd.. As of August 2003, i.:. m

Play nd stay at the hottest p ace ar und.

Now Harrah's Cherokef:-1as mao= tt.., 3,3:JO thrilling ~ames, including Live Digital lackjac<. Li'P- Digital :.a :carito and Cherokee Raffle Reels. Dine at =our sumptuous restaurantr ~nd sl:c-:\ in our luxurious hotel. Pkls, e _io.t headliner entertainme.:. FOf roostop hYecrh! • CH EROKEE thrills, get to Harrah's CherokEE. CASIN O & HOTEL Calll-800-HARRAHS fy infamtica.

Harrati

dditicnc. l - up ie- ' fin an::ial instH'lLcns LtJ

acl.:l then to he nc two~k. Ultim:uely, _c .s Jscr~ tc• re.ce1ve and com rare

1-e c ~

tc - ve c:mnp::ti..tg oftet.S.

f\~.:anv,filc. B wser i> rrnjecting r.-:>fi ? )i i~ no later th8r the wd c.

2 :o+ -It also cxr cts th e compa y tJ g-c·w to aRJYOX llli'tely 30-40 emr-kyecs v-.i thi 1 a yur, atd to mai.ntai 1 th<._

n1mlter inJefin tely.

T1 ach.zve thi; sustai.nab.y, Bow:;cr .;. ys 1-E h.ls used "rPiri.maf' -'un:l-r<. sing l

Must be 21 years of age or olc3f to e-ten:asinl and ID Q=.ll'bi£. Knoo- WhEn To Stop Before You Start.® Gambling Problen~ ::all ~00-522-4ii"'O. 6J1 Encerpri;e of the Eastern Band of Cherokee 11dians ~00~ -iarr~ ·s Cbel.B.in~ Ccrnpary, Inc.

addilicn .o hi3 _-igi.nal in•Jestmcnt and

r.stead relies on th£ p·~Le

compar.y~

se:•tember 2003

owr re·;-

;reams to ·ul growth. Tl-.ose rev-

e- t-cs CJnE fron e -:tp lo ye~s ar.d financicl irEtitL lions ,\'ho ux. t;J.e

30

&l~oVscr

atc-<;:age :ii:•:ussiors·· with o-everal

~·)lb\·erSys Lm'

grE.a:.er crarlotte t:iz:

r:latfor:n on their s.ttes, as well as fron t-e fin.mcial institutions who make offe:; L· users. Bo.,;ser s<eys financial instirutL•ns arc ha-:•py to pay because RolloverSysrems allow3 them to rea:b a v~ry u:rgcte•- marl·et t1at oth:nvise might b:: in. isible to t:1.em, and prc>1des them with r.ew <:c<'ounto- rot just hot lnds. The ~rvice is free to the usc-.

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Nesting in Charlotte CJnsid.::ring tie close rdat'onsh ps ...,ith financ1l institution:; necessar·1 for ouccess Charlotte was as n;:tural a cno :e E>r Rollove·Systens a.> it w2.s for undingTr~. Two of the top five fhancaL institut.ons in the natior are headqJa-terecl he~e. and the airpJrt allows Bow:..::r and his ass Kiates to re<:ch any clio1t • otemiJl client =1uickly at a mome·t's 1otice. In ;;Jditio 1, the city offers 1 lar:;c -ool Jf ski led technolcgy workero.

Eeside · the e<citement of •he -::ro::.::so md the pr· ·spect of hlpmg yc·un~ pe ?le managr thn· assets for retirctre<t, .>ne of E;oV"scr's favorite thi'1gs abc•ut growing R.-Jloveoysterr:s is the JO-Jo i.t will contirue to brin.s to Charlotte: for those tech 1ology wo·kers, as ·.veil as numerous support and cusumer S·~n · ·e personneL "We reed tu be a good co·-·o rate chzeu in that way" says Bov,c:cr. ·r ·eel very s rongl} about thai."

But nust o: dl, E-o\\'ser:S rclatiln.sh J .vith Char'oue •s as mu: h a 1ove a[air -Jnythiilg. _;lthou.~h it was Lendingircc that brou~-ll BO\\Ser to the Queen City he says he an:! his famtl>' a::e glad to he he-e. ·'When m: •Nife <.nell came here, we [e{] L1 love with he pla.::e," sa~·s Bawser. '\Ne have three. you<& children, and WE th uk it's a great -.Jlace to raise. a family" S.: W:lCI it came time to d1oo;c a lo:.ttlon Lor h 5 new company, tl-e Bovvsers 'Nerc dcliglie j that Chanme suited Rolkwer }'StEm ;s well as it .;uiteciJhcm.

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september 2003 31

by lynd a a stadler

I [biz â&#x20AC;˘

CHARLOTT S EWEST PROMISES TOP-NOTCH BASK TBAL AND OTHER POTE TEAL NTERTAINMEN Many wise people have said that having a vision is not enough ; that eveiything depends on execution. Call Bob johnson a wise man. As founder and CEO of Black Entertainment Television (BET), johnson has become a hero and role model in the African-American community and a classic case study for American bu iness.

Charloues new NBA franchise ov.rner is indeed a self-ma::le man who applied sound business principles to a good idea and executed a strategy that yielded multibilli ::m dollar resul.s.

Believing that success breeds success, johnson now hopes to put his Midas touch on Charloue, building a top-notch basketball organization and entertainment venue that will impact tl:e social and economic future of the city

Building a Foundation Robert Louis johnson, 57, was born in Hickory, Mississippi, the ninth of 10 children born to working-class parents, Archie and Edna johnson. johnson was raised to be self-sufficient and early on had dreams of being a fighter pilot and an ambassador to a European country Unable to pass the 20/20 vision test required to becone a pilot, johnson moved on to other aspirations. He studied

greater charlotte biz

history at the University of Illinois earning a bachelors desree in 1968. Assisted in ?art by a grant from the Ford Foundation and an acc.demic scholarship, johnson ~arned a masters degree in international affairs at Woodrow Wilson School of Public and In~rnational Affairs at Princeton Uni¡.rersity in 1972. johns::m began his career as press secretary and public affairs officer for the Corporation for Public Broadcasting and s.Jbsequemly 1s director of communications for the Washington Urban League.

He then served as press secretary for Walter E. Fauntroy, the congressional delegate from the District of Columbia.

After beir.g introduced to the concept of cable television by a friend at a party, he joined the ational Cable and Telecomo.unications Association (NCTA) as vice president of government relations in 1976. He launched his cable television network, BET, injanuary 1980.

Realizing an Opportunity johnson's vision of BET began to take fonn whJe working at NCTA in Washing~on , D.C. , a time when the cable industry was a fledgling mom-and-pop business catering to customers primarily in rural are~s o: the country The industry

was filled with entrepreneurs who had lots of ambition and little capital, says Robert Sachs, president of CIA, and johnson fit right in.

"Bobs experience vviili NCTA gave him a window on an industry that was very young," explains Sachs, who has known johnson for more than 20 years.

"He was well positioned to observe the changes mat were starting to transform the industry and get to know many of the pioneers in the business.

"He looked around and saw new programming channels being created and he recognized that there was a major void in me television landscape when it came tO programming for African-Americans. He had the vision to say 'I can create a channel' and he had the respect of people in the industry who were willing to help stake him. He took what he learned about the business and carved out a place for himself and other minority entrepreneurs."

And it was not an easy task at the time, asserts Sachs. "Bob had to work hard to gain carriage of BET because companies were not as attuned to the diverse demographics of the country as they are today He had to sell BET to cable operators and advertisers on the strength of his own personality and character. " >-

september 2003 33

1r: clar Be- is

cabl;p-•,nrmn n; -:'5 ni!L, n :.1t le horres, n Jud-ng me-re l..1n ~5 xr ~2r of 311 J ad: o::k house-1oJ.:~~ ·.;.l- prc~r<. 111

nel\"O~k lJJ! '>~rves

ling :e.>i§ll:'d ·a c-p peal~oo lL: viu..i1.g ntef2Sl5 o fJ·can·A.11ei_a-- IL prn.ri _es a mi.< of rr u.>i : en·er:aitTJei'-, siloms,

ocif.i'a ~-rod .ccd prog:- ril.l:Wl~, bl1c < oll~.~c ~-xc-rs. LlO'.-ies, ar' n:::·;.s specie: s.

BET inc JOCS ·t·ur rh:mn -~s: J3. f. [ J'-zz, EET H.ip.l.:op a."ld 3:T (-Jo.p~l. a; \\.eli ,15 c bJ::k -·ub is-lin,o_<:C•rtfdlY : 1! ed B:::T3x<s trecoLntry'd::acli~pJJli,let ~--A h:::lll.'llnrican Dm<.·c~ n.weis urde1 _-e '\ra:csq~..e. 3ool:s title. I - c: :-crrpm>· llio tun:; a:J. lr t£mc:l site ._ \\--' =;fT a:n -ar aged b-! B ~ :ne-acl ·-e. "'':tid· IS a c:in· v~nure :.nne:! ~LI- Mi. n sof, . i:Jcr 1 I: ig: tal tlld a, Ne73 Cxp:H.- o·t ar d USA 1\ 2t\\..( -ks A.siJ.:: [roo his ·ecent -ut•. -n5e cf tbe : ha-b.te t-13".. tranc:hise , _. hrr::cns :E-s.on- as:;ets ·a·. e §JIV.T to in•:.tck clc.ilg' in llJV'CS, mu;i.:, -es:ruran~ he•.: s. anc. ...Ltib ea 1 loucry Liter s in~ H:: •.o1on JEs L· pursu:: busiLcss c ppor:.. tiL'~-= LhaL rlcr2Sl :11d e,ci.C h.rr. "&_sir,::s:; .5 rt•t ~ r tc::m~s:: -. l•n ac 1ieve XIC ·~ccovc: 5J)'S_1oht::ot. "t' -·u c.ar't rt.t on ::oc u · l;n.td;; •hctt'; <ol\\'a:'5 :rme tc :leo .. ~te c·pJoc'!Ln._ic:: Lc· pcr;u~ . " li'ulizinCJ 1he Yisi:m h 93rli .J§: uJ BET.jo -sn -:nN tbt C"::Ct.l r g .1 ~ll a lg)> tal<cs :Hvt:., 1ctem in.Jt. ··n ere mooe·) He 1ad ti-c filS we b1l

34

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l1i >d-y, '/.L.:n_ -e:.aimJcnrsc::J's tn.t9.ed tLSiL.::SS pa1· n r, T.:nlCT r..-.J fri:::tlC. C:::m·,; 1<"":::-t.~ ',la.o·nc lC• lis er to .he ido ~rJs r.o Ji -,,_c L, ]c hrc-·r rc :ai:S. Since 'le -:.tc;; -:t Valnn.: r.ecd~d p:lgram-.in;; •:O'Ilt::nl _,his ,:;rnvi n s c.teprise, :sr.i ;lly tJ-e ::, ,wr:; h:: ,.·as ·CJi ding ir 1he _rb1 L :·e-c, } Jlu'!S<Jn '1)'5 .Jis BE- pope"'< "-<l: Vi" -y r..p~ling ·~ chn -~ c p ~G ,, wbc -eliuT•- ir -::m rep -cr ~--1:5n:..::J a ,j b ~ Ji o:,:~c in supponrg

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"Ee i~ ~ -e-1-.•r 'n:e ' ~~s lei ~on of [,1a.cne. -[ e "C3 11y cri;_::ir:.L.l bacl:::·T, 1e r..!Aays Jcbo.:,_d - 1rr. and ~\-e me sJp· pCirt a:-,J ad·E·:~ ,L1C1 l r ccd::L iL l lile tlut lYf£ c.f :u.ind~ r ,J pet81T ali y ir n i1 JJ.icltal BE" """-. ::m t 1'. _ r ·..v:th iis irs· :Jrotrramm •g Lt ,.ar:u.:u.~ D50. b t only t·.m rcu rs ~cr ..r_ek. U ~ : h1ll-:ng::s : [ Lte ;_cr.-ur wee he s.r,. Js .,..;-:3_ aL yc~ng -;us 1e::=es lee ,-~ ::r :tking ~ r:rcdud. tc L!~ rl :eL sa~~ jo h.~: .~n ·::::;Jb.e _, Jeratc:; u.J ·e.... ~r ,_l-;:nn ~ ~ the ti-:lt so it v.~s dili.ult LO ;;'.:lin witr tbe:n •;,'c k.d tC• 'XQ I

a::td tha: :Jy 'JTO· vid-ng BET tl ::y 'VOLa:: ha\·2 moe pc. plc -3L~0 L! and ~--bsc ril:,. LJ tbcir ca::£ sc.rvic~s iJ 1!-.:ir ~-~.ze1s" c exp ains. ·~nj ;i:-ce :at le lC e\isiou ..,.as 3 new .]n ·Ne 1 ~d to

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BET crj: :-=d Jar:- cr y~rs cf ~vh n:i piiC:o.pe-1).. J,. >\ell ~ s years,_+,.., thq :1.rugg cd "'" _-lo~.;cs: ::o::· o,r~r the ;as two • e·:..-rlcs the:, k ld fast lo the \rision 111.:.. n~J:: n >t:JTy i: t ·c != - .:2SS Accorcin.~ to -' Jhr:lScr BET E tl-e g-::a:est Afti:;m ,.lmeriu:- sc..:;:e.:;s Sl Y) n b _s ines~. beoth in ~e·rr s t)f <;J. ·onic .a:!Je Jlld its: .•ra::-d .:len·it:c: In L Ol , B[T ud h>comE. th£ ~ rsl l:~a ::.l-c w··ed ::.: TI()J:JI Jl lis ~d on 1e .-e-N Yon s_ -Lcha-,;;e tn 1<;9=. j Jhn.;o1wol- ~ ~..orr-t•::ny pivme Ju:.=i 1g l·lCk it~ .:.toe:: ~ d:lL blc _.,e 1arke -:Jric: _·_e:t sdc... it _,,.,. yn1s alu to mc:::IE' <:cL~~r;llo> V >' m

·or :up ro.-:ima e :" $3 ?. :;ill 01. j :Jhs:•r: is I<W' ."'lnc-ica's fa::.t 'Jiack b llic·nair:.

Th,. sLC•:.:s::: or Be has r ~suLc in g-ea· w:ahh ~:U r~ ~~ for nanymiro-il) entrc::;rene ;15 a-d 1-L> .src:c.ly in:p:tc cJ tl-2 A 'ri :;;-n-Ac_ric:Jr LomnLmi y f, t ]<. l.I1SJr in.>ist~ t j. st r.ade ~ · Jod b ~-illElS S(.loe. [- c: : id t...1 orl c _ l to •.rusade :lor he A <iL-al..A Te'ic<. - C•)ll101UD t)~ but i -l.

would help he was all for it.

ets. Self-confidence has always been his

"''ve always approached business as the need to maximize shareholder value

most valuable asset, he says.

"There$ nothing greater than believing

and to create economic opportunity for investors," explains johnson. 'The key driver for me was LO create a business that was economically viable. In so doing, if we

in yourself when you're trying to convince people to go into battle with you," he states. It's not only having the drive LO see

could also create a brand that would

must be able LO create enthusiasm among other people LO become a part of what you're doing or selling. " johnson says that growing up in a large family forced him to

strongly impact and provide a positive message to the black community, then that was even better. " Maximizing Shareholder Value The 2000 Viacom deal was a prime example of johnson$ commitment to shareholder value. The $3.2 billion price tag for BET was nearly four times what johnson spent LO buy it back from the public- a move he made because he did not feel the shareholders on Wall Street valued the business for what it was worth.

The timing of the sale, says johnson, immediately followed the super-hyped Time Warner/AOL deal which put a high price on programming assets.

"I felL that BET had tremendous brand identity and tremendous content potential," says johnson. "At the time, I realized that it was the height of content value and , if l were going LO do a deal , it was the time. You have to know when to stay in the game and when LO exercise your exit strategy " Although johnson remains CEO of BET for five years according LO his sale contract, letting go of BET was something he was always prepared to do. "l never saw the business as a family heirloom- something that would be in my control forever," he explains. "l always believed in shareholder maximization, and l had an obligation LO john Malone and some of the other shareholders that if there were ever an opportunity to maximize value , it was my responsibility to setiously consider it and execute it. " Johnson on Tapping the Entrepreneur Within lnjohnsons mind, he is always the salesman - whether it's selling john Malone on the idea of a black entertainment cable channel, the NBA on awarding him a franchise, or the citizens of Charlotte on the benefits of buying basketball tick-

greater charlotte biz

your vision through, he says, but "you

become self-reliant and confident at an early age. "''ve always been confident. lf I put my mind LO something, I'm 90 percent sure I am going to make it happen," he asserts.

Ed Tapscott, executive vice president of the Bobcats/Sting organization agrees.

"Bob is very creative, focused and passionate. And he is also relentless. Once he has his mind on something, hes going to stick with it to its conclusion."

"For example, I'm sure there were a lot of people who didn't think BET would work, or that it would work to the level of success that it has," suggests Tapscott.

"And, along the way I'm sure the playing field wasn't always level - probably at times it tilted uphill. But it never deterred Bob. He wok on the challenge with focus and created wealth for himself and others. " johnson was once quoted as saying, "Money isn't everything, you must have your own passion for things you enjoy doing ... you should look for things that excite you. " His wealth notwithstanding, he believes everyone can have this mindset -after all, most successful business leaders started out as average people with above average determination to follow their dreams. He cites such examples as Bill Gates and Ted Turner. Average guys like himself who started out with big ideas and an ability LO convince others to believe.

"You start with who you are," explains johnson. "And what you have is your belief in yourself, your willingness LO work harder then the next guy, and your capacity LO convince people LO buy into your dream. " These things are possessed in abundance by many people , insists johnson, and its not determined by how much money your parents have , rather it is determined by your own personal make up. > s~ :nellber

2003 35

"l stat.e:::l wi th

;~n

i::lea t'.ncl it vas

hard , hare ,.;ork. J- tock :icc1cation, determination, :m~

J ..::>1 0~

ud' c f ::•JUrs::. 3n

at the end o - tr e :iay, ILc ~: w II hlp rO'J find a

dirr.~ Jr 1

understan:ling

d Ia :JU t

:J~ ·v.._ l;:t

ta..~s

s.1me

l c dJ with it be ·o:-c

p -::••-('d tb~ "f=l•lnt in Charlotte when he

to come together in an arena to share a

p ..:Td- :13eL ~ ~

sense of pride and accomplishment. A

.,., :>~:=tbaL --;;,_~

BA Bobcats/\VN BA Sting

ra xhises last year. What will

;t v;:;.-1:: are the people hired to run

investment and generating revenue ; and

it , xr r:; Jo - s::•L "The people who work

it adds to the quality of life. People like

_.- e 3ot 23lS and

you can rn~ e i1 i11£> 3aT~

1. "lg."

(o -

~c:

o-ec p::c;: c .hey are very dedicated and

challenges tl:-.at : a1 c SJlve:i tt.r::ugu intelligent decisim.s bcu:: Johnson. ·•1 :' cu

m

drive sry~

the ting are very tal-

.e t-.e n31 kind of altitude about creatr g: S:>TCtt -;,g that the people or Charlotte

Th: can·t C. ne,' or 'l can't co this,' it i~ a gu.1.rar.tce tl: t 10...

'Ni l:x exo.::ir.ed about," he states.

will faiL "

:1. : e OJ= p= Lny appealed to him

True

Sl_>,

entrEprtneLr~-. :~ ~ ;en ­

Johnson, ;:; -e more _r:trre;t ::d journey ra:h =J

_h ~

the

:nth ~

u~.; Lnation.

ic contributor to a community, attracting

t-.: og;.1n.z1tiJn and the fans who support

Perceived Jbsta: k s .>1:-oJU

t:eatec as

sports enterprise is also a strong econom-

Jolr1S· •o 3:l}'S that the Charloue fran-

to be in a city that celebrates sports. " Johnson also considers the addition of the new arena downtown a catalyst for economic growth in the area.

Johnson has already become a highly visible leader in the organization, purchasing a condominium in The Ratcliffe down-

J O:c lL:S: h" N33 impressed by the enthu-

town -just six blocks for the site of the

::ia~ t:

new arena- so he can spend time in

that g::::··1enment and business

~ =e~

ba·o: f:::n- the economic and social

Charlotte and be involved in the organiza-

"Most entr::peneJI3 :lor t g:: in _o busi-

cc\CL•-.:: mc1.l : .f Charlotte. "They have

tions activities. Hes on the phone every

ness saying, Cne cia> rrr gc·ir.g to :Je a real wea\t:rr1 pe-sor ,. j:::Jr ns••n ::elicvts,

te!:J "ery 9_ ]:J:Ortive and

day convincing people to buy tickets and

"they go in· o i_ bt.c::.t:.Sc t<E)' thing no ere _ise em

s ~e

compelled tot ' :' :eo p1~

s ::~ S.J l1E-

n:i the} Irt ·J li. "

Making a Nii'M In 121 rmte Most pe-Jple w.-_._ GU"e s.m:es~:W in one business ten:l1o be .e-1e l1C/ •:<.n nah any business wo-k '};ell s=:y; _o -_nscr.. He

l:m9-~:. ss

open to new

-:.be:' see Charlotte as a growth

luxury boxes in the arena and says his

=-tr tktBG:<- Jus a deep sense of civic

involvement will help ensure that the cul-

~ tid ~ ;~,--"" :: ;~ "nsibility.

ture of the franchise is a "winning" culture.

And !like that n ::t : i ;. l ::_d : it makes a good preS>_ri- t).)(l fc- z ~ccessful business. " -{-:_ v ::· : p-ofessional sports as

''I'm not only committed to this organization because l have a lot invested here, but because I honestly believe that the

c.tT: c _r g _ho: ::ommunity in three ways;

people of Charlotte are some of the best

"; _x:c-·s te:;n1 ::an be a real unifying

people to be in business with," he asserts.

f.:r::t i:_ ti-e -ti " he explains. "Fans like

Building successful entertainment brands is at the core of Johnsons business experience. In Charlotte he plans to create an arena environment that is "emotionally

AU DID DETECTION

engaging to fans,'' whether they're watching a basketball game , a family event or a concert.

A CCESS CONTROL

VIDE 0 SUR VEILLANCE

o other competitor can offer the

variety of entertainment that they are going to offer or the venue in which they will deliver it, says Johnson. "We think we have the best product in town. We will have something for everyone in Charlotte. " Johnsons statement in July concerning his promise that the Bobcats organization

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will never embarrass the Charlotte community was considered bold by some standards, especially considering the nature of the professional sports industry. But Johnson disagrees. He believes it is simply a pan of the core company values that should be built into the fabri of any organization.

"Every company should have a policy that it does not embarrass its cus-

Sonltrc I Security S!trvic-es, Inc ,

tomers ," asserts Johnson. "And we're no

815 Wood Rcf;e Cente· )ri-.e C 1crl~ t-IC 282 7 Visit us or the w6b ·

~·.So, ivd. co.ll

different just because we're associated Yo r Siqlec 3our-ee

1r

Complete Securi ty

with the NBA. What l was saying was that for me, it starts by having the cultural foundation and understanding that

3S

septe rro t· e ~

2::l•)3

greater charlotte biz

we're going to be a first-rate organization run with integrity and by people who respect our value system."

Although johnson knows he can't control what somebody might do in making a bad judgment, "I can control how we respond to it and how we create an environment that tries to minimize the likelihood of that happening," he asserts.

The effects of Bob johnson on Charlotte are not likely to be limited to the NBA franchise activities. He has already displayed a commitment to the community through a $1 million gift to the West Boulevard YMCA. As owner of a real estate company he has indicated interest in land development in uptown Charloue. "I expect to sit down with the city officials soon and give them my ideas on development opportunities here to see if they're interested," says johnson. Currently he is also in negotiations with AOUiime Warner to create a regional sports channel that will unite the Carolinas by broadcasting college and high school sports from schools around the region.

Arne etter

Leaving a Legacy

Tapscott believes that as a result of purchasing the NBA franchise , johnson will be known primarily as the first African-American to own a sports franchise. But in his mind a professional basketball team is a small-sized business compared to BET and the "firsts" johnson achieved while building the company.

"In spite of the public acclaim with sports ownership, Bob's first accomplishment of BET has had the most profound affect on our culture, history and individuals," says Tapscott.

And as johnson reflects on his own achievements, he hopes his legacy will live on through his children and other young ambitious people. "The smartest thing to do is believe in yourself and work hard to pursue your dreams," he advises. As for his legacy' "l want to be known as someone who had a vision and pursued it in a way that changed people's lives and made things better." biz

Lynda A Stadler is a Charlotte-based freelance writer.

greater charlotte biz

s e pte rr be r 2 0 0 3 3 7

by ca sey jacobus

An1biance Serv· ce an Wine by the Glass I

I

•• •

Bon terra Knows Ho\v to Ivlake Fine Dining a Complete SL1ccess

perati'lg a restaurant is a risky business even in the best of econo

ic imes. In :1-te

aftermath :Jf September I I, dur ng ar economic slump with employmen: an(l •:on-

sumer confidence low. times are even more peri lou:; for the restau ~ •t industry

However J•Jln Duncan , owner a1d mana.;;;ing director of Bonterra Dinirg and Vf _r•E

Roon. believes he has ;ound a niche in t he competitive Charlotte mcrket that w I

succeed e;en in tough ti mes

"On::e the newness wears o:f and ycu have customers re: urnin€ : wQ or three

times a month , that's \\hen yoL knov you've succeeded, " sa1s Dun car . "It's a sisr :f

succEss when people a ~e still comins in after threE years. " ~

greater ch 3.rl ::Jtte biz

;~. rrl

_oca tiol, loGl ion, lx:c_Lbn

ing

Bonen;;, -..hich o : ans "gn:l ~a rth ,'' op::Ed in l<;;.l<; : nth£ -itf o- .m

Onm::h

"liston:: C:"lu cb on :::: le ...t: and

.~.ra

t:c

n 1895 ue Alberto• ::thoc::;t Chu.. h became t"t-.e iir.; pe::-r.al.!'nl ::-:_rt.h Ll the new D·lv.:x1h sJl:ur: of Cha::b ~e ;(ev::reno:. Joh< 3utt, '''b ·:•perate~ a ~rocery 5t::n: during t '- ·..v::e k ,,·a:; pastor. ln _<;I~ the m ::-:-·xrs LJ=IEC.::I

:.:,e

the or:ginl '"- oden _-aCI t:' ..., i ' a brick building ;;:n::) rnamc-:. r "J.Iwon ....

TAet :lOd..s- Ep .:-copal ' b.li:h SouJ1.

Fr::m_ D2c toE: ::, .1-e F.rst Churo :•.

40

thz:~reth

· •:cu:Jied ·.he build-

K

.r c :::;r::;::tc:r ?rcvidw.ce B;~ptist th::re f:r:Yn lS:'~ tc· H87. rg wa::;. le:l :'OlE :c w.ar on

.v:J.;

b-:~L:I

~e::::'s :::; C':r'V<l)' G:rrde:-s <' nd Nursery c.nd :1:-::e- .. :::::"lLSI.ta.s shop. Th ~ E.edd S ed In ·.r ::.::h E);>-; :)LL!ca-; s :att er,

jcc.b: b:u_s"l th~ Teneri:'.

Duro.:: r ;:m::l hi~ ~atb..::r -,.:[

di~~

cu,~-:d O:Ji'n

ng <: ·ts.mun: ~s ~at.y as I qcy:. I>..:r_c~n he_.: ~::r.t si 'C :·e:.1rs w th t:-e Hctt: .c ·;;. r::g,c_uc.n· g·ou_:? in

1'-JJs-,r ]lo:. md At CL'U:: ~ 'v~U a:; l2 yta:t.= vith Ll~ hd head li -e :::;-m.:p in Atlm.-tc. "11 :- ~ be: AoJke.:l::~t Pa1o:; & Pc:L ':;, Eu:i<ha:l T:ir ~.-h. Ls1

ace'. Na·.-a. His fathc.:r, o:-~o:e c:: for ' ·LliT::r/:., a 1anu -acturhg com[:an)' th:Jt n:a:i:; tic,rc es, was int.::r~:; ed ifi:la.."l ung his se-t's first sole· \ trture.

1 hJ._ been in th ~ restcu·c_nt bLsine=-~ a.l rry lii~ . but l alwar3 voorkeJ kr otbE - pcc·pk ," sc.ys Duncan "-::-h:s -.- : s. ::-ny -_:;t opportunity o maLe d.-:cisi )n~ on n·, cv,! ." ~ igir:ally t ·e Duncans planned tc op : n a re::.r:auom in Charle:;tol. nec.r w:-te c the stniot Duncans veE ltvit .;.

In t b p·0o:ess o[ seeking fioa~.: ng, the:r LJked ·Ni 1: a banker wh:> h:1d _us . trn.;Lrre:: Ero11 Charlotte. H ~ ccnM~tla:t

4

grEa-::er :har Otte ciz

vinced them to look at the Charlotte market where, he said , there was a lack of good upscale dining opportunities.

"At that time , the Lamplighter and La Bibliotheque were the best restaurants in town, " says Duncan. "We thought we could do a more contemporary style of fine dining. " While Duncan went to California to anend the Culinary Institute in the Napa Valley, his father searched Charlotte for an appropriate site. He sent Duncan faxes about various properties, but there was always something wrong-not enough parking, or the wrong side of town.

"Dad called me and asked what I thought about opening a restaurant in a church, " laughs Duncan. "l said l liked the idea and he said 'good ' because he had already bought il. " Duncan says buying the right piece of property was the key element in developing a successful business plan.

Buying a piece of property that had value beyond its use as a restaurant cushioned the chance of failure . lt gave the Duncans something to fall back on should the restaurant fail.

Consequently, Duncan worked very hard to make the building as aLLractive and valuable as possible. He spent two years and worked with three different architects to acquire the necessary rezoning and to build a kitchen extension on the rear of the building. He paid careful auention to integrating the old with the new.

While the original business plan called for taking what the building offered and creating the very best restaurant possible within the budget, Duncan quickly saw the need to adjust the budget to expand the kitchen. The interior was also largely rebuilt. The oak bar is where the pulpit used to be , instead of upstairs as originally planned. Where there were once pews for the congregation, there arc now tables and booths for diners. A huge staircase leads to an upstairs dining area, which is used for private parties.

Some of the tab les have linen table clothes and some are bare wood.

Duncan says this sends a message to

greater charlotte biz

customers that "it's a nice restaurant ,

room staff is up on t1e latest wines by

but not snooty." However, it is the bar

holding special wine tastings with rep-

itself that gives the restaurant its 'charisma. ' Comfortably seating 25 to 30 people , it invites customers to taste one of the 200 different wines Bonterra

resentatives from the '.'ineyards. taff are then prepared to help customers navigate the extensi\e wine menu and to make helpful sugg,estions on which

sells by the glass. There is also a bar menu that caters to the crowd that wants a few appetizers or small portions of food with their wine.

wine will go

"We get people who come in after work at 4:30 to 5:00 p m. for a glass of wine, " says Duncan. "And , after 10:00 p.m , the bar is usually full. o when most fine dining restaurants close clown , we're just geuing going again for another two hours."

By offering so many wines by the glass , Duncan says wine can become a learning and educational experience.

"People have the opportunity to have a glass of wine according to what they're eating, " he says. "We've got everything; all the varietals are covered. " Duncan believes he has successfully combined an interesting ambiance with an invigorating bar to create a sophisticated dining experience.

"People remember eating here and pass along the experience of dining in a beautiful old church ," he says. "We depend on word of mouth to spread the

wit:~ th ~

food the customcr

has already chosen.

Duncan also cuLivates a personal relationship with hi: suppliers. He knows their names , information about their families, and ~ :ails about their lives. He makes time for them when they drop in, rather than insisting they hold to an appointment schedule. And when something do ~ s go wrong, a trud: is late or a delivery s wrong, he cloesnt get angry.

"Maintaining a t;oocl personal relationship benefits both of us, " Duncan asserts. "They have J job to do and if l make it easier for tl-em to do their job they'll want to plea: e me and will do me a favor frotr. tirr e to time. " A vital elerr_ent of Duncan's plan tcâ&#x20AC;˘ succeed in the slug~ish economy is his attention to cash flc w. ~

word about the building and the wine experience. " Quality Service

Customer service is another key to success in the restaurant business. For Duncan this means hiring an older, experienced staff, giving them careful training and keeping them updated on the latest trends. Six of Bonterra's 20 employees have been there from the beginning, including Chef Blake Hartwick, who worked his way up from "sous chef. " The newest member of the dining room staff has been at Bonterra for two years, while the latest member of the kitchen staff was hired six months ago.

"Most of us have found a home and a family here ," says Duncan. "There 's a camaraderie among employees."

Duncan makes sure his dining

ALTMAN 1n1t r at1ve gro p ,1 nc

Denise Mman, MBA 704-:'08-6700 www.altmc.ninitiative.com se:)tember 2003 41

lJ_P EUl<Jl-

·~ CAR ~'ENTER,

PLL.=:.

7

Celebrating 20 l ears of Service :::err

•Gre T ransxr:or.s

CcnLun:ial T n.1sact~~ & R~-J Es(a:e T;;x Plar.r .1g & Co,uov~:-s,· Esc;o::c Pla•::in3 V:oldJ Transfer f:; F:d ..JOaJ.} Suvc cs

"You have to learn to preserve cash," he says. "Even when you have it, you can 't spend it on unnecessary improvements. " One way Duncan saves money is by not hiring an assistant manager.

Instead, he does everything himself.

He arrives early in the morning to do the books and the financial planning; he answers phones and takes reservations. If necessary, he'll help cook, clean dishes or wait tables. During the dinner hour, he wa lks around the dining room , sharing a drink and talking with customers. He tries to learn the regulars by name. "l figure l save $40 ,000 by not hiring an assistant manager, " says Duncan , who at 43 is single. 'Tm married to the restaurant business. " Ensuring Success

227 West T r:re S:rc"(_t • :)ui_

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42

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When Bonterra opened in 1999, Duncan says its chief competition in upscale dining came from La Bibliotheque, the Lamplighter and Marais. Three years later, while other fine dining restaurants have opened , the Lamplighter and Marais have both closed and La Bibliotecque has changed ownership. The Lamplighter on East Morehead Street, one of Charlotte's most enduring eateries for 21 years, closed in March 2001. Owner Woody Fox said at the time that he couldn't reach a new lease agreement with the owners of the property. Duncan says a key element to Bonterra's success is that his parents own the property and he owns the business.

"We don't have to pay $25 to $30 per square foot in rent ," says Duncan.

"Our mortagage is nothing compared to the $20,000 some restaurants have to pay in rent. " Looking to the future, Duncan is confident. He believes the arrival of j ohnson and Wales University in Charlotte will spur more interest in fine dining. The culinary arts school expects an enrollment of 885 students when it opens in 2004. That enrollment is expected to increase to 2,800 students over the next three yea rs.

The university will offer 51 degree

greater charlotte biz

programs, including ones in restaurant management , food service management, culinary arts and baking and pastry arts. ln addition to grooming students for success in the foodservice industry, Duncan believes johnson and Wales will also broaden everyone's vision of nice restaurants. "johnson and Wales will bring fine dining in Charlotte to another level, " says Duncan. "Diners will learn they can go to more contemporary restaurants and get better food, service and management. " While Duncan has no plans to duplicate Bonterra, either in Charlotte or elsewhere, calling it "too big an undertaking to duplicate exactly," he is interested in possibly opening another wine bar.

"Our wine bar has been very successful," he reports. 'Td like to venture into opening some small wine bars that are less susceptible to the economy than full-scale fine dining restaurants. l'm not talking about something that would serve pizza or tacos, but something in between the upscale dining experience and a quick service place ."

Meanwhile , Duncan is proud of his success with Bonterra. He likes working in a restaurant of the caliber and sophistication of a Bonterra.

"You work hard here, but you work with nice things and in an atmosphere with good food and interesting people ," he says. "O f all the different style restaurants, this is the most rewarding because of the level of clientele , especially the business clientele who become regulars. " Determining success in the restaurant business can be tricky. While the ational Restaurant Association tracks four industry indicators: sales, traffic, labor and capital expenditures, Duncan says the bottom line is much simpler.

"There's money in the bank and we're still open," he says. "That how you rank your success. We're not behind on anything; the bills are paid." biz

Casey jacobus is a Charlotte-based freelance wnter.

greater charlotte biz

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september

~00~ 43

by Em lv g:::rn an -=a ncy

n Truckin' Adams Companies Gives Back to t e Community

Neotled off l-85 in north Charl•1lte lies a farrily-cwncd and cperated bu;iness that has become a household name for the local trucking industry For 22 years, Adams Companies has served as a oneSto"J resource for heavy-duty and medium truck purchasing. leasing and conLrJr:t mamtenance.

Built from the ground up by conpan·, four.der Frank Adams, Adams Companies is the w11brella business comp·i:;ed of Adams International, Ideal L•:asing and PeterbJt Carolina 5cott Adams. company president, describes ore of ,he company's niche as being the oldest established truck dealership in the CJ- arlo.Le marketplace. "PeopL~ know us an::\ our reputation, and they knO\\ "'hat to expect,"' :,cotl explains. "V\'e pro\'i.de s:-vice over and beyond just the purchase of a truck."

Ac.ams Compan ies' customers ;-~re trucking companies , bottling :ompanies arc! an} other bus~ n:::sses that use trucks to haul goods - ranging from lccal plumbers to large Fortune 50J ::ompanies. Pecausc trucki:Jg is a cydical bustness. Adams Com"Janies striv:::s to develop pannershtp agreements w th large key accounts that purchase and service trucks. year round, minimizing the impact of an economic recession on its bu:;iness 'T ve always looked at trucking as a :eading 1 dicator to the economy," Scott C;\.1Jlains.

g·ea1:er charlotte btz

"It's ia·por ant to ge nerate a re:;;:s.:;ionproot ·evnue stream to keep our l:usiness 7 bra<L thr.~ugl- all bus nes3 c;•cles "

op_on of nuhp e-ycar and shon-tenn

E} fomsing :::m customc · ocniLe, Adat-.s Cc:mparies has deve O"JCC. s•ro112 rep::at CL stomer base spar.:nrng foE: company'o- lifeti ne. "We pro,'i.Je 11· excep-ion;al ser,· ce taking irtl• ccrt3ideu_-

cu~om,.:s

t.on :d of our custome rs ne~ds." C•:cl~~ Amy Adams. ccntroller. "Vv'c diffcrcmia...~

tics ' 1ddition to tmck maintenance. 'v..~~

oif,.- c. Ia can e services to meet our neL.ds.," Scott says.

Ah~r operating Adams International

:urllcc11 Leasir g for several yea rs , Frank ~.<pan Jd

his business further with

?clc:tb l Carolina in January 1992.

PoertLL Carolina sells predominately

sorrahi~ mos: people watt to-do,

::l;a::;3 ~i·: seven Jnd eight heavy-duty FE: crhilt trucks for the long-haul tmcki~ iO:::.:stry "P _terbilt Carolina's niche ritktt is owner-operators and small to ~diu-:- size Oeets," says David Vc:n1i l i Jn, sJie:s manager of Peterbilt C:d I k "vvitr the success of the Pr'ierb 1 pro::lu:ts, we are looking to f ::r:and -a:-~d .arset larger fleets."

S.:.:: t describes the conventional P ~c r.:>J ~ruck JS the preferred truck of OJl.CT-<..•perators, likening it to a Cadillac. ""ete --):lt trucl<s are the benchmark of

felt

?OJ1i

c•ursc'-ves through sen•1ce".

Getlmg Staned ""ran\.. Adams started Adams. lnternalirnal iJ- Sepembet 1981 after worl.:·ng br International an·e~.t.r, a true.<: manufacturer, for 22 }'ears. 'Nh~< lme-naticnal r arvester offerd enrplay:::( o the 'npo·tunit; to buy pa·t d its ·etai.11pnctior, Frnk accepted the o Ter. "I · hin_-( owring ~' .Jur own busines.:; is

ard l had the l:ackground one! e.<rericu2 to~ suc:essfL:," he explains. "I L·Jok "risk and t paid off" ~.hor ly after str:rting Ac ams lntc:rtational, ?:ank recognizfd < reec. ·or a re-u.al tusincss offering simi .a· service::, and. he e~ L<Jblisned Ideal Ler,sing.

Acc.:x-dirJS to S_ott, Ideal Leasing~ for ::t.:ctorrcrs 'A-nose Jusiness needs reqwre I:.e. use of trucks, but hey prefer no tJ prchas~ anl mai -:~tain the eqJipmentthcc:scl-..es. lceal Las in 5 offers cu~tol1ers 1- e

:-n , quality products within the _ocusrrJ," Scor explains. lr ;addition to traditional trucks, n:tert- -t Ca·ol na sells cab-over, mediL 1.-dnry vehicles, including lsuzu and Hi."lc mcks. As opposed to conventioncl F~-ert•LL trucks with big hoods or ··n·Js~:;,' cat-o;er trucks haYe car-li ke felr:.~-e~., :naneu~rability, and ergonomics.

J-eoe r.tcks ere well suited to plumber:; oc de-_""Jc ry ::!rivers who need vehicles ili:1L3To>: ::or duive to driving in traffic >

september 2003 45

employees wear many hats and handle multiple roles. As the comroller of Peterbilt Carolina, Amy manages the accounting function, but she also merfaces with various departments and ensures customers are satisfied. Sco t describes the company's employees as t..12 "green berets of the trucking indw:try" because each employee is charged with "grabbing the flag and running it ur; th. hill, every day."

Despite growing up around the farr ly business, Scott and Amy agree that they were not obligated or even expectc l to work for the company. Frank encouraged his chi ld ren to pursue their goa ls and seek employment elsewhere early ic their careers. "Too many families whJ O\vn companies are eut-and-driedthat their kids will work there, and thats wh.:they're not successful," Frank explains. " wamcd my kids lO follow their desires, and lonunately, their desires lead them t•) work for the company."

Amy says she was drawn to make a contribution to the growth of the family business. "Working for the family bJsiness changed my work ethic," she explains. "''ve always been a hard worker, but when you're working for something that's your O\vn, it changes your perspective and you realize the impact you can make. " Scott concurs, adding, "When your name is on the building, it changes everything. You wam to make sure that things are taken care of in a \'cry positive manner and r,_Jghborhoods. "We prm·ide products S'_iting all needs of diems, whether it be f,.r construction, vocalional, LWer the rc1d, long haul, short haul and all pomts in between," Seou notes.

A:lams Companies subscribe lOa "cradle lO grave" philosophy, meaning truck~ :an be purchased, leased, serviced and re:-old at an) of the company's locali·ms. _;dams lnternauonal Trucks and Peter!:: t Carolina include serv1ce centers, and bl.Jy shop locations where trucks a1c ma.imained, rebuilt, including computer diagnostics testing, complete ~reck re-bui Jmg, and painting. While Adams lmern. ional Trucks, Ideal Leasing and

46

september 2003

Peterbilt Carolina operate as three separate businesses under one company umbrella, they arc friendly competitors with shared synergy, Seou says. Adams International's' efforts alone lO increase market penetration and improve its sen·ice offerings have enabled the company's revenue to grow over 400 percem organically since the company's inception.

IT' •

y c - ~nployees

ow that Frank is semi-relircd, he has passed the company's reigns lO his son Scott and daughter Amy. Although Scott maimains ultimate responsibility for operations, he emphasizes that all

In building their business, the Ad:~m:=. family \'aiues the importance of minimizing staff turnover. Adams Companies' philosophy of staff development and retention is twofold- hire quality people who are well suited to their positions, and create a positive working environment where people enjoy coming to work. Scott auributcs the company's .~rowth to not only its products and rep-

Jtation, but mostly to the quality of its staff. The company demonstrates the r:hilosophy of working hard while enjoy.ng your JOb, Scoll explains . "Enabling employees to enjoy their jobs goes beyond summer picnics and Christma5 parties," Scoll expounds. "Department

greater charlotte biz

·,eads are sympathetic to employee5' 1eeds and create aE atmosphere where ~mployees arc able to '.llaximize to their <.Ill potentiaL" Their efforts at bu'lding a posit:ve, -luality work environment has paid off •.vith the longevity of their employees; 11any of the company's key employees lave worked for the company for over 15 years, and some have worked \vith Frank since the company's inception. In ~his regard, cott emphasizes that the family nature of the business extend5 to the employees. "W.len you work witi people for 20-plu years, they become part of the family," he says. "People who have been with us for the entire ride arc as much a part of our business as Amy and I are."

Another aspect that builds emrloyee 'oyalty is the company's commitmett tc 'lot lay off employees, despite economic conditions and the cyclical nature of the _ndustry. Adams Companies values pro-.riding job security, so employees car :ocus on their jobs and not whether thc:r may even have one. "We treat our ;:>mployees with respect and try to fo~te;:­ l healthy work emironment," Amy says

Turning Tragedy into Servio:: Scott and Amy's brother jeff Adam; worked for Adams International Truck:;. until his tragic death in November 199~ jeff initially joined the company as a ;a ~­ representative and was sales manager a·

the time of !-.is death. JdT was n avid tennis player who was conce -anked number one in the states 25-year-JI.:J division.

When he was:-~'t wo~king or ICI}ing tenr

nis, Jeff regularly rrcnt:red mel tutored disadvantagec youth th -ougb tbt· Dalton Village projec ..

Shortly after Jcf ditd, hi:o dose hiend and fom1er tcnni3 par:1cr Bob Stiles along ·.vith a few friencs Established The Jeff Adams You·h -=ouncation. The foundation helps underprivi ege:::l kids by combining two of Jeff'5 passi:ns- tennis and commu::r ty se-·:ice The foJndation provides mentoring. rutorir.g an::l athletic programs to children i'1 higl- -ri3k neighborhoods. The fou1dJ.tion suppmts Faith, Hope 6..: Lm-e, ar ouneac'l of Grace Covenc.nt Church, whi::l- :Jurturcs academic achievetrent, chara:tn development and 5piritLal growtl- fcr economically disad' antage_ ch ldren After being mentored through Lhe progom, children's grades and SClet<.l skills improve, says Stiles, presidnt of the iou:-dation.

The foundation als•J surpons the Jeff Adams Youth Tenris Program, ::::harlott:: Tennis Asso·:iation Surr mer Clir:ics for children fro-r high-tis~ areas..

Approximady l ,OC)O l.Ulder-:rri lileged kids attend 3ummer tennis p-o~·ams each year at \'arim.. s ter nis fx:i des, includingJeff Adams Tennis :::enter, Hornets est Park, f're=dorn Park and Sugar Creek ?ark. "Termis If not only a game that jeff love::, cut it i3 a •,;ay to

te::dt tile kids disc pljne a':ld how to int2r<e.l wi h other:; ' 5tiles eA."j)fains. The: fot nd:~ ion also plans .o o[er a schola~­ sh~· IC• Clurlotte :-cut1 based ~on critc- a imol;1g s-cholas .:: 1tility anc 'inanci ·1 ner:d. -:tiles says . h '!dclition to t:-e tennis c3ffips an.i tuu:r r.5, the four._a kon brir.gs. childrrn to .t!.czms lnternatic•-:<>1 Trucks ::lealers=-iJ: for a cc.y e3ch year. Tie day's fcstivitie;; inc.lu± rices arom11... the dealership in tn..c ks md a compny-wide co ..,kout.

"B-i:n~ng the kid;, h~r: giv~s employ<:<-3 the idr 1 of what ?>e':-e doing, that it's iiTTormt to be i- .rol·.ed w•uh -:Jhilanthrori.:: activities in ·:'1:: comn·lnity,"

Sou ~ ays.

N 1. long after jcf::'s death, Scott I~ p::Eitio:1 with J::- cd Parcel Servic(::; to vo-:<: foc the fa ·Ti.ly busines~, casiq, bctl t:-e lileral and ci;..urat:ve absence ca 15ed by the tr~~~y. He s.1y:: he felt :n:: ne::rl io be closer .c h s fanily. and we-kin~ in he family h;i11ess was 3 natur:tl se~..lC. ·'Our fat he- cpc:ne this great OJ::pCILmi·y to us, ani Jeff, Amy, and m-;:;e]· are extrcm... l~ cky t::> have it' h: hi~

ex=lc.irs. ".:'?e fcundat)or a:ms t;:. lec.d undcrpr."li E._sed childrn dcwn a better mc•t:al p<L< 3Ccording to Fr~ nk. "The found;.ticu 'ru.ke:; a diff::-nte in thei- lives t-1 gi"" n_§ the11 posi~vc ~ lter::'atiYes."

biz

Eril} :;ormon-Fonqr is -a Charlotte-bose•, frE<:i<.'l'•:e writer.

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[bizdigest] Grant Thornton Survey: Majority of Middle-Market Companies Cite Competition as More Intense Than One Year Ago Eighty-Nine Percent Cite a Greater Focus on Price as the No. I Culprit From competition withi n the middle market

are also looki ng fo r new ways to keep existing

establishing realistic expectations fo r employ-

to vying with larger competitors and new

customers from taking thei r business to the

ee performance.

companies entering the market, middle-mar-

competition."

ket business leade rs are feel ing the pinch of

Additional highlights from the survey include:

a heightened competitive environment,

• Survey respondents cited a greater

acco rding to findings from the Grant

• Fifty-two percent of respondents are taking immediate steps to better allocate resou rces by deselection - focusing exclusively on initiatives that will be most profitable.

Thornton Su rvey of Middle-Market Business

focus on price (89 percent), more knowl edge-

Leaders. Ninety-four percent cite competi-

able custome rs (82 percent), and less client

tion as more intense or as intense as one

loyalty (8 1 percent) as the top business issues

leaders have - or plan to - invest in new

year ago, while just 6 percent say the com-

related to competition.

technology (58 percent and 26 pe rcent,

• Two-thirds (74 percent) of middle-mar-

petitive environment is less intense.

"As the market has tightened, so, too,

ket business leaders believe it is mo re impor-

have the competitive pressures on middle-

tant today fo r employees to understand what

• In preparation for an imp roved busi ness climate, 84 percent of middle-market business

respectively).

The Summer 2003 Survey of MiddleMarket Business Leaders, with a special

market companies," says Mike McGu ire ,

needs to be done for the company to suc-

emphas is on how companies are positioning

managing partner of the Charlotte office.

ceed.

for an improved economy, is now available.To

"Companies, especially those in the middle-

• To enhance employee al ignment and

o rder a printed or PDF version of the report,

market, are not only fighting for new busi-

motivation, 82 percent are focusing on consis-

visit G rant Thornton's Web site at www.grant-

ness - often at lower margins - but many

tent communications, and 81 percent are

thornton.com/blcsurvey.

bi z

University of Phoenix Enters the Charlotte Market

s

u

guide

Take advantage of these products and services from Charlotte's leading business-to-business suppliers.

Accupointe Professional Accounting Systems

pg. 9

Altm an Initiative Ameritrust Mortgage Company. LLC Blair, Bohle & Whitsitt PLLC Bonterra Dining & Wine Roo m Carolina Volkswagen Central Piedmont Commun ity College Click Com Compass Career Management Solutions Corp Data Products Culp Elliott & Carpenter, PLLC Diamond Springs Dunhill Hotel Elevate2 004 Employers Association First Citizens Grant Thornton Harrah's Cherokee Casino & Hotel Hilliard Lyons )uba Alu minum

pg. pg. pg. pg.

BC pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg.

~~a

n~

Offi ce Environments R. L. Bryan Company Road Runner Business Class Scott Insurance Sedona Staffing Services Sonitrol Security Southeast An esthesiology Consultants, P.A. Southern Tree & Landscape SouthTrust Bank Sunshine Uniform Service, Inc. Th e Club at Longview Th e Meetmg House Total Inform ation Source UNC Charlotte Vance Flouhouse & Garges. PLLC Wachovia Wake Forest Un iversity Westport Marin a Wh itehead Associates

pg. 29 pg. 51 IFC pg. 5 pg. 49 pg. 36 pg. 11 pg. 52 IBC pg.19 pg. 2

48

september 2003

41 37 31 20 31 25 43 10 42 28 35 25 21 7 14 30 21

9

pg. ll pg. 47 pg. 50 pg. 37 pg. 1 pg.13 pg. 42 pg. 49

University of Phoenix has recently

to focus their energies on learning one sub-

entered the Charlotte adult education mar-

ject. Each class meets once per week from

ket and is now accepting enrollment for the

6 to I 0 p.m., and students are required to

city's working adults who desire to

meet with a learning team once a week,

strengthen their professional grip on the

either on campus or in an off-campus envi-

job but can't seem to shake the typical bal-

ronment that's convenient and conducive

ancing act and scheduling hassles that often

to learning. Students can also attend on

go along with returning to the classroom.

Saturday from I0 a.m. to 3 p.m.

University of Phoenix Charlotte offers

"We're offering specialized educational

tailored curriculum developed strictly to

option for Charlotte's adults, who may have

meet the unique needs of nontraditional

thought in their minds about returning to

college students - ages 21 and older who

the classroom but weren't sure they had

work full-time jobs.

Based on city-specific research, University of Phoenix in Charlotte will

the time or the resources to take on such a challenge," says Nicole Darmody, campus director for University of Phoenix in

offer undergraduate and graduate degree

Charlotte. "With the stress that can

programs in business, information technolo-

accompany hectic schedules at work and at

gy and management to satisfy the demands

home, University of Phoenix says, 'You can

of working adults there, as well as comple-

do it. And we're going to help you along the

ment the long-term business landscape of

way."'

Charlotte. The campus degree programs

Additionally, University of Phoenix

will continue to grow based on student

instructors all work full-time in the fields

demand .

they teach and hold a master's degree or

Rather than taking a "full load," students enroll in one intensive class at a time

more advanced degree. This is an educational model that has been proven success-

greater charlotte biz

The Local Perspective from Visit Charlotte Halfway through the year, 2003 Smith

Do Or Do Not lrere Is No Try.·

- Yoda

Travel reports national occupancy has declined I.S percent compared to 2002.

That being said, in Charlotte we have actually experienced a slight increase in occupancy compared to last year. Occupancy in our destination stands at 52.3 percent through June, up two tenths of a percent over last year. June 2003 occupancy of 54.3

:=usrom designed lo:de'ship prograrr~ f::x executives pro-=ess ooals anc ::ntrepreneurs

percent, bolstered at least in part by 24 events and 27,349 room nights booked by Visit Charlotte, was an improvement of 1.7 per cent over June 2002. These seemingly

704 }}i.909l

minor movements in occupancy percent-

'NhJ::::eheadAssocic.tes..corr

ages reflect substantial numbers of rooms sold, however. For example, 18,00 I more rooms were sold in June 2003 than in June 2002 - a 3.8 percent improvement in

·::;./ t-ITEHEA!J

A)

O•.. : IP.

c evclopu1g ~~r:!Lrs, deo~e

-

....

........

J''l.lnlf =.~I!- re~

rooms sold. For the year to date, there have been nearly 21 ,000 more rooms sold than in 2002 - a 0.4 percent increase.

WE F LL TEMPORARY, TEMP-TO-HlRE A D D RECT H'RE POSITIONS.

University of Phoenix Continued ful for working adults who need specialized instruction on textbook theories and real-life application. Instructors average 16 years of experience and often are senior-level executives in their fields.

Charlotte-area residents who are interested in enrolling in or learning more about University of Phoenix can contact the university at 704-504-5409, I-BOO-MY-SUCCESS or www.phoenixlcharlotte.edu.The new campus is lcoated at 3800 Arco Corporate Drive in Charlotte.

Founded in 1976, University of Phoenix is now one of the nation's largest private accredited universities. Focusing on providing education to working adults, the college has more than 128 campuses and learning centers in the U.S., Puerto Rico, Canada. Currently, there are more than 163,600 degree-seeking students enrolled in University of Phoenix.

greater charlotte biz

SEp terr tEr 2C 0 3 49

~n-::eres t

Slump in U.S. Entrepreneurial Activity l evds Cf:,

in Starting New Businesses =-: olds Stead:;

Entrepreneurial activity in the United States

were CJ:J=im isti·: n 2002 >bcH t he climate

: rink ahead rd we-r ic harder to groom new

held steady in 2002 after a sharp drop in

for stc.rtinJ c.

g:neration ~

200 I, according to the "Global

the prEvicus yea · :lL 37 : : rcent

nEW

bu:; iness 1: ld steady frorr

: irue o h •cvate, crec.t:! jobs and con: ribute

"T1e good r e'I"S he '"I! is : hat the 200 I

Entrepreneurship Monitor" (GEM), the unique annual study of entrepreneurship

slump i1 eltrep·-= neun l-" t c ttomed out in

conducted by Babson College and funded by

2002 c.nd may hue set t:h :oge for a return

the Kauffman Foundation of Kansas City.

to ne.,... g ·covrth this yea r, sc.·(: Kauffman

The 2002 U.S. entrepreneurial activity

Foundati::>r president an:

c::J

·::>f entrzp ·eneurs who wi con-

Carl

t o a more

::>~pero u s;

•ational economy."

GEM rzpcrt aL"tho r Heidi Neck, assisturt pr::lf:s~ cr of errt ·"!!Jreneurship at

Bilisc•r Co leg"!, adds:·Entrepreneursl""ip in tt-e lXl ted Sta:es co mi•t..es to thrive at a

level -which found just over one in I0

Schramrr. 'This ·:po rt rTE.k.e;. a powerful

\E:I")'

Americans creating or growing new busi-

case fer :: tepping ut: tle .be~ : efforts of the

ecc·nc•mic oe-: line. T1oJ:h U.S. entreprzneur-

nesses - remained 50 percent higher than it

Kauffmar FoundUiCil and o:h: r.; to get

ia acti-...it)' FE

was in 1998, according to the GEM report.

more n-=w

In what researchers considered another

is vitallf im::>orurt to h,aw: c. thr ving entre-

cngoinE FO~-b::>om r e: rznchment ratt-er

good sign, the number of Americans who

preneu r ic.J class toc ay, bu t

th'ln a

entre xelaJ ~

in:n ti-e pipeline. It \~

a lso have to

high level, ever in .,e wake of wcrld

~or:ed

~ed

ir ti-e year 2000, th e level

feY 2002 n c.> ~ imply reflect an

~truaLra l

ded ire."

Chamber Names Entrepreneur Award Finali ~ ts The Charlotte Chamber has announced final-

Owners ·,yith 1-10

~m pbyees

ists for its 2003 Entrepreneur Awards.

• Dana :;_a.:ler, Dc.na Racer G:Jt" Sc::hool

Celebrating its 20th anniversary, the program

• Bob Her ri.:ks, Hen - cb. CCJrl=oration

recognizes local entrepreneurs who have

• Richar::

turned their dreams into successful businesses.

Bn~ser,TarEete:l

::Jcr

• David . one~. =>eak Ia • Ei ly

Gca·te~ ..........B.

Moore Company

In a:laitior to the fi•clists, the Chamber al;-:: narred H.': . "Smck)'" Bissell, ofthe E5ssell

Owners "Mth I J -35 enlJ=krrees

Fc.m ly o" Co"TOanies,the 2003 Chairman:S

One award recipient from each ofthe three

• GregA<er,lnk>V ~icn

A·,vard Recip.e1t.

categories will be named during a dinner and

• Frances Queen, Queeo ~o-: ic.te>

recognition ci 3issell's: bLs: ness leadershiF

awards presentation on September 30, 2003, at

• Bill crar.rocd W 1-mr Owners IIVit

the Westin Hotel.

Categories and finalists are:

.e~

~~u-e o

is given in special

skil:;, inc ud ing 1is ent·ep--=neurial achievement

ng

3b-1 SO enplo-:oees

• Matthew Michal.eo..'icr,

Thi ~ aw:~rd

Solutions

anc strong ccr.mitmem to the community. (wv-w.chcrlcttocltanber.::oM,

Success begins with a solid foundation.

Charlotte's longest-established MBA program, the Belk College of Business at UNC Cha rlo tte combines academic excellence, real-world expertise, and a globa l perspective. For more than 30 years, our graduates have reaped unlimited perso nal and profess io nal rewards .

Our flexi ble, pa rt-time MBA prog ran1 fits into the lives o f wo rking profess ionals, with a range of evening classes available at both UNC Charlo tte Uptown and the main campus.

The Belk C o llege is accredited by AACSB International.

The Belk College MBA is accepting applications for January 2004 admission. Learn more about the program at one of our information sessions: • Wednesday, Sept. 10 · UNC Charlotte Uptown • Tuesday, Oct. 14 · UNC Charlotte Uptown • Tuesday, Nov. 18 -Hilton University Place For more information, visit www.belkmba.uncc.edu or call 704-687-2569.

BElK COLLEGE OF BUSINESS

MBA

lNC(}JARIDITE .50

september 2003

great=~

::har lotte :)jz

Wake Forest University has been awarded a 2003 Outdoor Advertising Media Plan of the Year - Gold Award from the Outdoor Advertising Association of America for its outdoor media campaign resulting in a significant increase in inquiries and raised awareness of the Wake Forest MBA program in Charlotte .

Birkdale Village, a mixed-use Class A development consisting of retail space and luxury apartments, has been selected as a finalist in the 2003 Urban Land Institute Awards for Excellence.

Jim Cogdell, founder of Cogdell Spencer Advisors, has been presented with the Uwharrie Capital Jim Cogdell Corp. Award ; the Charlotte Chamber of Commerce had

formerly recognized him as a 2002 Entrepren Eur of the Year.

Cogde I Spencer Advisors has awarded Karen Potenski the Karen Potenski company's annual service award for more than 20 years of service.

Ajay Patel has been named interim de an o~ Wake Forest University's Babcock Graduate School of Management; Patel has been a faculty member at the Babcock School for I 0 years and has served as associate dean for faculty and alumni affairs since 2002.

Queens University of Charlotte has Les Hudson announced that

Dr. Lester A. Hudson, Jr. is filling the recently created Wayland H. Cato, Jr. Chair of Leadership; Hudson will also serve as professor of strategy in the McColl Graduate School of Business.

Visit Charlotte has named its reorganized board of directors, confirming Warren Cooksey of Wachovia, chairman, and naming Linda Libby ofTribble Creative Group, Jim Diehl of Charlotte Marriott City Center, Billy Maddalon of Unique Southern Estates, and James E. Nash, Jr. with Bane of America Securities, to the executive committee.

The Employer's Association has recently added five John Bauer new individuals to >

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greater charlotte biz

september 2003 51

its Board of Directors: John Bauer, president, Tropical Nut & Fruit Company; Paige Burgess, president, Ferguson Paige Burgess Supply and Box Manufacturing Company; Harry Floyd , senior vice president, Chiron America; Sherrie Ha rry Floyd Herndon , executive vice president, L Charlotte Paint .

Company; and Stan , -:< •··. ·. .1' Sewell , president, . ~ -· 'I Barloworld Handling.

-~ Three community and regional leaders, She rrie He rndon

.

I-··

,.

Stan Sewe ll

Barbara J. Desoer, Benjamin P. Jenkins, Ill and Krista S. Tillman , have been named to Presbyterian Healthcare's Board of

Trustees.

Paula Vincent, 26-year employee of Presbyterian Healthcare, has been named vice president of community acute services for the healthcare system; she will continue serving as the administrator for Presbyterian Hospital Matthews

and Presbyterian Surgery Center SouthPark as she has for the past three years.

The Cabarrus County Board of Commissioners has appointed John D ay to the position of county manager.

HDR has hired Steve Carroll as a transit principal in the company's Charlotte office.

The Charlotte Nature Museum has hired Lisa Hoffman as its new director.

Noble 's Restaurant has named Dale Ray executive chef for its Charlotte location .

Bob Bundy has joined the Charlotte office of Mercer Human Resource Consulting, where he will continue to lead the firm's U.S. Mergers & Acquisitions Practice .

Spot Marketing has hired Nan Gray as director of account services.

Cricket Communications has promoted Greg Thomas to customer operations manager for its Charlotte and Greg Thomas Hickory markets.

Ron Norelli, chairman and founder of Norelli & Company, has

Bob Bundy

been nominated to a three-year term on the board of directors of the Family Firm Institute.

Charles L. Jacobson, MD and Dalya Kutchei have joined Anderson & Associates as executive search consultants.

Corder Philips Wilson has named Elizabeth Wyatt as public relations client manager.

Corder Philips Elizabeth Wyatt Wilson has also appointed Brooke Archer as marketing coordinator.

Lippi & Co. Advertising has hired Rod Burch as art director.

Brent Rappaport, CPA, CITP, CFE, has joined Crisp Hughes Evans LLP as director of Risk Assurance Services.

Scott Kilby has been promoted to project manager within the Education/Religion Team at ColeJenest & Stone, PA Bart A. Murr, Matthew A. Brown and Roswell T. Mallory have joined Coldwell Banker Commercial MECA as brokerage Associates .

Crescent Resources, LLC has named real estate veteran Craig Martin as sales associate of The Farms community. bi~

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