Greater Charlotte Biz 2004.02 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

WHIIT CH

WINDOW

D I S P L . .t\.

-EACH US AIIU1

PERSONAL TRUSTS?

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d _Cjerwc~

Interestin~ th : n; about v.ealth. Aft-:::- 3perd ing a

tru ~t Eervicu .' Tbi ; le·nl :)f e -cperti5e is needed

L : etime ac=j-:..ir ing it , ther -:: comes a ti-n.e woen yo J

to ·,_a::1dl = : he ::o::nFle..:: and. ti:m e-conEurr. ing

nust decde

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best to ::listribut = it En er the

re:por:sib : l ities re•jLi:red ::>:-a tr .I.Stee. Providing for

F nsonal trmt. ~- va lu ab l e too l desig:1..ed to p r eserve

futLre ge:J.eratioL> is c•ne oft ,_e -non impor: ant

"'h a t you'-e bu . l t , prote :: t : am ily rre=bers an:!

financ i a l :l.e =isioL3 )OL ' ll =ver mcke. Plan wi Ee ly.

•

reduce est;ote ta L'!S . As im':>ortant a' ::i= tru ; t itself is naming " tn: ~ :=e . S-omeone you cat:. r=ly lr.owl edg=:~

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to be

Fe 1· nearly

20C• years,

;uco:::l!"ssful indiv iduals

an :. objective. Fe·N h ave the c;ualmcatior.s

and heir families h z ve t•-ned to -.vacho,ia Wealth

tc perform thi: dut·t as " ·ell as Wc.c lo :-via Wea lth

M :a oag-erne :J.t to :'le: p grc--..t, pr:!se ::-ve and transfer

L'..anagemeot. -.Pe are one of the olde · t tr .B co:npanies

wealt}.. Talc< to u ;

in t he cou..-un alld the lar.ses: provd=-<:>f p =rsonal

unconmo:Jn rest:. u.

-=-c gether, we can :tchjeve

Ccn•m,g Ccrcod, Lai:e Norman 1J..~ oores:zill e, Sillisbury c n-1 Alber.~ ~ ~ ~ : Be-> S11darct~. /Cj.-(85 - 2045Charl • tte D cv nto ~ n: Scrmr~ Bla::1, :' •: -t-383 -51C3- ChOTI:JH ~ So.1th.Park: Tcr:~ ."lo JEts, 7•J4-1-4Z-65C3-

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cover story

Nordstrom, Inc . SouthPark Mall Led by store manager Carla Brown, the latest addition to the SouthPark Mall is the much-hailed Nordstrom, a high-end fashion specialty retai ler re nowned for its unparalleled, even obsessive, customer service.

12 Charlotte Regional Realtors Association

P,artments _

Charlotte Regional Realtors Associatton is dedicated to providing its members wrth resources anj services to conduct an ethtcal, professtonal. successful and

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biz outlook

profitable business.

18 The Penny Group

employers biz Legislative and regulatory highlights for

Ustng a patented approach called

area employers.

The Power to Know ,The Penny Group reveals the truth between

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biz resource guide

on top

compantes and clients, speCtaliztng tn customer retentton and expansion.

28 Carolina Beer

& Beverage A lot of water. malted

barle~

hops

and yeast keep customers in the Carolinas and

net~hbonng

states

sattsfied with these American and European craft styie beers, the flag-

on t:he cover:

ship of which is Carolina Blonde.

34 Mariner Mariner founders Phtlip Morns

Ca rla Brown , store manager of the new No rds trom opening in SouthPa rh Mall in March 2004. Photography by Wayne Morris.

and joe Guy prove that focus on quality software soluttons and customer sattsfaction are key to good relationshtps.

feb r u ary 2 004

cliaflotte

g r ea te r c har lo tte bi z

A common-sense fundamental of business. Common sense may not be so common anymore, but it's central to everything we do at First Citizens Bank. We strive to be what a bank should be: A straightforward, rock solid financial resource our customers can have confidence in and depend on in every stage of their lives. To experience our common -sense approach to banking, talk to a First Citizens banker, visit us online at firstcitizens.com or call us toll-free at 1-888-FC DIRECT.

~FiRST CITIZENS BANK Do something

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firstcitize ns.com Mem ber FDI C

[publisher's Celebrating Five Years

of Success!

In January 2000, Greater Charlotte Biz published its first issue for business decis ion-makers in the Charlotte regional marketplace. Whi le it was the beginning of our presence in Charlotte, it was the cu lmination of about three years of research and work that provided the foundation for constructing and launching a new publication. It was also the natural evolution of my realm of experience to that point in time. Having served as president of the National Small Business Association in Washington, D.C., for ten years and before that as president of the Small Business Association of Michigan for eight years, I had learned first-hand about the struggles of small and mid-sized business owners who worked hard every day to keep their businesses focused on customers and prospects and serving their needs. I think I have heard more war stories about the trials and tribulations of business owners than nearly anyone else on this planet. At the same time, I never tire from hearing them. In fact, they inspire me and I know they inspire others. Those stories and the inspiration they provide are the fundamental reason for publishing this magazine in Charlotte's business community. We exist to support business growth and development. We publish to educate, inform and inspire business interaction that stimulates entrepreneurialism and expands knowledge about the base of businesses and business resources within this marketplace. We publish to help people and businesses succeed. It has been said of Henry Robinson Luce, the publisher of Time, Fortune, Life and Sports Illustrated, that he put together magazines ta rgeted at an audience he knew existed but no one else seemed to recognize at the time . The audience for Greater Charlotte Biz is more than just business owners in Charlotte or Mecklenburg County. It is more than any one commercial sector. This publication serves business decision-makers in the regional marketplace across 16 counties. Our targeted distribution reaches over 19,000 business executives directly by mail each month. With great optimism, we expected great success from the very beginning. Little did we know that the economy would turn down so quickly or that we would face terrorism, corporate scandals and a war that would diminish business activity and business spirits for growth and expansion. We have worked hard to support business success while many have failed and/or gone bankrupt. At the same time, we have witnessed economic change and a restructuring of ou r business marketplace that will continue. Losing manufacturing jobs by the thousands is incredibly destructive to the vitality of this region. With the huge infusion of federal spending combined with tax cuts, we are likely to see new job growth soon. However, there is not sufficient evidence of that yet. Certainly, we are pleased to see new retailers like Nordstrom, Saks Fifth Avenue and other upscale vendors in the retail sales sector expanding, generally interpreted as positive signs of recovery. The new Merck data center at University Park is another example of new growth. General Dynamics' expansion into the Charlotte market is further evidence of job growth. Greater Charlotte Biz takes great pride in featuring new and existing businesses that are growing and creating wealth within this region. We want to help you and other business people learn about each other in the hopes that you can, and will, do business with each other. The root of the word for "magazine" is storehouse. Early magazines were museums or repositories reflecting the nature of the collections gathered within. We have now published 50 editions compiling over 200 success stories about business leaders and the organizations that they have created . They are available at any time and at no charge on our magazine Web site for your reference. As one of the 17,000-plus magazines in this country, we are proud to celebrate our fifth year in business . We are grateful to all who have made that possible . Thank you. We continue to appreciate your comments and suggestions for content. If you know of a good story that should be told or if you have preferences for monthly content you would like to explore, please feel free to contact us! biz

february 2004

cliaflotte

February 2004 Volume 5 • Issue 2 Publisher John Paul Galles jgalles@greatercharlottebiz.com

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

Creative Director/ Asst. Editor Tara Mill er tmi ller@greatercharlottebiz.com

Account Executives Belinda Kendall bkendall@greatercharlottebiz.com Emily G . Lundell elundell @greatercharlottebiz.com

Contributing Writers Susanne Deitzel Chris Jensen Lynn Mooney Jill Purdy

Contributing Photographer Wayne Morris

Greater Charlotte Biz is published monthly by the Galles Communications Group, Inc. • 560 I 77 Center Drive , Suite 250 • Charlotte, NC 28217-0735 704.676.5850 Phone • 704.676.5853 Fax • www.greatercharlottebiz.com 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 Web site: www.greatercharlottebiz.com. ©

warranty to the accuracy or reliability of this information. Products named in these pages are trade names or trademarks of their respective companies. Views expressed herein are not necessarily those of Greo[er

Charlotte Biz

or Galles Communications Group. Inc . No part of this publication may be reproduced or transmitted in any form or by any means without written permission from the publisher. For reprints call 704~676-5850 xI 02.

greater charlotte biz

Economic Recovery: Charlotte on the Cyclical Upswing Commentary by John E. Silvia, Ph .D. , Chief Economist, Wachovi a Corporation

Exhibit 1

y last column focused on the long-term evolution of the Charlotte economy. This column focuses on the shorter-term cyclical recovery of the Charlotte economy. Note that the business cycle is reinforcing certain long-term trends in the region. Moreover, the cyclical recovery both solves and adds to public policy issues. A national economic recovery implies rising demand for consumer and producer goods, financial credit and the business and professional services that accompany increased economic activity. For each of these sectors the Charlotte region benefits from its overweight position in each area.

COMPARATIVE EMPLOYMENT

Key Sectors That Participate in the Recovery Charlotte has a greater proportion of transportation and wholesale activity relative to both North Carolina and the nation (Exhibit 1). Therefore, a stronger na tional economy would call for a greater than proportional response in these sectors. Yes, there are more trucks on the roads and that is a good thing. One of the more subtle outgrowths of an expanding transportation and wholesale sector is the increased demand for computers, software and communication equipment needed to keep this sector as efficient as possible. This "backoffice" need is reflected in another of Charlotte's overweight sectors for employment - information services. The information services sector

february 2004

PERCENT OF TOTAL EMPLOYMENT

Sector

Charlotte MSA

North Carolina

United States

Construction

6.6%

5.8%

5.2%

Transport/Utilities

4.4%

3.2%

3.6%

Wholesale Trade

5.7%

4.2%

4.4%

Information

2.9%

2.1%

2.6%

Financial Activities

7.9%

4.9%

6.0%

Professional & Business Services

13.9%

10.8%

12.4%

in Charlotte is a greater percentage of the employment picture than for both North Carolina and the nation. This at first appears surprising until you recall from my last column that many of Charlotte's key overweight sectors such as transportation, finance and professional & business services all are in formation hungry sectors. This overweight position fits quite favorab ly into the evo lution of the nationa l economy towards the more intensive use of information services. Financial activities, as one would expect, are an overweight sector in the Charlotte economy. Recent results reveal that corporate profits are up significantly in this sector relative to last year. Rising profits are good for worker and investor incomes that tend to be concentrated in Charlotte as well as for all the service businesses that serve the financial sector. Financial market success also tends to help the local

community given the history in Charlotte of community commitment by these institutions. Professio nal and business services rounds out the overweight sectors in Charlotte that appears to be benefiting disproportionately from a national recovery. This sector benefits from the pursuit of efficiency by many companies through a focus on their core competencies and delegating anci llary activities such as accounting or the company cafeteria to an outside firm. ational data documents the rapid gains in employment in professional and business services and the activity in Charlotte reflects that trend Broad-based growth in all these major service sectors signals a cyclical recovery in office rents and office construction. We have already seen a recovery in national data on office construction spending and we are likely to see a recovery here in Charloue this year as well. Construegreater charlotte biz

tion , especially residential, is another overweight sector in Charlotte that has moderated the economic downside in the last three years. Going forward it is likely that residential construction wi ll follow the growth in population but will not add an additional cyclical boost. At present, the strong positive demographic trends in Charlotte are ample enough to see that housing will add to growth this business cycle. Manufacturing: Perceptions and Reality

Contrary to popular perception , the Charlotte region is not overweight manufacturing jobs relative to No rth Carolina. On a cyclical basis the lower dollar/euro will aid exports to Europe over the next two yea rs. The key to a stronger cyclical recovery and a change in the secular trend remains the fo cus of regaining competitiveness through technological innovation and a focus on valueadded manufacturing through better service, reliability or flexibilit y U.S. consumers continue to upgrad e their

standard of living and the need for better quality apparel and textiles will always be there. For Charlotte's nondurable manufacturing industry the challenge will be to use the cyclical rebound in sales and earnings to gather capital to deploy in the long-term batt le for global market share. Public Policy Issues in an Economic Recovery

Economic recove ries help but do not address all issues of importance to the business community In recent months we have seen a recovery in withholding tax receipts (Exhibit 2) at the state level as well as state & local sales ta x receipts. However the longer run issue is to bring better balance to state spending and expected normal revenue gains so that the state is less likely to run into such a severe budget crunch again with all the stop and go implications for infrastructure spending for exa mple. In an election year this issue is of central importan ce . Th e cyclical economic recovery offers us the

Exhibit 2

WITHHOLDING TAX RECEIPTS FROM LARGE EMPLOYERS %CHANGE OVER TWO-MONTH PERIOD IN PRECEDING YEAR 8.0%

6.0%

4 .0%

2.0%

0.0%

-2 .0%

-4.0% 1/01-2/01 5/0 1-6/01 9/01-10/01 1/02 -2/02 5/02-6/02 9/02-10/02 1/03-2/03 5/03-6/03 9/03-10/03 3/01-4/01 7/01-8/01 11/01-12/01 3/02-4/02 7/02-8/02 11 /02-12/02 3/03-4/03 7/03-8/03 11/03-12/03

Note:

Two month peri ods are used to smooth out monthly volatility.

greater charlotte biz

opportunity to debate the long-term implications of fis cal policy without the panic of a budget crisis. Education again becomes a priority, especially for the growing needs of the service sector. Computer literacy does not require a four-year college degree. However there is clearly a need for such understanding at many entry-level positions in the information and financial services industries for example. What is the role of high schools/junior colleges and their relationships with business partnerships to address this need? Finally, the ongoing transportation developm ent of both the I-485 loop as well as the urban transit system require a more focused commitment towards completion. Charlotte is transforming into an urban/suburban metropolitan area faster than apparently many transportation planners had expected. There is a growing urban young cadre of professionals who seek the lifestyle consistent with urban transit while, at the same time there is the suburban family seeking ease of transportation on the highway for getting to the shopping centers and soccer fields that comprise the weekend social life. To repea t my comment from my last column that drew a lot of support, the issue is not transit or trucks - it is transportation. jz Dr. John Silvia is chief economist for Wachovia Corporation. Prior to joining Wachovia, Silvia worked on Capitol Hi/ as senior economist for the Senate Joint Economic Committee and chief economist for the Senate Banking, Housing and Urban Development Affairs Committee. He had formerly been chief economist of Kemper Funds and managing director of Scudder Kemper Investments, Inc. Silvia holds a B.A. and Ph.D. in Economics from Northeastern University and a Master's in Economics from Brown University.

fe bruar y 2004

Legislati~

and Reg latory HighligLts for Area E:::n plo?ees

Study Finds Undergratls Disapproie of Men Taking FI"LA EviJ.e-,tly, ·n corporate : ffi :es - d ·: oDege ca:n;mses, pro,sress stll ne::ds :•J b~ rnde i1 era~ing .sencer bias, X::C•Jrd .::--5 to a ITcent stucy :m a Nottl- Caolba c.Jll::3e caro"J 11S. T1e s udy con:luoled : 1at 1..r_c_ergradua e stud::nts ha.re rEgatlve \ ie\VS of men "'ho rake F!VLA ;.ave. Ihrou.sh nock persJn 1.el L view~ pr::lf~~. sor jul-e Holl day W:tyru: ::xarnired the ""~ws of 2 2 smdw.s :~.t \\:::ke Fc::zst Un-n::-sity. a e and f.emal:: stl.dent c: lih ·ated rret tak ng c:udly l::lve tc care fJr a new-Jorn or si:k chil= or parem ·ar les!: f<.v"Jrably then NOTll .n 1ak"1g lea~ _ -or s mil:u reason;_ The reslliG are causm& a sir allc"lg wo--<-life prcfEssioral;, .vl-o v.c:rry th::rt ~ tudc1Ls \\.ill carry suo:h bi:~sed Jpinions into t1e W•Jrkbrce. HJwe\er, ].:::di :;Ell, director of wo-k an:l fa::-1il ; p- :-5ram~ for tl1e ·--Iatiorul P1nne ·shi:: fc r ~~ltlrn :nd Farliues, say; ::oncerns JV _r W:=.yn::'s ~Lu•ly may be "Jrematur~. "Ihe :ample is a s~OUp of undergrurua~S ".h.O haY'f:: ne\ cr held a fL.ll-tine job 1or --~en a carq'ver, " Gr<m re11in:::s. An:: 3.ltbough ' the;c: young 1•eopk ere atou: :::> enteJ ilie 'vorkfc·rce with stercotJpi·~ pers ctiw~ ~ bou · 'Pro shou d be pro-i.ding car~ .. hey : m: n for a nde av, · ening." Federd sndy r::sul.ts sho\<. llet <<d wo-uen tal::e FvllA lea\e que: 1, nd or.ly cne in Lea emplc·yus ayE. :akmg <.d\ <rtage of FMlA anc OLler .::ave p.-lic.ie: negati.re.y affects cru·eEr a::•an :eme--u.. (Bmeftttlews) W(M"kpla.ce nvesti gations [Mosdy) Fre-;! Fra-n Fair Credit Reforting Act - he Fresiclem has signed hto ·ow "Jrcwi5ion· -emcvin~ most a!:pects o=warkpb ~~ mve:.tig1ions fr::rn ne -qui ·em ~ ~s of the Fair Credit R-:pon ng Act CFCR-~) .

The FC£<fi reqLires eiLplo-~ rs using

fet· rJ3.ry 2004

third pm-::y im e;jgators to "Jrcvtc.E tbe pe:-scn ·Abo - tcing tnvesti~al ~ tl vi h adnn:c - oricc: Jf the invesr.gocion, -ece.i 'le pe:-mi;si.o:1 u::: J ~1d.1ct the invc:9ig:ition and ~ivr.: the ~-sor an oppJrUI' L'l _o receiv~ 1 •:opy c f ar y invesuga.i.::-1 r ~ po~~Under tbe p::-mis.ons o LI-e re :rntly en.1Cttd F<~ir nJ Acc.1rate C1e:IL Trc:no.<.c.i.::ons Ac: employers no bnger ha·.re to §ive acCLSe:l ~mplo~ees advJnce notic~ cf _he h7~St gation, ::101 olo tle} ha·.re to p-ovice copies of worh.p:Jce imutig:ni:n; ep:HL c:r receive a:lvc.r.ce J=er:r.:5sicn :rom tiE 3.. je,;:t lr.stec.d , ~:-rplo:;ers now :r..ay h•estigate s·..IS"j:ecte:C :risco-,duct, ccxn :·l a.1.c:: wi:h bv:;., rep c;ricns, or er:1p_o:.~· ?Olicies 'WiL<ouL 1:h:..nce notice or p~rrris~. i·::-:t frcm em::lo}~~~ . prO\·ided Lle Lpor: is nO{ Dade fo- t~ pur ose o;· ir \ esti~at.n;; an enp 01ee3 c:-tdit worthiness Lirr_ic:d sulo. quent di~]o;rJre i; required if the t.oployer tal:es adv::rse actio1 c;gcinst a.1. employee. In :.uc:h cases, the e::~.ploye r slall :lisclose 'a ;unur aty co::uc.in 113 th n_Lu re and S..Ib.;ta:l.•:e o: ..Je COL!rr.urri.::ati.cn JP•Jr whid. th.e ad\.er;e actio• i; bas::d , except that the: 3our:es : f the infcr::-1aticn ... neE:d not ·Je <i~dc se::L This ne.,_· Ia\.. :lx:s not change tl1:: KP-A requirerrc:m ~ ha an tmployer n(){i.f} a::>::_icnts and erpl J~ees when a Ll r.J pny will b~ mvesli3ating their blCJ..§TOoLd arrl ce:li_ fc- e.Tployment -:>u·p :·~= (V\.'cls1i~Jn Em1 1oyers Assoc'at cnl AnswErs t o T:.n Most FAQs Below cr:: ar ;~rs .o the ten n~L f-equently a;kt:d c uestions on Tl- e Enuloyers ksoc atbn }-_R A:lvice H:J-1 ne: l. Thee: is nJ f::derallaw th<a reqLire:: pi\.at.e-sect r employers to pro,id~ eoploye:' ~ c.ccess to the:.r persor nel file:: . .)orne ;·.ates have ktw; -pe-niui:r:g a:ce5:., b.1 . -orth and 5Ju.h .::::a-olm:.. do n: t. Ho-....r::ver, emplcye:: - roL.St !::e. I.=W-1' Jec <.t."::Y-S' tJ their rredic:tl fj' e if TecJestecl

2. T -e Prcgnar.•: ; Ci:;abiUty h.me:ndme.nt

P _t •Jf 19 79 d _•e!: :10t te q..Ill'e an e::mpl.cyer LO 3.:21: a pc: id ]o>;:l'JC of a=sen :e lJ J f-C'§.Tant f:: n ~ lc. lt d•XS r: ~uite tl-a . an :rployer Le:lt her i:- "les~ ·'tl- e sane •.Jay" as L voLld ocJ.er ilhe::se!: Jr ir:ju-i: s 3. f1::lo:mlent-•-....,Jl is still a wide: y rc :o5n.zcl C•T.O::J=L in oupk·ymert la-.r. V/ithnut a contract d ~ nnl o y r ~ru.. emp'o,r-:rs I:- ave the ~igl-.t to t.:-rinate an cnpbyee fe r any reason , c br no na~cn, ~ssurr:irg L1al L.lE-te i~no liscrirti-a:_cn orpr•lic pclic:; e:;:;:ep.ion. Like\:.;i:e, emJ=Icy ~ cs hc:v:: L-..:: ~ight _o P-3g• at a'Y L-ne fer any ClSOil or for r.o :=.ason Erupkyer5 uld he. v~ :1 wEI -wor:led CJ'trl w d.ely c:::rrUTunX:ated p:: icy, sh-J1. lcl ~liminate r: -ere1ccs to pe~Tanenl empl·J)'C:e!:, " ot cau::e" termm.atiar.s m.:::l all o::1er rc -ere1.ces th3. _ca. be co1stru::d to i- p y an em±:r.uJent agrc~nl. E.:1ployets He s_:..ongl~ aj.i:e:l net L· u;e ~rrpl-::ymcrt-at-wiH as 1 so:e r: ""lS·Jn fo · te-mir nion. 4. f..l lm?lc·y~I5 h.l'.::: the right LJ expect r:sulc:r anm.:lar.ce and satis£a-:tor; ~ ::-r:Jrmnce trOL_ all em.J ..J?ees ard Glll1 ~ n :-or::t conE.aive ad cUs::it=lhHry r ..::a3ures if they :=J ch::o.;t :J recd : n c - the wcrk ·o-:e rnd est<.b is!- men· of r L•:i2sandcle;are -urctiorsof r1na~ementl -la :lo rot b\-e to be r _got &ted \-;i(1 t.oplg.e e ~ ab;en Utrd-;::ar·y -~::rescmatbn. In add·tion, ITlJ:loyer:; na; =i::tate speo:i:-io: da·es c:rd Lines th:~ elllJlO) ee~ m .1st usc j: : id ''3Cat.i J ll 01 pid · jrr e o{f 3. Empl•1yers cb n:::L hav:: tJ ~c:ep L sol cited -~ .illn :: s. They sbc·uld have c N1 ill<:n pc hey rat ur.S•): -c t~d c;urr es ar _ L:Jt -~ rained ~ nd the']

51:-oull be di;-: Cl5d of ccnsisL~ ntl~·- If ~ = ]::1 , t1ey "T1115L J ~ reuire:d fer th:: 9..."T1 ~ lengt1 :Jf t::inle ao if s.1l c ted 1.Jou3h c.d\ et is rg (at ltast one }-~r).

gr~c.t:::r :ha~

otte biz

f . A ccmpary's liability ·ar l.JJ:3ssoem in the workr::lace is not lim· ed to _us.

J!lurassn:..Ent by emr;lo~es "lll: sal ' harassmer t includes disa.:)llity, GJCial religious, -;c:xual, or any

mentati-::n of actLal expenses tc me~ t

lurass-

i.::s acco1mting requi:eme"l.ts.

10. Even

th~·ugh

someone is considered a

~alaried ~ mployee,

they nay net be

CP-

aut.omaticar y opproved.

• A< H5"\ trustee or custodian chat cot'S rDt sponsor tl1e high- ::led .oible 1-.ealth plan ma~. b..tt is not n.qi::d LJ , reqJest pro : f

of certificat on t 1at

ment relalierl to a "prctec:ed'' durc.ctcri:;-

(Xempt hom <we-rime provisions of

scmeo1e is elig blE to

the Fair Labor Su.ndards Act (FLSA)

the

tic and is employe~

oth ~ r

IRS wiL not rcqu,re additional docL-

~xu

rvasi\·e

to prevert an

r-om pufonnillg his c·- be-

Employers can dere-mine whet 1er an employ~

is e<empt or :J•)nexempt

job. Additi•Jnally, an Emr::loyer i= responsibl ~ for t-1 ~ acts of vi:;itc:rs , ~n::.ors .

by foll : w-ing the test outlined n the

applicanJ:5, custooers, arC. ~trpl•her:;

FLSA. l[ you hav:: s:llarieJ , nonex-

in t 1e W·T l:place. The comh..tatior. of l-eal hcue xnc.-its

empt errployees, you JT.ay n:Jt dod pay and you l"lus: p1y

t:l.~

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crnJ=Ioyr::es md

• 0!:1- er'-fise eligble individual= "'ithou1 E<:nin?;S may cont: ibute to al. :i::Ainc ud ng the sdf-~mployed 1n:.

ummr toyed. :"-Jot:<:e 2004-2 i3 available on..be 1t http:t!WYN.benef.tsl nk.com!IF_.),n.o:tic;_oo

4-2 ]::df. (Employte Benefits Alw)

thwugh a. conversion po icy un.iet COBRA D"Jlies only

contribu _~

H~A

IRS Issues Firsc Guidance on Health Savings Accounts T1e Interm.l Revenu~ S ~ rvi:e (IRS) has

2003/2104 National Wage & Sala ry Survey Now Available

were not "Jlrticipants in Jerefit pia~

rEcntly iss-.:ed gLidcnc:: on l.ea tb savings

Th 20C3/2004 . Jatkmal Wage &: S?.by

ha~

acccunts (lliAs) , whicJ:- are design::d to

Sm•c:y i3 now anilable. Using emj:lo:::--ecla:.a JrO\Iided from The Emj:lcyc:-s

depende:ris that lost gro•p : ovc.rage d e to a qua·i-ying event. Erq::lc•yee5 \vh : no COBRA cor_t _nmticor r ;hts.

8. There is rc federal lrN t=1at req _dE3 employer~ to pre vide a beak o- rrtc.·

per od. If breaks are pro..,.ide j , ·he Fai~ Lab::~-

Standards Act pr.::•;iccs

guidelin ~~-

for payment.

r_ [-\o)rl.J.

hdp indivi::l.uals 5avE far quclified :ned1cal and Tetiree iealth eDenses con a tal(-free

Assxiat on memJer> along \:vi :1 cnplo:;-

basis.

ee d;Jta l:rom 30 C•ther emplo>'e:rs l::Socia-

IRS

otice 2004-2 pro·•ides basic

ir fa-marion about what HS4s are, who

Carolir.a ~nd Sou:h Carc:lin.l , b-eak per ads J - 20 minutes 01 less sloL·.:l

and the basic rules for contr but ions

be "Jaid. t~al period~ need not be

and withdnwals. While mary oi the

can have

H~As,

how t:J establish tl-.em

guida~e

ticrs tlnoughout the U.S., the 20 J>.' 2CC 4

c.tional \'.rage &: Salary 5L -V?.y

po-vide~

employers with comr:ar;: tl\·e

wc.ge ard salary data between ~ecg-::trhic reg:ons n the cc<tinental Un' tec 5:ato>s TJ:-i3 survey cons sts of over 9C• j ± tit es

cot.--:-tte::l c.s time w01led. pr::··;iccd

rule> follow previous

the emplc·yee is complet~ly rcli-:;ec

medical sa·::ngs acccunts (A-cher tASAs),

frc•rr_ all levels in an organizati :·r. -.J

of his/her duties for at least 30

they also a:.:lress ne-ov i:;sues specific tc

assist employers .n

minutes

ESJI.s:

appopr ate pay diff~re11tials f::-r ,1'3Jions

•)_ The IRS-cj:proved milea,e aro\."Jnce for wo~k-nla :ed tra·;cl fc•r ~CO "- is

37.5 cenG per mile. -:-hcre ~ nc• requirem.-m that emplo}er~ rei-:J.bt.:Jse em:Jloyets for wc-rk-1ela ed nil=:ag ~ . Ho .vever, the IRS does a.bw enp:c·yers to decuct, w.thct.:t d::ta:lcd clocumen_c.tion, up to 3':-.s co:: TLS pc mile fer ::1£ reimbur~rn.::nt :•f em?loyees wio ·Jse nei- own c.rs for ::om'J1ny bus:nes3. Ernj:loy.--s may pay llore or les~ thm J js am::~unt ("'-hi-:h iS incorre t•) t~ employee -o .he exte<t L er.:ceC.::s t oc 37 5 ccnl5l, but if tho:: appr•wed ra te (or a low~- rate) is used to rEii11-JUI~e employees auto:nobile exp :: nsE:" the ;: ~ eater

cl.arlotte biz

for Archer

• Employer connibt.:tioos to employee H5As are

-:-~ot

subject

FI:::A ta>.es.

• An HSA i:: allowed for employees ccvered b,r an emplo~er self-insued rn.::dical : t.imbuseme:nt plm 'Vit':l a

loca: fo-

Olli

Iutu ~e

determini~

_1L

as well as -or targetirg s_s busine>s \·entures.

more inf.Jrmation Jr to order th . ~ su'-lo.')', pease comact The Emplc)nS Assxiatvn. biz

qLalifying high-dductible. • Like MSA>, trustees cr custodians arc not requi:ed to de .ermin~ if \Pitl:-.dra'Vals are used fJr mEdica:

~xpenses.

• Special rules are p ~o\ided for de:ern:ining the C.eductible for bigJ:-.-dEductible fa 11ily co·.-erage. • In additioo

ban.-<s Jnd insmance

ccmpanie3, persors nay te a?pwved as HSA CLstodians under 1he IRA non-bank trust::e rules; existing IRA 01

Archer MSA trustees c-r custodians

Th ~ f.m(:!oyers Aso:ociction is a noip'OJ~t O-ai.JttE organization providing cc.T pehe--lsive hu-n01 resources 01d :rainmg ser\J: e:. =oLnded in I 958, !he Assowticn maintai~ a J-:>acibcEa::l m=mbershlp of over 700 CCJT t·crie:; from all ildust'ies in the greater Charfo--:e ' €:5101. -:he above excerp_s were tak~ f: m fhe M.Jlcgenent Rep:rt, 1he Assooatvr'; .no.1tnfy ne....-s~etter. For mo.= ir{ormatlon r:te.:JS ~ cell Lcr.fc H~mpton at 7C4-522-8C I ' o· \·is1t the \lv2 J sitE at www.emtJoyersassc-c.:o"JJ.

februa ~ ::-

.:_)04

David Barnhard: (First Charlatte Propertiesl, 2004 President; Anne Marif H111ard, CEO and General Co1nsel; Charlotte Regu1nalllealtors Assâ&#x20AC;˘~ation

ReaLJrE s a 3eT\r_ce TJ.a-k used for a real estatE Jgt: n <.ftiic;tm o.vith the National As!:ociaticn Jf R~J:ors® . F.eaiLOrs(l} a:c qui::k tu p·-· ~nt out that t:1ey sui::f.:crb~ to" s:-ict o:o:ie of ethics t:1at is enfo r.:ed ty ?an I cf their peef3. The code eou :e~ :::;;~ : th J=".lblic is beirg c

s.::rved b) a -eput:ab .e ag;:r.t. and it p rovides bo h ~t:a l tc:r.::<" :me th.:: public wit:t a way to fil::: cc- ~lcbts _ -:-1-:.::: botton line is that ~aLe-s® xe.ide: ~ lti_sh level of J=rotectiLn -o~ :he jLblic :.u-_ng transac-

class o:fert::gs tl:-c oug;::OL: th= year. ln fact, durin~ 2003 t}_ee_ '~en! 3tudents in viin3le c::tssrcx:rr_s :?.9.:: o-;t of 365 days. La~t )'ear, :::lC·re tkn 7.670 sLUd .::ns attended sa_::s, b:oke:, c.~r:risa l :Jr d cor.tinaing edu: aticn :l;sse:;., Re:ent ~y the tlingl:: Sch:::ol of Rea

whereas, we offer an initial opportunity for recourse. Working with a Realtor 00 offers the public more protection ."

Estate sta-:td oE~=--ll5 c:a 33~ at c.n off-site locaion, ::::o~ F::rd Count~' Ch... b in Sw-tley •~ Lal:~ Jormilr. Ano ther p ::pularlr_err_b::r benefit i3 The Realt:Jr ~ro:e, -whi:h op~rate5 as a retail s or_ x a:::C. ct css: cia _ on headquarters r n: als: cnl_n:: at \\.':VW.realw--

Real Benefits for Members

t ons th c.t irt-'O .V£ J-e bi~~g_ invest-nent cf the buyer •Jr sdk r'.3 Ire_ "Lik: la ".\.ycr~ <. nd dJ::tcrs, ReaLors!ll

The mission of CRRA is to provide members with resources and services to conduct an ethical, professional, successful

!-ave a c: de of eL"'lics_" ~ 1-;s Anne Marie

Slep pro-ess. Fir~t ''R 1-_:se a grievance committee cf Re<..l :.:: fll :ncrJ:ers who

and profitable business. And they must be doing something right , because the organization's membership has doubled in the past four yea rs, and tripled in the past six. Today, CRRA has more than 5,100 members and more than 6,000 subscribers to the Carolina Multiple

cperate 15 J grard J -:y, nd then we !-ave a pw[ES:;ioral ~n<Carco hearing committee . "An? mc:mbe:r ::£ th£ ::•1.::::1ic can fil e

Listing Service, lnc. One of many member benefits is the Charlotte-based Mingle School of Real Estate, the official school of the CRRA.

Howard CEO arc. ~ ne-al counsel 00r CRRA. "Eve-y loc:c. asso::_at:c•n is bound tJ enforc the NaL:-nal ,'Gscciation of F:ealLOrs" Code d -:= tiiQ. -v.:e_ have a tWJ-

Sta-:ted by \-'<~ne WliLE!~. :.Je s·:ho:Jl wzs bought cy ~RRA in :-.: e::trl ,. 19903. Many mem-Jers take .d "81:age of the

a complaint, and any Realtor® can file a complaint against another Realtor®_ This is what Realtors® have to offer the public. If the buyer or seller is using a real estate agent (not a Realtor®) and has a complaint, the only recourse is with the state real estate commission;

sto-e.C•Jm. :vle:nbe:s -ece:ve 3 discourt on the rro -:.: th:.m 4CO ile:ns o ffered. Real Pot iti cs

Like any g: od tnde c.ss: c-a- on, C~RA monitc rs developmenls n i-dustryrelated poli:ics ;:?::<. <S c·-_:t on · ehalf of m e mccr~. about is::=Le:: of importance to Realtors~' .

n:::

"Culture is your #1 Priority." - Herb Kelleher, Chairman, SW Airl ines

Custom designed leadership programs for executives, professionals and entrepreneurs

7D4331.90S Whiter ec. :I AS!: oci ates.corr

• 14

february

~0(14

£";~~~;,;~,~.~2~<;~~,~~ !1(~ g-=ater ·: ha r lo tte b z

The Realtor'' Political Action Committee, a nonpartisan political action committee, actively supports candidates whose views are consistent with those of the real ~state industry

The Winds of Change Bring Opportunity!

The Rea l Estate and Building Industry Coalition (REB LC) is the government affairs arm of the areas Realtors® and

Mergers .. . acquisitions ... consolidations ... displacements ... Compass Career Management Solutions can help your company

homebuilders. As such, REBlC staff are

navigate the rough waters. During transition, Compass can be

actively im·olved in a wide range of public

your most important instrument. Bring us on board and realize the power of knowledge, experience and sheer diligence.

issues, from commercial \'ehicle parking ordinances to advising school systems

Over 50 years of change management experience.

about the location of future schools, and from urban street design guidelines to general development policies. In surrounding counties, including upstate South Carolina , REBlC is active ly involved in additional issues, such as: well and septic policies, sign ordinances, bypass issues with em'ironmental implications ,

PASS

amended real estate laws, and tax issues. As it happens, Howard worked for REBLC - which is located on the noor

anagement Solutions

above CRRAS headquarters- from 1995 to 2000. She joined CRRA in August 2000 as legal counsel, and within a few months added the CEO title and

800.215.6410 • 704.849.2500 • www.compasscareer.com Serving companies across the U.S. • An Oi Partner - North Carolina/Virginia

responsibilities . Training Real Leaders

CRRA started a Leadership Development Program about five years ago that lloward says is beginning to bear fruit as program graduates start to populate the various CRRA con:mittees that can feed into the

( Business Success Institute '- Charlotte

director positions over time. The idea to formalize a program to identify and train

Programs for the 2004 season begin on February 24th!

future industry and association leaders came out of a strategic planning program. Last year the eight-session program graduated ll Realtors® represeming lO

Get practical, useful business information from speakers and panelists, share ideas with other business owners, brainstorm issues with a group that understands what you deal with everyday.

real estate firms. Every year when the associatior: honors its "Rookie of the Year, " the rookie is awarded a scholarship to the Leade rship Development Program, which has been donated by the William H. Barnha-dt Family Trust. A small firm

Visit www.business-success-institute.com or call (704) 708-6700 Charlotte Sponsors:

-:;. DANIEL. RATUff & COMPANYFWISttART NORRI

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scholarship also is offered. This Year's President -

-,.

cJfarlotte iz

Jennie D. Derby, CLU, ChFC, CSA in association with

~ Northwestern Mutual FINANCIAL NETWORK

A Real Pro

As with m::>st trade organizations, the CRRA elects new officers and additional board meobers every year. This year's president, David Barnhardt, was )-

greater charlotte biz

ALTMAN 1n 1t1at 1ve group,1nc

february 2004 IS

The more steps you take to recognize your employees, the hig er ey'll climb

originally licensed in 1987 earning the prestigious "Rookie of the Year" award by CRRA, and joined the board of directors in 1997. Barnhardt, broker-in-charge and sales manager for First Charlotte Properties, is the third generation of his family to mc.ke his living in real estate in Charlotte. His grandfather was the William of the William H. Barnhardt Family Trust , and his mother is Catherine Browning, whc· also works at First Charlotte Properties. His mother served CRRA as president in 1992 c.nd was named Realtor® of the Year, the association's highest honor, in 1996. Even Barnhardt's wife, Sharon , is in the business as a Realtor® with Helen Adams Realty. Real Impact of the Internet

For emplo~ recognition that's o·lf!J" the top, ca l CA Short.

C._A.SHORT COI\.1 PAN').

800-535-5690 www.cashort.com 16

fetruary 2004

According to Barnhardt, the National Association of Realtors® indicates that close to 70 percent of people buying a house today search for a home on the Internet before calling a real estate ager.t. Once the real estate professional is involved, the listing information can be interpreted, and the buyer can benefit from the Realtor®'s education and experience. Howard agrees. "There definitely has been a significant increase in use of the Internet t:> find a home," she says. "But then the buyer turns to a Realtor® to "Complete the transaction. Buying or selling a home is still a very complex, >::motiona~ process. " Barnhardt is quick to add that the purchase of a home often is the biggest investment a person will ever make. Th ~ buyer (or seller) needs a professional to promote and protect his or her interests. "It is the duty of the agent to discovzr and disclose material facts to the buyer 0r seller, and that is not the duty of the Internet," he says. "Then the Realtor® "Often makes recommendations with regard to the inspection, repairs, apprais::tl, mortgc.ge loan, closing attorney - all .::>f the details that help the transaction :o go smoothly. And every single transac:ion is diferent. " Another important duty of the real ::state firm is to account for the earnest

money (deposit). A Realtor is highly regulated by law with regard to how the money is handled. The Internet has also had a major effect on one of the Realtor®'s most-oftenused tools: the Multipl e Listing Service (MLS). Last August, CRRA transitioncd from a DOS-based MLS system to an Internet-based MLS system. CRRA pushed 5,000 MLS subscribers through the two and a half hour training session in two months. How did the y get the agents to come in for training7 Simple- "We wouldn't give them a password to access the system until they completed the training," says Howard. Barnhardt observed that CRRA's database conversion was probably our smoothest ever and one of the best in the country. "It's because the selection committee and staff all did their homework," he says. And there is at least one more Internet issue on the horizon: the security of the MLS system.

Charlotte Regional -i9,~ Realtor® Association, Inc. (CRRA) (Non-Profit) Wholly owned for-profrt subsidiary of CRRA: Carolina Multiple Listing Service, Inc. (CMLS) Official school of the CRRA: Mingle School of Real Estate

120 I Greenwood Cliff, Ste. 200 Charlotte, NC 28204 Phone: 704-372-091I Principals: Anne Marie Howard, CEO and General Counsel; David Barnhardt, 2004 Presid ent Number of Employees: 30 In Existence: 81 years Members of CRRA: 5, I 00 As a trade organization, CRRA's JUnsdiction is Mecklenburg and Iredell counties. Subscribers to CMLS: 6,000 CMLS serves these counties: Cabarrus/Stanly (Central Carolinas), Gaston, Lincoln, Iredell, Mecklenburg and Union, mak1ng it the largest MLS in the Carolinas and one of the 50 largest nationwide. www.carolinahom e.com www.mingleschool.com www.realtorstore.com

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Realto:-s® spend a great deal of time colle ting, compiling and reponing data that goes i:-tto the MLS. The information must be accurate, and it must be secure. Realtors® are legally responsible for the accuracy of this information. "If it isn 't accurate ," Barnhardt says, "then it is worthless. We'll be looking closely at licensing our data , which will help us stop unauthorized people from using it. If the data is licensed, it gives us legal standing to pursue these people, ·.vho are operating throughout the counry As par: of this , we'll consider putting security measures in place that won't affect the integrity of the information ":Jut helps JS track unauthorized use. " Me? Buy a house? Get real!

Concerned about the lack of affordable housing o;Jtions in the Charlotte region, :::RRA ere' ted the Housing Opportunity Foundation , with a mission to provide support and funding on a charitable or ;:ducational basis for housing opportunities for all Here are the Foundation's top two goals:

Service

Licensed to erve. "It's all about serving the community," he says. "As Realtors® we draw so much from the community, and we need to give back. If every CRRA member volunteered just one hour each week, that would add up to about 5,000 hours of community service each week. That's 260 ,000 hours , or 10,833 days a year. Can you imagine the impact we can make?" He encourages all CRRA members to get involved in whatever they are passionate about - church, school, Habitat for Humanity, neighborhood groups , arts or cultural organizations, anything that will benefit their communities. Barnhardt already believes that the Charlotte region is the best place in the world to live and work, but he believes that together, members of Charlotte Regional Realtors® Association can make it even better. biz

As incoming president, Barnhardt had the opportunity to develop a theme for the association for 2004. His choice:

Chris jensen is a Charlotte-based freelance writer.

l. Give away at least one house every

year, starting this year 2. Have at least $1 million in an endowed fund by 2013 CRRA has joined forces with the Charlotte-Mecklenburg Housing Partnership to offer an educational opportunity to people who have never bought a home , or think that they can't buy a home. In june of this year, the Foundation will give away a brand-new home . To be eligible to win, entrants have to complete an educational series about home buying. "It's not just giving away a house ," says Barnhardt. "It's educating buyers who are in a lottery to win the house. Only one person can win, but lots of buyers can become educated and ready to buy And that's a tremendous value for the whole community" Real Impact of Community

How do we know that 68o/o of workers believe personalizing their workspace improves their attitude? We asked. PJ.. ()ffioo Environments, we know an oflioo environrrent is about people and how they live and wor1<. Thafs why we listen to your employees to find out what wor1<s best for them and Vvilat ~would take to make them more productive. And as an Authorized Steelcase Dealer, we have aa:ess to a vast amount of industry knowledge based on extensNe research and astute observatbn. From design and financing to instanation and maintenance, we're there for you, with expertise buit on experenoo.

704.714.7200 www.office-environments.com

§ Office Environments Inc. 11415 Granite Street Charlotte, NC 28273

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OfficeEnvironments AUTHORIZED STEELCASE DEALER

february 2004 17

I =.

by lynn mooney

The Penny Gn:)up revea s the t th bet 'Lfeen co mpanies and clients

gr~::ter

:lar lctte biz

february 2C04

"Almost everything today in business is based on a relationship ," says Penny. "Everything is so competitive, so highend, that the relationship plays a key pan. If you're selling based on that relationship, you've got to know what your customer

"We enable the organization to hear the client's voice in a clear, unedited, yet actionable format." - Dr. Robert Penny

is thinking of you."

How to measure a relationship According to Penny, measuring the quality of a relationship is extremely difficult and rarely clone. Instead , organizations rely on a simple assessment: Do we still have the account and is the customer still buying our product? Using those criteria, a company will have no idea a client is moving his or her business to another company until the deed is done. He adds, "By then it's too late to ask what was going wrong. Without an investment in the relationship,

expertise in dealing with complex and sophisticated issues. By ranking these and other traits- generally about 20 in all a salesperson is given the first true insight into their relationship with their client, says Penny.

A safe environment for honest feedback Who receives the resu lts of the survey? Primarily the salesperson. "We first teach the salesperson how to request the feedback ," says Penny. "When a salesperson

a client will leave with no explanation." In order to uncover the impressions of a customer that most inl1uence whether he or she will continue to buy from a company, The Penny Group developed a questionnaire for the customer -a compact tool, which Penny says takes 10 minutes to complete and provides a wealth of information for a company's sales staff. The survey is called a Client Relationship Review and it's placed in

says, 'Will you help me enhance our work together? ,' it immediately taps into the relationship. The client's responses, whether completed online or on paper, come back through The Penny Group

the hands of the salesperson to present to the client. The survey, customized to each organization, typically includes characteristics like proactivity, meeting commitments, consistency and accuracy of work, and

who will take action, is the first to sees the client's perceptions. " "The most important step comes next, when the salesperson ini tiates a diem meeting to share a plan of action," adds

We are the independent third party that validates the process. The data then goes immediately to the salesperson- it doesn't go through the manager or the head of the company. This means that the person responsible for the relationship, the one

Penny. "Our objective is to make client feedback actionable. Because the results are safe to both parties, we ensure the salesperson will get honest feedback , even from the most critical customer. After all, that customer is the one you most need honest feedback from. Only then can you retain and expand the account." Clients are not the only ones to take the survey. Before viewing the client's responses, the salesperson must answer the same survey, describing his own perceptions of the relationship. The salesperson is then presented with the results in a comparison format, which allows them to view their perceptions of the relationship and the perceptions of their client, sideby-side. The online system focuses special attention on those areas the client has identified as most important. Whether the item is one the client identifies as a strength or one that needs attention, "that comparison creates the real energy for change," says Penny. "It brings both client and salesperson to the point where they can discuss the real issues. Often a salesperson will believe that he or she is adding value for a customer. But there it is in black and white: the client disagrees. " Penny adds that the survey takes the emotion out of the process and turns it into facts. "And the fact is that people can't change if they don't know what to change. This is their measurement tool," says Penny. "The answers define each cus-

SOUTHERN TREE & LANDSCAPE CO.

A TRUGREEN landCare Company

704-375-7555 www.soufhemtree.com 20

february 2004

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tomer's current level of commitment and identify how to move them to a loyal level of commitment." Once the salesperson receives the comparison data, the salesperson sets up time with the client to go over the results and learns what needs to be done to improve the relationship.

A question of loyalty Robert Penny studied psychology and statistics, graduating from Davidson College, and receiving his doctoral degree from The University of Chicago in the late '80s. He then worked for a P1inceton, New Jerseybased firm as its southeast manager examining the relationship between managers and employees and how to create employee loyalty "If a relationship between a manager and employee is good, in most instances, the employee will stay with a company regardless of pay and benefits," says Penny "If it's not good, you can throw all the money you want at them, but they're not going to stick around. " In the early 1990s, Penny formed The Penny Group, to examine the relationship between companies and clients. "My colleagues thought I was crazy," says Penny "But I thought this relationship was where the real payoff was in business. If a client decides to leave, there isn't any need on his or her part to be honest and say why he or she is leaving. I wanted to know if there were a way to make the customer be honest, even when he or she doesn't have to be. If I'm the salesperson, this is pure gold."

pleased with the bank's performance than she sometimes believed, but they also uncovered areas that needed to be explored and resolved. "The bank has been able to learn more about the things that our customers value from us," says Sanders. "lt has enabled our relationship managers to learn more about how their customers see our relationship and to better meet the customers' needs. " Sanders adds that AmSouth has seen an usually high rate of return of surveys from customers; that tells her that customers appreciate AmSouth's efforts to improve its relationships. Sanders also says that the process has been equally successful at identifying new business opportunities. According to The Penny Group, more than 80 percent of customers are willing to spend the short amount of time it takes to respond to the survey, whereas a typical customer satisfaction survey response rate is usually less than five percent. Not every company is going to be an ideal candidate for Penny's approach. He says he looks for a company's commitment to the relationship process. "The ones who really succeed are the ones who say, 'We're only as good as our last deal,"' says Penny. "You have to decide this process is about people, not just interest rates or rate of return on investment. If the people in the relationship (salesperson and client) are all right, the rest will take care of itself. " Penny has identified five client scenar-

The Penny Only as good as the last deal Penny says that a company's first reaction to The Power To Know process can be one of skepticism. This was the case with AmSouth, a Southeast-based bank that has been using Penny's product for lO years. "We weren't sure how different the results would be when compared with a typical customer survey," says Allison Sanders, AmSouth's senior vice president and manager, Commercial Sales Support, and one of Penny's clients. "We found this process easy to give to the customer, and easy for the customer to respond to in a nonthreatening way " Sanders says that they often found that their commercial customers were more

greater charlotte biz

:.~

Group, Inc.

TIH· Pcmt) Gr-ou p Co11tom••

E•po~•ion

Gftdl•t•fttion

1328 Harding Place Charlotte, NC 28204 Phone: 704-372-1400 Principal: Robert E. Penny Ill , President Number of Employees: 4 In Business: I 0 years Business: The Penny Group provides customer retention and acquisition consultancy services nationwide using its patented The Power to Know® business tool; clients are in financi al, legal and product sales services.

ios that his product is particularly adept at addressing: l. An unacceptable level or sudden increase in client turnover. Clients thought safe and loyal decide to try a competitor. They decide it's easier to move their business than repair an existing relationship. 2. Even star salespeople need development. Top sales people with significant market share become complacent; they believe their success is already adding value and that there is nothing more they can do to improve. 3. Organizational change. With mergers and constant staff changes, a client decides that it may be a good time to try a new company rather than educate yet another new salesperson about his needs. 4. lnactionable survey data. Organizations collect and report client satisfaction data that is inactionable; managers and sales staff do not have the right information to make significant changes in the company/client relationship. 5. Refining which investments will pay off. In an effort to win market share and customer loyalty, companies add benefits that have little or no value for the client; this is wasted effort. "If a company really cares about improving its salespeople, and it's a relationship business, at some point it has got to help its staff understand how they are perceived by their customers," says Penny "Otherwise, you might as well just stick them in a classroom, tell them what to do, and hope for the best. " Penny says his product has helped clients increase revenue by 40 percent, and in some cases, by as much as 400 percent; decreased client defection by 35 percent; improved prospect-to-client ratio by 60 percent and decreased time required per account. 'There is a clear need for what we do. Beyond our current clients, two industries that are beginning to use us are insurance and the legal profession," says Penny The list of The Penny Group clients includes: Bank of America Corporation, Wachovia Corporation, SunTrust Bank, Inc. , AmSouth Bank, and FedEx. biz

www.thepennygroup.com Lynn Mooney is a Charlotte-based freelance writer.

february 2004 21

Carle Brown Store Mar 3ger No rd~trom So ut'1Park

merchants, we were F.r.eeling in front of custc:rf1£rs, and I believe this rl";;<reser.-.s the very essence of o-.,;. r ccmpany's values and the Vr?r)! ::•r.·l" of our culture. " "A; !hc-.c

ra!~ed

greate- :::harlottoe: biz

~nc :- .Jordsrrom, Nordstrom Cl-airr::"_an of the Board

The battle to bring Nordstrom to

T:-e locest addition to the SouthPark lv<~.ll ~s

the much-hailed

ordstrom ,

SouthPark was hard-won. In 2000, Ra l e i g:~ ':.

a high-end fashion specialty retailer,

Charlotte lost the contract to

\.1.-bich will open its doors Ma rch 12 ,

Research Triangle, but persevered, and is now slated to be the company's o:1ly

2•X:4 . in SouthPark MalL Shopping sr&Lvarts have reacted to this newest acthtion with glee; Nordstrom is one o·· lle more exclusive retailers to open O'"'l: ·hi3 scale in some time. However, rruclunts in the area are wary of heighten.=j competition. For, even beyond

sales for the month of December. Says Brown , "We are really looking

banking on increased traffic and risin.s revenues. But, for her part, Brown is

forward to opening our store in South Park , and are excited about the retailers

unshakeable, "The Charlotte market meets a lot of the criteria that Nordstrcn: considers when planning a new locatimL South Park has a wonde rful family atmosphere that lends itself to strong

reoovmed for its unparalleled, even o -~ s9ve , customer service.

growth potential, plus the area has a growing economy tha t is well-suppon:d

Grr!a 3rown , a soft-spoken yet energetic rrmager from Buford, Georgia has been hJ.:xlpcked to lead Nordstrom 's foray inc the Charlotte market. An 18-year ve·na:-t of Nordstrom , Brown's experieo : o:: , confidence and character make her

\Ncl -equipped to meet the task at hand

Nordstrom's success, most recently a 9.1 percent increase in comparable store

opening in 2004. Area businesses are

it; cardully selected and impeccably p -~se::-ted merchandise , Nordstrom is

The Maelstrom Surrounding l'.ordstrom

with recent tax cuts and rising economic indicators, promise to sustain

by a healthy shopping environment Simply walking through South Park, you are surrounded by shopping, entertainment and restaurant choices , in a thriving community. " Additionally, say analysts, the SoUl Park area has emerged relatively unhLn by the recession of 2001. The powerb income base fue led by Wachovia, Bank

tc meEt the incredibly high expectations

of America and other industry titans i.3 still holding median incomes above the

of xr customers and the community.

$50,000 mark. These factors, coup lo::c

that we will be sharing a wing with. " Announced arrivals include Kate Spade , Sigrid Olsen, Louis Vuitton, Burberry, and Tommy Bahama among others. "We can all benefit from one another's traffic, but most importantly, we feel competition is good for everyone , especially the customer. We know we wi ll have to work very hard to earn their business ''

The Nordstrom Effect When Nordstrom starts talking customer satisfaction, the competition becomes decidedly uneasy. Unofficially known in retail as "The Nordstrom Effect," once Nordstrom opens in a market, competitors either expand, improve, or close the ir doors. The reason for this is

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"Celebrating 20 years!" 24

=ebruary 2004

greater charlotte biz

because stories of

ordstrom employees

reaching above and beyo nd the perimeters of "good customer service" pile up higher, an:! faster, than credit card receipts at Christmas. In fact , at least one book has been penned al::out Nordstrom 's exemplary service cu lture. Robert Spector's The Nordstrom Way recounts instance after instance o: the fascinating lengths employees are permitted to go on behalf of the customer. According to one story, a client visited ordstrom unable to find a blue dress shirt with white cuffs and

know that we aren't experts when it comes to service. It's something we have to work at each day and we always have oppo rtunities." Brown echoes this sentiment; "We are only taking our cues from the real experts, our customers. That's our number one goal. " Despite this modesty, the history of Nordstro m and its founders provide ample reason for its success. In 190 l, John W ordstrom used his stake from the Alaska gold rush to start a small shoe store in Seattle, Washington. Nordstrom

coined "exceptional service , selection , quality and value" as his motto. Y~t , by providing an unusually authentic :md exhaustive adherence to this formJla, Nordstrom and his partner Carl Wallin succeeded where many have failed. According to company history, a ptron who was unable to find a particular style shoe in her size left ordstrom's shop empty-handed . From that momen:: the frustrated entrepreneur decided he would never let a customer walk again. ince that occasion , the store ·n >-

collar for a business trip the following day Later that afternoon, that customer was happy to receive a phone call from a No rdstrom employee saying the shi rt was waiting for him at the sales counter. When the client came to pick up the shirt, he asked how ordstrom was able to do what he couldn't. The employee good-naturedly replied, "Well, what I will tell yo:.~ is, if you know anybody who needs a white shirt with blue cuffs and a blue collar, send them on over. " The employee had chosen one white and one blue business shirt, took them to alterations and had the shirt made that afternoon - at no extra charge to the customer. Stories like these abound, yet you will not find Nordstrom boasting about its customer service. For example one representative is quoted as saying, "We

Nordstrom, Inc. SouthPark Mall 4400 Sharon Road Charlotte, NC 2821 I Phone: 704-367-0415 Store Manager: Carla Brown Opening Date: March 12, 2004 NYSE:JWN Stores: 148 stores in 27 states Business: One of the nation's leading fashion specialty retailers. www.nordstrom.com

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his name has been fastidiously dedicated to offering the gamut of sizes whereas other retailers are concerned more about inventory cost. Demonstrating this tenet, Brown says ordstrom's world-renowned shoe collection "ranges from men's sizes 5 to 20 in widths AA to EEEEEE, and women's sizes 4 to 14 in widths AAA to WW. Women's clothing includes special sizes for petites (2P to l4P) and plussizes (l4W to 24W); men's dress shins come in 63 possible sizes. " ln addition to size , Nordstrom also has an unrelenting focus on market trends. Explains Brown, " ordstrom has regional buying teams that tailor the merchandise to meet the specific needs of our customers in a particular community."

how Charlotte fares on the fashion meter, Brown happily reports, "l can say that our buyers are VERY excited by what

ln fact, if you have been to South Park over the past year, you might have been close to one of these buyers. Fashion cognoscenti, these buyers have

they have seen, and personally l can't wait to see the merchandise. There is a real passion for style in this city and we are happy to be able to answer that need. " She adds, "But again, we are

patrolled restaurants, shopping districts, coffee houses, business parks and special events to determine which merchandise will best fit Charlotte's style. When asked

r · "' ~"' ious to hear feedback from

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Corpora1e & Continuing Education

february 2004

Central Piedmont Commumty College IS the Licensed Off1c1al Registered Prov1der of Command Spamsh 1n Charlotte and Mecklenburg County. Central Piedmont Community College IS an equal opportunrty/aff~rmat1ve act1on 1nstrtut1on.

our customers. The only important questions are , 'Do we have what you need7 Do we have what you want7' Then we'll work hard to fix what we can improve upon."

The Crown Jewel: Nordstrom's "Inverted Pyramid" Needless-to say, Nord trom employees are a dedicated lot. Brown says, "The company makes it very easy to make its success your success, and vice versa. " Employees are hired on the basis of their eagerness to help people, career drive and personal desire. lt also has a very stringent practice of promoting from within, and places a sincere emphasis on the personal growth of its employees. lt is not unusual for a talented and driven holiday stock person to be promoted to an assistant manager in a matter of months. Brown can attest to this, "! left a management position at another retailer to be a stock person at Nordstrom, because my roommate couldn't say enough good things about the company. Then, l learned that the woman who interviewed me had risen through the ranks very quickly. At Nordstrom, it really is possible to find MBAs, career retailers and people just out of school in the same position. The main things Nordstrom looks for in an employee are the desire to serve customers, a 'passion for fashion,' a kind and friendly personality, and the ability to self-motivate."

greater charlotte biz

Adds Brown, "Each employee is given personal empowerment to make any decision that will benefit the customer. There aren't a lot of rules or bureaucracy In fact, each department is run like the sales person's own boutique. Each person on the floor carries the responsibility, and reaps the rewards, plus our competitive earning structure including commissions and benefits help create an entrepreneurship-like work environment." According to author Robert Spector, ordstrom is in fact modeled on an 'inverted pyramid.' Rather than executives being on the top of the pyramid, customers receive the highest position, followed by sales and support people, department managers , store managers all the way DOWN to the executives and chairpersons. Spector quotes retired co-chairperson Ray Johnson as saying, "The only thing we have going for us is the way we take care of our customers. And the people who take care of the customers are on the floor. " Not unexpectedly, Nordstrom puts its money where its mouth is. Rather than putting a lot of money into advertising, Nordstrom spends it on wages, commissions and benefits for the people who are responsible for selling the merchandise , and keeping the customer happy Distinctive Merchandise

Currently, store manager Brown is hiring and training her sales force, expected to include over 200 employees. The 144,000 square feet of the store is taking on color and panache , with each department catering to its own special brand of customer. Nordstrom has gone to great lengths to know its customers , and so has been able to develop several distinctive departments that cater to different styles, as well as lifestyles. From Nordstrom's " arrative" department which includes easy-to-wear casual fashions, to "via C" which features the talents of rising stars in the designer world , there is a look and a practicality to fit every need. Nordstrom also has its own exclusive brands of clothing including Classiques

Entier, Caston, Halogen and that offer outstanding quality and value. This way, the customer experiences not only an efficiency of time and budget while shopping, but can find fashion solutions that offer the 'best fit ,' for one's lifestyle. ordstrom also offers unparalleled specialized services to its customers. While shopping amidst live piano music, artwork and decor, one can also take advantage of "Personal Touch," a complimentary wardrobing service , cosmetic consultations, a coffee bar and cafe , even delivery service, shoe shine , and prosthesis products for those who have undergone breast surgery The Celebration

On March 10, 2004, Nordstrom will be hosting a lavish gala for its grand opening, benefiting The Junior League of Charlotte, and the Crown Jewel and Charlotte Chapters of the Links, Inc. expected to raise over $150,000. Including hors d'oeuvres, cocktails, a dinner buffet, and many of Charlotte's personalities, the gala will also include a sneak preview of the Nordstrom shopping experience and a theatrical runway spring designer fashion show. Says Brown of the upcoming event, "This gala is a wonderful opportunity for us to introduce ourselves to Charlotte, and thank them before we open our doors. We are very grateful to have the opportunity to be involved with organizations like the Junior League and the Links, as well as being able to benefit the neighborhood we hope to be a part of. "

Within two days of the gala, Nordstrom will open its doors amidst much fanfare and excitement. Brown says enthusiastically, "We are really looking forward to the morning of March 12th, when we open our doors at 10:00 a.m. It is the day that we have been waiting for. We hope customers will come to see us that morning. It is our tradition to have our employees line the aisles of the store and applaud and welcome them to the store." Susanne Deitzel is a Charlotte-based

by lynn mooney

LOND[, CHARL T N TO WOODS - hrewin!J

CA A

ftomi:!JYOWJ1

flavor Carolina B~~r Company S~rv~s Up Its Own R~cip~ for Succ~ss The inside of the Carolina Beer Company (CBCo) smells like g.:-andma's kitchen when she baked bread on a cold winter's day: intense yeas=:Tness, nutty, warm and inviting. But t"1.e analogy ends there. Grandma'_. kitchen wasn't two stories tall, coverec with pipes on the ceiling and floor, and occupied by a 50-barrel brew touse and ten 100-barrel fermenters . This is the "kitchen" of CBCo CEO 1ike Smith and president john Stritch whc brew and bottle 65 ,000 barrels of b _~r and ale annually in their 30,000-sq路..lare-fo:)t facility in Mooresville , N.C. ~ greater char

:JttE

t z

fe b ruart 2004 29

A lot of water, malted barley, hops and yeast keep 30 full-time employees bottling 5,000 cases of beer per shift; enough to satisfy customers in the Carolinas and nearby areas of Virginia, Tennessee and Georgia. The flagship product is Carolina Blonde, a lighter ale, described by the company as exceptionally smooth and crisp with a rich gold color, and very drinkable , which is what CBCo's owners hope. Carolina Blonde comprises 50 percent of all sales of the Carolina Beer Company. The other half of sales belongs to the brewery's Charleston Ales and Cottonwood Ales. CBCo also produces and bottles Mike's Hard Lemonade and Margarita lee.

From books to beers Stritch found himself in the beer industry nearly by accident. In the early 1970s, while attending college in California, he drove a delivery truck for the Coors Brewing Company on its Los Angeles route. He graduated with a degree in social services and took a job as a parole officer. Stritch says he liked the work, but

it did not pay as well as delivering beer so he returned to Coors, first as a driver and then as a brewery representative. In 1976, Snitch joined the Miller

How John Stritch, CBCo president, serves beers and ales: • Refrigerator temperature - any colder and flavor is lost • " Beer Clean Glass" - wash glass with a non-petroleum detergent • Do not freeze glassware - traps bacteria; changes flavor • Clear glass to enjoy color • Half-inch head to release carbon dioxide, "nose" or aroma • Sipped slowly to enjoy taste

Brewing Company in 1976 as its Los Angeles sales manager. Over the succeeding years, Miller went from producing five million barrels to 40 million annually, challenging the Budweiser brand. Stritch traversed the country working for Miller - New Mexico, Arizona , New Hampshire

and Texas - his sales territory changing each year. "It was more fun than anythin ~ else," says Stritch. "There was one yea~ when Texas was up in sales; the other 49 states were down. Miller was up 4 to 5 percent nationwide. " That was, in part due to sales in his territory. Wanting a more settled home life for his fami ly, Stritch decided to accep a position as a manager with an independent Miller distributing company in Denver, Colorado. Sales reached $40 million annually; Stritch supervised 80 employees. But then it was back to Miller Brewing Company for a position in Oklahoma. In the mid-1990s, Sn·itch ca~e to Charlotte, and with a good dose of Denver microbrewery experience under his belt, he began working with the owners/investors of the Southend Brewery & Smokehouse to market the brewery's beer in the Charlotte region. "We did well - the Charlotte Coliseum, Panther Stadium, Food Lion and Harris Teeterwe were three guys working out of tkee vans," says Stritch. "But it became too b~ .

r1or IS San 30

february 2004

Superior Nissan 9215 South Boulevard Charlotte, NC 28273 (704) 552-9191 Internet Sales: (877) 384-5831

greater charlotte biz

Soutl-£n:i had r.c de:i:le wh.:ther to be

brewery o:- a re5·aur;ant. Thty cl-ose to be a restc:.urant.'' L wa;

3 c~:cisi:m

t \.ICU!d

n<:.n:.e fum Southend Brewery. They created Cardina Light, another signature CBCo trar:.d , and formulated the

:::hang:: ~trit·2h's life :3.gnJica1.tly

Chales.on Ales brand. Most importantly, th·~r built their Mooresville facility in an

Brewing a pa ·-::nersh p

indr.o:trill park they developed and aptly na..'lled 3ar ey Pari<. CBCo's steel and glass

While Smt:: 1 v..as pusu:ng :o suce~ fd ::areer in ti-e be::: ~ indu't ~y. Smi-.b

wJS

Jlso lrnrn .ng tLo in;i::le track of nn"""ing a busiless as O'..rler .:md ma:-.ager- o( 3 succe~ft..l

com

rci;al h.1ild :-tg Slppl}

comp<..n}- '.\1hn he ud::led ro sc l I- s · mere~t L:) h:s po~ :tre-,., te h:;era5ed hi:: ·nvestller.Li1 _ JJtha c Bre""eiY wb ch n urn res~d.l~ C.. in hE ~eti r g s ·-itch. The LV"O C.eCldel

·=per. Carolin &et

Compm? Snit1 V.'3S no s:l3n.~r tc the bcullng and bt. verJgc irrlus -y a-:. his lat r )m Snit1. ' _r12:J [D - rtBny ? ear:: wi I-. Sealte~L [.o ~thng Co-por-dior eveltu!ly

build fl.§ sits amid fields dotted with a few :xh.;r hdustrial interes:s. lts grain with the Carolina Blonde lighthouse logo, mal-log the facility easy to find. Ixby, Stritch focuses c·n sales and mar cti::~g; Smith manages their financial im ~~est: and works with their equipment an:i ~:1g:ne::rs. Together, their company prodLce; nough beer and ale to exceed the definition of a microbrewery (less ~5

00•) barrels annua[y) and meet

the ddi ition of a regional Jrewery (lS ,JOO LO 2 ,000 ,000 barrels annually).

buying a Seal:e=t. plmt ir. W ISLcn-Sden,

N.C., ;and stani..•.~ D:i=-> Fres1 , !~ .. whi::h is r:cw tre larges: mil·. an : icr cream podocer in the scuth::ast Un 1e:i Stat ~s. Snitr gcw up w .:tchmg !Ls b ~ bottle 11ilk and j:ro:l:.n: ice _ream for stor~s

.;uch as F:Dd LiJn and Pi~ly Wiggl;: St-itch nd :imi...h ex.:h t ·oug1t ::n .cal knowledge

th:.' Gbk- expc ·ie- c::

that w Ju d a I0'..1 th:!rr tc be.5in <suxo?:<:&Ful vcnu ·c in tl:-e bre\>Vi::-5 an::l bottling indust-y T:-tey hx:arre p1rtn : rs i 1~5 . operat ng a b·e"-'ery in Greer, S. ,... lr 1997, hey b::u;c.ht de C1rol1a r.:onde

Brev.ers mix the water a:1.:l barley to a sweetened liquid callE:d the won (:xonour_cecl 'wen'). The mL<-u e is 1.tctcr~ate

ed in large mash tuns

dissd:.r:: stare 1

and tum it into sugar, and it i; llavo~d

Carolina Beer & Beverage, LC <!1bla

sib, hol:iir:g malted barley, is emblazoned

thar.

beer. Other brewers may use 1d uncs such as rice Oakes or com.

All the right ingredients Str.t..::h explains there is no ·'secret recipe" for Cc.rc_ina Blonde or for nost beers. The mgredients are water, naiL, hops and yeas_. Tc pwduce Carolina Blonde, CBCo uses Mc.Jresville city water stripped of an:: =heniGls; two-row pale malted barley (a ce:-ea grain), which is purchased in the J..1.id·.veo:t; mild hop (a flowering vine \vith pre;er.rative qualities and essential oils ~!::at add bitterness and aroma); and a Gunn::ss-style yeast. Of importance to Strit·~ h i~ C3Co's decision to use 100% barlc..y tc• produce a uniquely sweet, malty

Carolina Beer Company I I 0 Barley Park Lane Mooresville, NC 281 IS

Phone: 704-799-2337 Principals: Mike Smith, CEO, John Stritch, President Number of Employees: 30 i.JII-time; 20 seasonal In Business: 7 years Awards: Charleston Brov.n ~. inne · "Best Brown Ale in the Soll:be::.st", 2002 USA Beer Tasting Champticn; ~s ; Cottomwood Low Down E.r:::\vn, bro1!e medal winner 1997 Americar Beer Festival; Cottonwood Pum[Kn )picEd Ale, medal winner GreatAn.;)r ·:an Be: · Festival, 2000 World Beer Cy:, 1nd U.S.. Beer Tasting Champions hi:> Business: Regional Southez.s;: brewery producingAmerican and Eu -op:an-styE craft beers and ales. Flagshit= :> -:Jduct i ~ Carolina Blonde; also brews .one bot:les Mike's Hard Lemonade and f'1a -garita Ice. Products distributed in 1\..orth and South Carolina, southern Vir~n 1, eastern Tennessee and northerr ·::eorgi.o. www.carolinablonde.con

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february 2J04

with hops. The hopped won is saturated with oxygen and the yeast is introduced into the mixture where it turns sugar into alcohol and carbon dioxide (fermentation) creating beer. The beer is aged and filtered at CBCo , and flash pasteurized, to extend shelf life and eliminate the need for refrigerated kegs. The beer is bottled on high-speed bottling lines capab le of bottling 5,000 cases per shift. An automated keg-filling machine cleans and fills 60 kegs per hour.

Every brand has its own personality

According to Str·itch, "The Cottonwooclo are really out there ," providing more flavor. The Cottonwood Enclo lPA (lndia. Pale Ale) borrows its name from mountain biking where "endo" means to go over the handlebars. "Cottonwood does nothing in a small way," remarks Srritch. "Its the loud voice when it enters the room. You don't compromise . We pulled out all the stops with hops to produce Enclo. " CBCo also uses the Cottonwooc:i to produce its seasonal specialty ales: Frostbite , Lift Your Kilt Scottish Ale., Irish Reel , and Pumpkin Spiced Ale (holiday ale) In january it released a

Daughter Shannon Stritch is CBCo's office manager. She earned her stripes in high school cutting om labels at her family's kitchen table and placing them on bottles in the earlier clays of the brewery, when the beer was hand-bottled and hand-labeled. In fact, Stritch and his staff hand-bottled beer the first season CBCo provided beer for the Carolina Panther suite. The beer was bottled at home for

• Carolina Blonde - lighter ale , rich gold color, pale malts, special hops

new Cottonwood -Almond Stout.

• C arol ina Light - low-carb (3g), 85 ca lories, yet retains flavor

A recipe for success

• Charl eston Pale - sharper flavor, I00% malted barley

Carolina Blonde and Carolina Light are American-style beers. Str·itch describes them as one step up from American domestic beers. "Our beer has more

Brewmaster Nikki Koontz oversees pro-

flavor and more color," says Stritch. The Charleston ales are European-style and include a pale ale, brown ale , and wheat

duction. Koontz started with CBCo six years ago working on the bottling line. Stritch says she has a unique set of ski\ ~

beer. Stritch describes them as "really nice beers, very balanced , nicely hopped, and with a nice nose. " ln 2002 , CBCo purchased the Cottonwood Brewery in Boone, N.C.

that make her a successful brewmaster. "She is a master chef, impeccably clean, organized , mechanically inclined, creati\e and hands-on," says tritch. "And she has the people skills to manage staff. "

• Charl eston Brown - English-style brown ale , roasted Belgian and Munich malt, touch of roasted chocolate malt; winner " Best Brown Ale in the Southeast" at 2002 USA Beer Tasting Championships • Charleston Wheat - American version of Belgian-styled white beers; refreshing; add small slice orange to enhance natural fruitine ss • Cottonwood Endo IPA (India Pale Ale ) - unfiltered style , enhanced aroma and bitterness; ve ry big beer; endo: biking term meaning over-the handlebars • Cottonwood Low Down Brown Ale - American-style brown ale , rich malty smooth fl avo r; bronze medal winner 1997 American Beer Festival • Cottonwood Seasonals: Frostbite Ale - hearty brown; finishe s with strong hoppy fl avor (December - February) Lift Your Kilt Scottish Al e - based on authentic Scottish recipe; lightly hopped, malty; sponsor of the Highland Games , H untersville, N .C. (March - May) Irish Red - Amber-style ale; blend of ca ramel and two-row pale malt Qune - August) Pumpkin Spiced Al e - moderately bodied , crisp and smooth; gentle pump kin flavor and spices; medal w inner Great American Beer Festival, 2000 Wo r ld Beer Cup, and U.S, Beer Tasting Championship (September Novembe r) Almond Stout - Introduced Janua ry 2004; rich da rk colo r, warm almond flavor

february 2004

greater charlotte biz

describes Lre

Every Saturday 12:00 p.m. to 2:00 p.m. Adult excursion $5 per guest Learn how beers are made and bottled ; sample beers in the taproom ; receive a complimentary 16 ounce pint glass.

Ca ~olL"laS

narkct a:;

Cil

thi.!o market has

u.ste for !?)-l.cr-f!G"vored

under-cevelop~ d mrket In th~ J .3. total sales ftorr craf -bre -;ed b(.c-s '!P-

bcos. But we b .d .hem c.b ::Jg Ih<ll's \\hy we do tours and :;.--end evmls Iast 115 is

between 2 md 3 pcrcenL. ln tiE Carolincs, tora· s 3aL are unde :. -re-cent. (The Ncrthweot :s r:t>::re .hen lJ pace:I t

om best form of aJvenisifl!;.' (J3Co's cm-petitors are h ~ impork' :l bcer3 . .An:l Stri::::h would lik 10 see Cml uia1s pa>· the ;mall r-rice increa3e o-. ::r :bmc:s i.e becr for his proeuc. It we _- :i npe<:.r t:•

and the Northeast a p10~chng :..:J xrcent, according w rite!- ) He ·..v;;, s t:: develop the ta9.e of ca ~olinian~ - w·a:d richer flavored beer~.. "You dcn't stan therr OJt \'-'id1 1r

IPA," says Stritch. "x•u find wrnt) JU market 'Van.:s end p-ovi.d~ it. R g-t TIH",

be -.appcning; 3< le: of all C::E·=J bra1ds wetc up 17 percm in 20Ck.. b z Lymv Mooney io a : : ar/otte-/x;s€<1 fre~cJnce wl"ter.

every game, and Stritch was personally on hand supervising the delivery and serving of his beer. While the technology has improved, Suitch, Smith and several of their employees, including Shannon, still attend numerous Charlotte-area events where their beers are served. "lt must be fun," Stritch says. "We work long hours, but we must enjoy it. lam always on site at events to make sure the beer is ready to go and served right." The event schedule begins early/late in the year with Carolina Blonde as the beer sponsor of Charlotte's Downtown Countdown, a ew Year's Eve celebration. CBCo supplies beer for City Fest and A Taste of Charlotte in the spring. CBCo also supplies areas golf courses and marinas in the summer, and is the sole beer sponsor of the seven-week Carolina Renaissance

Festival. CBCo also holds brewery tours and beer tastings each Saturday at its Mooresville brewery and competes in eight beer festivals during the year, winning awards for its products. Room to grow CBCo's facility currently runs at 30 percent capacity. Stritch says he envisions growing the business so that the brewery is a premier regional Southeast brewery. "We're locally produced and were would like to stay local and service this region; that also means our product is fresh," says tritch. "We like brewing here and selling here in the Carolinas." Stritch would like to Learn up with area restaurams and educate beer drinkers on beer and food pairing. He

greater charlotte biz

Clienn, Emplo eel, fam·ly, or frien 6ive the Ex e·ence of a ife

• • •

·me.

by jill purdy

Good lntenti

OIJs c

-a. successful

AN Build ellSJness .

Mariner Founders Prove that Focus on Quality Software Solutions and Customer Satisfaction are Key to Good Relationships

he technology industry, including the Charlotte region , has no shortage of software solution providers in any

representative software category: supply chain

management, business intelligence, customer relationship management, enterprise application integration, business process automation; also known by their sometimes ridiculous sounding acronyms: SCM, Bl, CRM, EAI , BPA. But there is a shortage of software solution providers that actually learn their clients' needs and make technology work around those needs. >g reater charlotte b iz

feb r u ary 2004

~------------------------------------------------------- --

Phillip Morris and Joe Guy set out to do just thal. As founders of Charlottebased Mariner, LLC , they have successfull y built a specialized technology solutions provider that places quality technology solutions and customer satisfaction at the top of its priority list.

when Morris took a "corporate position" with a larger software company and asked Guy to sign on too. Together they opened a Charlotte location for their D.C.-based employer. Soon after, however, the company was acquired, the entrepreneurial atmosphere was lost , and Morris and

Mariner and spent the first two months interviewing REMi staff before even starting to write code. They built out an entire suite of applications to support REMi's business processes that included proposals, policy management, claims processing, help desk management, and a client portal for online policy review

Teaming from the start Morris and Guy were first teamed together on a project while working for a stan-up technology solutions provider in Greensboro in the early '90s. They soon recognized a gap between the services their employer provided and what they knew should be done for technology solutions to be effective for customers. This realization inspired Morris and Guy to formulate the software engineering process that is still the foundation for Mariner's specialized software solution toda y. The first project they tackled together was so successful that it was nominated for a Smithsonian Award for medicine in 1995. (The software solution was developed to support the testing, interpretation and distribution of bone marrow donor drive specimen results for transplant centers nationwide .) Soon , lunch discussions between Morris and Guy centered around one question: "What if we started a business?" The window of opportunity opened

They knew that building a business is never all pretty or fun; but hard decisions make the difference between success and failure. Guy had all the inspiration necessary to launch their own business.

An auspicious beginning The year was 1998. Royal & SunAlliance's new specialty group, called REMi (Royal Equipment Maintenance insurance) needed help with a project supporting its new line of business that required specific technology skills. They knew of Morris and Guy's desire to launch their own business and were convinced that they had the custom application development skills necessary to complete the project. The connection was made. The new partners launched

and claims information. The application suite was delivered and upgraded over a five-year period and upon its completion was described as one of the most comprehensive self-service application suites implemented within the industry. The project showcased Mariner's expertise in application development and process management and practically designated the young company as an IT arm of Royal & SunAlliance.

Mariner expertly

=guiding customers

Morris and Guy had purposefully chosen the name for their company; they wanted it to represent something funda-

-Su.ie.s

lr~

-Su.ie.s

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-:r.~in~tio-Mf. ~i~ 36

february 2004

greater charlotte biz

mentally significant about the company but not lirrlit its flexibility or growth. They determined the name should be centered on something that differentiated them from others providing similar services: their software engineering process. This process was the foundation of their technology so lutions' successes from the very beginning and would always be the supporting structure for the way they planned to do business. It is a navigational tool that maintains the project course and insures that all requirements and goals are met. Morris and Guy turned to the sea for ideas , since navigation came to mind , an::! rea lized that the name "mariner" fi : their role in guiding cu tomers expertly through the design , development and implementation of software solutions. The process name became Ocracoke since it is, in essence, the beacon that lights the way around hazards. And technology implementations have hazards a-plenty. >-

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Mariner

MA RI NE R

I 130 I Carmel Commons Boulevard, Suite 205 Charlotte, NC 28226 Phone: 704-540-9500 Founding Partners: Philip Morris and Joe Guy

Number of Employees: 20 In Business: 5 years Awards: Blue Diamond finalist, Charlotte Business Journal/Price Waterhouse Fast 50, Deloitte NC Tech Fast 50 & Deloitte Fast SOO,Charlotte Business journal Best Place to Work Award Winner, Business Objects and Microsoft Gold Partners.

Business: Mariner applies software engingeering best practices and principles to dynamic business intelligence, data warehousing and collaborative software solutions - helping mid-sized to enterprise customers increase productivity and improve decision-making. www.mariner-usa.com

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What is so special about the process7 Mariner's unique Ocracoke process examines the customer's environment before the design begins , considering the drivers for the project, the ultimate solution goals, the skills of the solution's users, the users' roles within the company, and the Lime frame for completion. These elements combine to provide the knowledge Mariner needs to plan the solution that best fits the customer's situation. Upon the analysis, Mariner builds tracking reports, milestones, reviews, tests, prototypes and trials. The process is proven. Clients have even hired Mariner to return after project completion to mentor their IT department in "the process. " Customers actually identify the Ocracoke process as a "product" Mariner could sell. "We are able to provide skills and expertise that most companies, regardless of size , cannot afford LO maintain inhouse. We work shoulder-to-shoulder and create a relationship that is built on our ability to enhance the expertise the

company already has in place ," explains Guy. Growing up, Morris and Guy's attitude towards growing a company has remained constant for Mariner regardless of the - Joe economy or the state o[ affairs in the technology sector: Provide a solution for customers that best meets their needs and your ability to meet your financial ob ligations will be taken care of. Mariner doesn't act as a purchasing agent for customers. Mariner's expertise enables them to create solutions that are customized to the individual business needs and user needs of each client. "Our solutions can't be purchased out-of-the-box. We take existing software elements that provide the functionalities each customer needs and then write the

"We "or ked houlder.-to.-shouldcr and created a relationship that was built on our abilit) to enhance the experti c the) alread) had in place.''

How do you train your staff? We provide standard and custom training solutions to meet your business needs.

Guy, founding partner

customized software that makes them work as one solution," explains Morris. Very often, Mariner's skills are needed to make an app lication work within internal corporate networks and use information stored in various types of databases. Large corporations often utilize the services such as those Mariner pro\·ides to create software applications that are "branded " to look like their Web site or intranet and allow them to do the tasks that their type of businesses require o[ them.

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Bust or boom; bumps in the ride Words that inspire vivid memories for some have different meanings for Morris and Guy. During the "boom," one of Mariner's largest customers went bust, owing Mariner a large chunk of money. The partners practiced frugality. They monitored all expenditures, conserved all Esources and weathered circumstances that actually allowed them to set an example for others who would begin to feel a real pinch during what the rest of the industry called the "bust." By the time their peers and competitors were tightening belts, Mariner was adjusting to its conservative environment. Their trials and tribulations helped them identify their most valuable skills and taught them a real life lesson- that hard work and dedication are truly more valuable to you and your customers than stacks of cash. Mariner also had some insulation from the dot-com crash. Most of their customers were "brick and mortar" businesses whose Internet presence was secondary to their direct manner of conduct:ng business. Because the dot-corns were not the types of companies for which Mariner's skills were best suited , the solutions provider didn't immediately sign up a list of them for business when dot-com money was flowing like water. All along the way, Morris and Guy feel they have made good decisions that have added to Mariner's reputation as an effective technology solutions provider. It hasn't always been easy. They've spent many fretful meetings making difficult decisions to survive without compromising. They have closed ineffective remote locations; they have ended attempted ancillary ventures ; they have cut staff positions due to budgetary constraints. They know that building a business is never all pretty or fun ; but hard decisions make the difference between success and failure.

Relationships count Partnerships are an important part of

greater charlotte biz

Mariner's heritage. They are woven into the present business and are vital in their strategy for the future. Mariner has found that strong partners , such as Business Objects with whom Mariner has been a preferred partner for several years, enhance your reputation and help you specialize to meet targeted industry needs. Mariner's relationship with Business Objects enhanced the building of its Business Intelligence practice. Business Objects software provides building blocks that Mariner can utilize in designing its enterprise reporting applications that give customers the ability

than u I 0 n of un

enues, bottom line costs, operating expenditures, quotas and closed deals. Priorities for Mariner include those of the average company, but placed above those are priorities for satisfied customers , successful solutions and happy employees. The latter priorities are obvious when you consider just two facts about Mariner: More than half of their existing customers are repeat customers, and their employees love to work there. "We find no greater validation of a job well done than customers who come back to us with more work. Too many technology solution providers

r at r vahdat on ot a 路 o~ "' 11 don ith m lr \Vl r t< 11 ha I ft \< Iuti< n pr and un I oiutton . \\ 11 n t be on 0 tl m." - Phil Morris, fo und ing partner

to pull valuable information out of stored data to help them make better decisions. Mariner's long-standing Microsoft partnership, which has just elevated to Gold status, enables them to build solutions that are intimately integrated into the most prevalent software platform in the world. ew technologies are migrating from individual applications that use isolated pockets of data into collaborative, accessible and secure networks of information. Through their own efforts as well as through partnerships, Mariner is expanding the solutions offered and matching marketing efforts to them. New efforts also enable Mariner to provide best practices solutions to mid-sized companies as well as the previous area of focus enterprise corporations such as Royal &. SunAlliance.

Not your average priorities Priorities set by the average company include line items such as total rev-

have left waves of unsatisfied clients and unsuccessful solutions. We will not be one of them, " declares Morris. Mariner's internal success is partly due to its rigorous hiring process. lt is long and involved. But when an offer is finally extended and an agreement is reached, both parties know that there will be no surprises. Employees essentially become "fami ly" and enjoy retreats, training programs and benefits , on-site game rooms, Friday afternoon refreshments and sometimes even an afternoon movie. The flexible, pleasant atmosphere instills in the staff loyalty and the desire to do their best. And that, the co-founders agree , is more valuable than anything else they could request. The team created by an outwardly casual working relationship can now answer the question they constantly asked each other over lunch nearly a decade ago: "What would happen if we started a business7" biz Jill Purdy is a Charlotte-based freelance writer.

february 2004

[bizdigest] U.S. Business Executives are Optimistic for 2004 More than half (52%) of U.S. executives sur-

Of the 52 percent of organizations that

as primary reasons. Other factors include

veyed anticipate their company's domestic

expect to grow their U.S. workforce in

improved staff utilization (33 %), outsourcing

workforce will increase in 2004 - up from

2004, 78 percent said they have experi-

or contracting (32%), and lesser demand

38 ')ercent in 2003 - according to

enced or anticipate a greater demand for

for products or services. According to AMA's survey, 45 percent

American Management Association (AMA).

products or services. According to the

Thirteen percent of those surveyed expect

respondents , there is an adequate (58%) or

of companies that responded said they

to have fewer employees in 2004, down

abundant ( 12%) supply of skilled workers in

did not match revenue targets in 2003,

from 22 percent in 2003.

the fields from which they recruit, com-

compared to 18 percent of the companies

pared to 30 percent who said that qualified

that exceeded the ir targets. More compa-

candidates were scarce.

nies are optimistic for 2004. In fact, 59

AMA surveyed its executive members and customers in December 2003 for its 2004 Job Outlook Survey. Of the 229

The I 3 percent of companies that

percent are projecting a higher rate of

respondents , most said they anticipate

anticipate reducing personnel cited organi-

performance, 27 percent are trying to

their organizations will offer raises (76%),

zational restructuring (48%), automation or

maintain the same performance, and 14

bonuses (61 %) and promotions (55 %)

other new technological process (42%), and

percent have lowered projections for

in 2004.

re-engineering of business processes (37%)

2004.

Consumer Activity Up at the Charlotte EBB Consumers are continuing to turn to the

In 2003 , the BBB processed 6,717 com-

doors in 2002, leveling off the amount of

Better Business Bureau (BBB) to get

plaints from consumers, which is a substan-

complaints for that industry. And modeling

reports on and file complaints against

tial increase in volume over the 5,30 I

agency complaints also dropped dramatical-

companies. The consumer activity in

processed complaints in 2002. The increase

ly in 2003 due primarily to some closings .

the past year has increased dramatically

in processed complaints is also attributed

tha nks to the convenience of the BBB

to the convenience of filing a complaint on

Web site, www.charlotte .bbb.org. The

the Web.

2003 statistics show consumers requested

There was a substa ntial increase in

nearly 180,000 company reports on

complaints in relation to the banking indus-

member and non-member companies

try. This, in part, can be attributed to the

in the 20-county BBB service area.

high concentration of banks located in the

Eighty-eight percent of the company

Southern Piedmont. On the other end

reports were requested over the Internet.

of the spectrum, there was a marked drop

In 2002, 160,000 company reports

in complaints in the retail furniture indus-

were requested compared to 124,000

try. The two highest-volume complaint-

in 200 I.

generating furniture companies closed their

2003 Top I0 Types of Business

Complaints

Inqu iries

Toke advantage of these products and serv1ces from Chorlocce's leod1ng busmess-co-bus1ness suppl1ers. Altman Initiative Group Blair, Bohle & Whitsitt PLLC

pg. 15

Carolina Foot Associates Carolinas Medical Center Caroli na Traffic Devices Carolina Volkswagen

pg. 41

pg. 24 pg.1 pg. 42 BC

C.A. Short Company

pg. 16

Charlotte Steeplechase

pg. 2

clickcom

pg. 38

College Fund of North Carolina

lBC

Compass Career Management Solutions

pg. 15

CPCC

pg. 26

Dunhill Hotel

pg. 27

Employers Association First Citizens Henricks Corporate Training

pg. 38

Hood Hargett

pg. 44

pg. 5 pg. 36

Knauff Insurance

pg. 37

Banks - up 400%

Mortgages - up 3 I%

Li quid Design

pg. 32

Auto Dealers - New - up 16%

Modeling Agencies - down 40%

pg. 37

Auto Repair & Service - up 27%

Home Builders - up 23 %

Furniture - Retail - down 300%

Home Improvements - up 21 %

Meeting House Office Environments On core Pfeiffer University Regent Park

pg. 43

Home Improvements - up 12%

Ai r Conditioning Contractors &

Telephone Communications - up 28% Home Builders - up 40%

Systems- up 16% Movers - up 26%

Mortgages - up 47%

Online Loan Referral - up 47%

Movers - up 27%

Furniture - Reta il - up 24%

Modeling Agencies - down 45%

Auto Dealers - New - up I I% Roofing Contractors - up 42%

bizresource guide

feb r uar y 2004

pg. 17 pg. 41 pg. 25

R. L. Bryan Company

pg. 44

Road Runner Business Class

pg. 3

Scott Jaguar

pg. 7

Southern Tree & landscape

pg. 20

Staton Financial Advisors Superior Nissan Total Information Source United Mailing Service Verizon Amphithea ter Wachovia

pg. 14

Wh itehead Associates

pg.14

pg. 30 pg. 31 pg. 24 pg. 33 lFC

gr eater charlotte b iz

Franchise Ownership Increases Probability of S~ccess Clickitgolf Adds 12 Courses in SC The success rate speaks for itself - after dreams within reach for a grow ng nu ber I 0 years, 90 percent of franchises are still

of people seeking self-emplcymem,'·

in business compared to 18 percent for

explains Randy Mitchell. owner =fT1e

Clickitgolf has recently added 12 new golf

other forms of independent business.

Entrepreneur's Source in Charlc·: te, a

courses in the Low Country of South

According to the International Franchise

business ownership consulting CDmpan>-

Association, there are more than 320,000

Franchise owners often cite c1E

Carolina to their growing list of affiliates. According to Robert Browning, vice president,

franchised small businesses in the U.S.

proven nature of an established bus ness

''The Low Country offers golf for all players

today. These franchises account for

model and strong support from : he

and all preferences .. .you 'll find traditional

more than 40 percent of retail sales

franchisor as factors in achievin ~ their

courses, target golf and links style . . .and

and employ more than 8 million people.

business goals.

you can play all year round ." Clickitgolf, an

" Franchises offer a wide ' ar Je of

This successful track record of

instant Internet feedback auction site for

choices, varying levels of financiccl com-i -

rounds of golf, is currently partnering with

of every business day, a new franchise

ment, large support systems, an d c. stead)'

more than ISO golf courses throughout

business opens its doors, with both

consumer confidence in the cofl!'isten cr

North Carolina, South Carolina and the

home-based and female-run businesses

of trademarked products and

on the rise . For 2003, the 12th Annual

says Mitchell. " You 're free to ow-,

franchises is why every eight minutes

senic~s •· mar~C._;e

Mid-Atlantic. Golfers can log onto the

clickitgolfcom Web site to bid on convenient

Franchise Business Forecast and Trends

and direct your own business ur ]-:r

tee times for as much as 40 percent off

Analysis predicts that there will have

the umbrella of a proven system. with

of regular daily greens fees . Clickitgolf

been a solid 4 percent to 5 percent

coaching and guidance from exp:orcs

plans on expanding the business geograph-

growth in franchise ownership. " Franchising is a proven, effective, and very accessible system, bringing

who help you look at all your po;sibiliti~

ically to feature golf courses in the country's

and options and help you realize your

top golf markets including Arizona, Ohio,

dreams."

Texas and Florida.

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february 2004

[ontop] KingGuinn Associates, P.A .. structural engineers, has received the Grand Conceptor Award for their entry in the 2004 Engineering Excellence Awards program presented by the American Council of Engineering Companies of North Carolina in recognition of the company's work on The Green at Wachovia. Sterrett Dymond Stewart has been awarded two gold statues from the 25th Anniversary Classic Telly Awards for previously winning television commercials created in 1998 and 1999. Juli Treadway has been selected as the 2004 Businesswoman of the Year by the National Republican Congressional Committee. Bill Crigger, president of Compass Career Management Solutions, has been accepted as a Professional Member of the Association of Career Professionals, a global organization with members in over 30 countries which provides life-long career related services. The Charlotte Section of the American Institute of Architects (AlA Charlotte) has elected their 2004 officers as follows : Robert B. Johnson , AlA, of MBAJ Architecture, president; Kevin Utsey. AlA, of Isaacs & Associates, presi· dent-elect; Rebecca R. Fant,AIA, of Odell Associates, Inc ., treasurer; Diane Trevarrow, AlA, of Gantt Huberman Architects , secretary; Terry Shook, AlA, of Shook Kelley, past president. Directors are: Edward Bernard, AlA, of Moser Mayer Phoenix; Renee Casali , AlA, of Charlotte Mecklenburg Schools; Thomas Lawson ,Assoc. AlA, ofThe FWA Group; Robert E. Moore, AlA, of Robert E. Moore Architect; and Anthony Hersey, Assoc. AlA, of Odell Associates. Inc. UNCC College of Architecture Liaison is Betsy West, AlA The Charlotte Region Commercial Board of

REALTORS® has announced the 2003 winners of the CRC BR Industry and Service Awards . The Cornerstone Award winner is 0. Bruton Smith of Speedway Motor Sports. The REAL· TOR® of the Year Award winner is Cindy Chandler ofThe Chandler Group. The President's Award winner is Garth Dunklin of Wishart Norris Henninger & Pittman. PA. The Corporate Associate of the Year Award winner is Daren Williamson ofTeleco. The REALTOR Citizen of the Year Award winner is Quincy Collins of NAI Southern Real Estate. Juba Aluminum Products Company has received certification by the City of Charlotte as a Minority and Women Owned Business Enterprise (MWBE) . Mariner has announced that it has been certified as a Microsoft Gold Partner with a specialization in Business Intelligence. The Charlotte Chapter of the National Association of Industrial and Office Properties has elected their 2004 officers as follows: Alan Naspinski, Skanska, president; Timothy J. Bahr, Cambridge Partners, LLC , president-elect; David T. Allen, Trinity Partners, secretary; Mark Stevens, Pesta Finnie & Associates, LLP, treasurer; Lawrence A. Wilson Jr., Crescent Resources, Inc., past president; Christopher J. Daly. Childress Klein Properties, past president; and Jon Morris, Beacon Partners, program chair. Directors are: Kenneth Chapman, Crosland; Paul DeVine, Childress Klein Properties; Ted Lee, Spectrum Properties; Henry C . Lomax Jr., Crescent Resources; Christopher Perri, Trammell Crow Company; Michael E. Robbe, Kennedy Covington Lobdell & Hickman, LLP; and Bradley A . Smith, Bank of America. The National Board Liaison is Christopher J. Daly, Chi ldress Klein Properties. Skybrook, a Bryan Properties Community in Huntersville , has jumped from 5th to 2nd

place in market share for the quintile beginning with homes selling for more than $322.500, according to statistics gathered by Newton Graham Consul-tants of Charlotte. Vialogix. a Charlotte-based web design firm , has launched a Web site for Thinkstock Footage. Metheney Consulting, an Internet and marketing graphics firm, has completed an e-commerce Web site for Fran's Gifts To Go and Fran's Pecans. BB& T has promoted David Madden to senior vice president. Linda Quinn has been promoted to executive vice president at Discovery Place. Poyner & Spruill LLP has announced that Diane P. Furr, S. Andrew Jurs, and Thomas L. Ogburn Ill have become partners in the firm . David Edgar has been appointed director of the new Master of Arts in arts administration program (M.A.A.A.) at The University of North Carolina at Charlotte and Steven H. Ott, the John Crosland Sr. distinguished professor of real estate at The University of North Carolina at Charlotte, has been appointed to a one-year term as a Distinguished Fellow by the National Association of Industrial and Office Properties. WEDGE Capital Management has named Gary S. Cotler. Martin L. Robinson and Paul M. VeZolles as general partners. CB Richard Ellis has appointed Dennis Cesen and Kevin Kristick to represent their new business unit, named "CBRE Equipment and Asset Finance Group," providing a broad range of funding solutions to finance assets, such as work

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s:c:i: ns, printing presses, heavy equipment and c- Ln=s ar d warehouse tracking and logistics gear. McGuire Properties, lnc./TCN Worldwide has announced that Robert (Bob) McGriff, former anchor and reporter for WCCB Fox Cr a- ctte, has joined their firm as a commercial ~1 : s:ate broker. RE/MAX Executive Realty has hired Dave Mendenhall, Karen Mendenhall, Buddy Bankston, joanne Micozzi and < Bill ~agenseller as sales associates. Peter j.Aranyi.AIA, Gregory j . Hall , P.E. , RCDD, and Teresa S. Hall , P.E., have been elected as principals with Clark-Nexsen Architecture & gin eering and Clifton E. Rhodes, P.E. , hE oioe:l the Engineering Team in their Raleigh, ~Jo1:h C1rolina, office. Paul Huff International has announced t:1 ~ tp:>o ntment of jill Ball as director of sales. Martha Harmening has joined the Belk College of Business Administration at The University of North Carolina at Charlotte as associate director of the MBA program. Davidson College has hired Karen L. Goldstein as vice president for business and finance. Trent Gustafson has joined GVA Lat Purser & Associates, Inc. as a specialist in retail tenant representation and development. Southern Constructors, Inc. has announced the addition of jenna Snyder as business development manager and Richard J. Skaff Jr. as pr:lj:ct nanager. F.obin Tyler and james A. Black have j: • n ~ the Lincoln Harris Greensboro office as prircipal:; and Scott Kutos and Buster Black h2're joined the firm as associates. Michael J. Greene, a former district <:Cerney. has joined Goodman, Carr, Laugh run, Le.,..ne & Murray, P.A. as an attorney specializing

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•Voted Charlo-te 's Bes t ForThe Past Four Years • 26 Acr& U>;;~hted P acice Complex • PGA and _PGA Prde~Eionals offer personal and gr•:up nstrw~ti Jl for golfers cf all sf:ii ii3Vels • New co:ve·ej t3Ein~ ar~Bs • Practic:: m<=mbe·srbs c:vailable • Tu rr key Tournarre,t t.dnn istratio

Douglas Rohr has joined Colejenest & Stone, P.A. as team manager of the

Education Team. Carl Armato, chief operating officer of Presbyterian Healthcare since September 2003, has been named president and chief executive officer ol ne hospita l system. T im Hopper has been elected vice pro:' icent- finance of the National Art Ma: e · ials Trade Association. Casey Brock, COO for Consolidated -~ e.tre ~ . has been named president of the North u c So• th Carolina National Association of T h-'!a.tre Owners organization.

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It took us 54 years to grow one this big.

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