USLEC voice I data I Internet
www. uslec. com
I
704-319-1 ooo
SATISFACTION IS IN
1HESTARS. 2004
PROFESSIONAL REsEARCH CONSULTANTS PATIENT SATISFACTION AWARDS
Professional Research Consultants, Inc., is a national healthcare research firm that conducts/atient surveys to determine the rankings nationwide in patient satisfaction. We are proud to be so highly ranke again this year in .sc- many varied and vital classifications.We humbly thank you for choosing Carolinas Health Care System for your healthcare needs and for your vote of confidence in our aoilities.
5-STAR CusroMF.R SERVICE AWARDS For overall qualio/ of care • Carolinas Medical Center Outpatient Services • CMC-Mercy- Outpatient Services • CMC-Pineville- Iripatient & OuqJatient Services • CMGUniversiry- Outpatient Services • Valdese Hospital - Outpatient Services
• CMGUniversiry -Inpatient Services • Charlotte Institute of RehabilitationInpatient Services • Cfeveland Regional Medical Center - Inpatient Services • Union Regtonal Medical CenterInpatient Services • Valdese Hospital - Emergency Department & Inpatient Services
4-STAR CusroMER SERVICE AwARDs For overall qualiry of care • Carolinas Medical Center Inpatient Services • CMGMercy- Emergency
TOP PERFORMER AWARDS
De~ent
• CMGPineville- Emergency Deparunent
Presented to the top-scoring hospital in each area • CMGMercy Eme~n9' Department- OveraLl ~ualiry of Doctor's Care
(~
UNIT SPECIAlTY-LEva AWARDS 5-STAR CusroMF.R SERVICE AWARDS Based on overall qualiry of care in individual inpatient units • Carolinas Medical Center Cardiologyffelemetry & Medical • CMC-Mercy- Neurology • CMC-Pineville- Cardiology/ Telemetry & OB/GYN • Charlotte Institute of Rehabilitation (2) • Cleveland Regional Medical Center - Medical A CHIEVEMENT AWARDS - GolD
LEvEL • CMC-Pineville (3)
Carolinas Medical Center www. carolinashealthcare. org
f
a
e
t tSupple ent
cover story
The South End Design District
Charlotte Center City Partners
Paris, Milan, New York City. Chicago. San Francisco...Charlotte?When one names the world's great design cities. Charlotte is unlikely to make the list yet Charlotte is evolving into a significant player in the design industry.
Pick a local hot-button issue. Chanc;:es are, if you research it hard enough, you are goi ng to end up seeing several quotes from Tim Newman, president of Charlotte Center City Partners.
S7
Center City & SouthEnd Map
8 Charlotte Trolley, Inc.
S I I Design District Businesses & Merchants Listing
C1arlotte Trolley. brought t o you by a one-of-a-kind city. county and non-profit partnership, has other cities across the country wondering how they can replicc:te this success story.
S 12 South End by Design Map
•
The Art Institute of Charlotte, Inc. One of Elizabeth Guinan's purposes for starting up an educational institution offering certificates and diplomas was to offer a means to fulfill the educational desires of students who thought they weren't traditional college material.
departments publisher's post
4
employers biz
6
Legislative and Regu latory Highlights for Area Employers
biz impact
14
Continental Tire Bowl Tourism
Wake Forest Family Business Center Tom Ogburn heads up this Center addressing issues irlportant to fam1ly businesses and closely held corpc rations by offering members educational brums, affinity groups, networking and more.
¡2
a u gus t 2004
Economic Impact Study
biz resource guide
52
on the cover: Ti m Newman, President, Charlotte Center City Partn ers, standing atop the Arli ngton in South End. Photography by Wayn e Mo tTi s.
DCI Home Resource Kitchen sinks that light up blue for cold water. red for hot dishwashers that disappear into the cabinetry when closed; wash1ng machines that also dry. These are a few of Carol Lindell's favorite th1ngs. It's nice that t hey're also her business.
CoiTcction: ju ly 200'-f photo of Gloria Pace King by Rick Hovis, a conttibuting photograpl1e1:
cliaflotte iz gr e a te r charlotte b iz
CoiiliilOnSense is knowing there is nothing common about our customers' needs.
-===FIRST CITIZENS BANK Do something amazing
ftrstcitizens.com l-888-FC DIRECT Member FDIC
[publisher's
st]
clfaflotte
Charlotte ... by Design
WI
IZ
August 2004 Unlike a lot of major cities, Charlotte has been in an
Volume 5 • Issue 8
enviable position, as a relatively modern city, to create an Publisher
identity tailored to its foundation of skilled and talented
Joh n Paul Galles jgalles@greatercharlottebiz.com
people, giving thoughtful consideration to this region's accessibility, business climate and quality of life. Strategic
Associate Publisher/Editor Maryl A. Lane
decisions- from the mix of methods for mass transportation, to the cultural development of our center city, to our
maryl.a.lane@greatercharlottebiz.com
system of public education and availability of post high
Creative Director
school educational opportunities, to the preservation of our cultural heritage after the substantial decline of our textile and tobacco industries- continue to challenge the Charlotte region to make conscious,
Paul Bond pbond@greatercharlottebiz.com
Account Executives
purposeful, well-informed decisions based on the experience of other world-class cities but with the benefit of hindsight and, more importantly, foresight. The mass influx of newcomers over the past few decades, from the northeast and elsewhere, has further enriched our cultural mix, strengthening our ability and the experiences we draw upon to
John Patterson jpatterson@greatercharlottebiz.com
engage in more lively debate and informed decision-making. We have a rich foundation
Barbara Votik bvotik@greatercharlottebiz.com
upon which to compose the strata of a world-class city and a framework to make the best
Contributing Writers
decisions given our resources.
Ellison C lary Susanne Deiuel Heather Head Lynn Moo ney Dorothy Waterfill
As a contemporary city, we can evolve in new ways that take the best from cities that have grown up around us. Each year, the Charlotte Chamber of Commerce takes city leaders to different cities around the U. 5. to learn from their growth experience and apply their lessons to projects in and around Charlotte. In recent years, they have visited Denver, Nashville and Indianapolis. In light of our global marketplace and our solicitation of companies around the world, we should be visiting other cities around the world and learning from their initiatives for economic growth . Unlike other cities that have found themselves locked in all bus or all train or all auto systems, it is good that our city leaders are looking at the best combinations that will
Contributing Art/Artists Wil Bos byshell Charlotte Center City Partners Charlotte Trolley
Contributing Photographer Jim Lochman/Ciick Wayne Morris
serve our long-term interests for the movement of our citizens as well as quality of our environment. We can combine rail with buses and highways in ways that serve different centers of our population and recognize our expectations for growth . Unlike other cities whose downtowns have deteriorated or been abandoned all together, Charlotte has made concerted efforts to rebuild and recreate neighborhoods around our commercial districts. Thanks to the visionary leadership of Hugh McColl, Ed Crutchfield and Bill Lee and the legions of new leaders that have picked up on their legacy and carried their initiatives forward, we can be confident that our city planners will continue to find formulas for greater growth in concert with our needs and resources. Unlike other cities whose educational systems continue to decline, Charlotte school leaders have developed a highly integrated system that serves families, businesses and intellectual growth from kindergarten to post graduate studies. While many families still leave the public system for private schools, scores are climbing and we hope they will continue. At the same time, our community college system is recognized as one of the best in the nation and UNCC is also being recognized for its superlative undergraduate, graduate and doctoral programs.
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. © Copyright 2004
Regardless how you look at Charlotte, Charlotte is defining itself in many different ways. We need not only be known as the NASCAR city, a music city, a design city, an arts city, a professional sports city or a banking city; we are increasingly known for all of
by Galles Communications Group, Inc.
All rights reserved. The infonnation contained herein has been obtained from sources believed to be reliable. H owever, Galles Communications Group. Inc. makes no warranty to the accuracy or reliability of this information. Products named in these pages are trade names or trade-
them. We are becoming more dive rse from many different perspectives ... cultural,
marks of their respective companies. Views expressed
herein are not necessarily those of
professional , educational, enterprising and entrepreneurial. We are respected and
Greater Charlotte Biz
or Galles Communicacions Group, Inc. No part of chis
appreciated for our quality of life. While we might not be the city that Ronald Reagan
publicacion may be reproduced or transmitted in any
spo ke about as the "shining city up on a hill," that may be who we are becoming.
che publisher. For reprints call 704·676·5850 x I 02.
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Legislative and Regulatory Highlights for Area Employers Benefits Are Taking a Bigger Bite Out of the Compensation Pie ...Do Your Employees Know? A new report from the Bureau of Labor Statistics indicates that employee benefits constituted 29 percent of compensc.tion in March, up from 27 percent in 200 l. Health benefits constituted 7.2 percent of compensation in March, up from 6. 1 percent in 2001. Wages accounted for 7l percent of compensation in March, down from 73 percent in 2001.
and communication of employee benefits, values and costs are critical in creating a "consumer mentality" among employees and to fostering the partnership necessary to tackle the healthcare cost crisis being faced by employers today Introducing higher deductibles, copays and out-of-pocket increases to employees is difficult, and most employers face this daunting task each year at renewal. Until employees begin to understand the link between cost increases and utilization
Employer compensation costs varied by industry, region and company size. Total
of benefits, change is not possible. Even those companies who are years
compensation costs averaged $24.95 per hour in March 2004, up from $22.15 in 2001. Benefit costs averaged $7.23 per hour in March, up from $6.09 in 2001.
away from a consumer-driven health plan recognize this fact and are creating more
Those statistics are no surprise to employers, but most employees aren't aware of the struggle companies face each year to continue to provide quality benefit programs and maintain competitive base wages. Salary is the typical measure by which earnings are judged and benefit values are unknown, undervalued and, subsequently, overlooked. More today than ever before, it is important for companies to make sure that employees are educated about their "total compensation." Although available for many r...ars, Total Compensation Statements are becoming a more popular tool for ensuring employee awareness of their "total paycheck." In earlier years, human resources personnel spent a lot of time resear:hing and organizing the data required to generate the statements. Technology advances now offer employers the ability to export information directly from their payroll systems, streamlining the effort required to produce the personalized forms, either in-house or by an external vendor. Education for Our Consumer-Em ployees With all the talk about consumer-driven programs, one thing is becoming more evident than ever before: Increased education
6
august 2004
comprehensive communications programs to explain to their employees whats happening in the health care environment, why costs are rising and why they need to take some ownership on the utilization side in the future. Methods for accomplishing this education process include everything from company newsletter articles and employee benefit statements to break room posters and brown bag lunch sessions. Workplace Violence: "Not in My Workplace" is the Attitude Most workers do not recognize the potential warning signs of on-the-job violence, according to a new study commissioned by the American Association of Occupational Health Nurses, Inc. Most Americans feel that their current work environment is safe from threats of workplace violence. Only 12 percent of respondents indicated a level of concern that they will experience an act of workplace violence in their current work environment. Key workplace violence warning signs have been identified by the FBI. When given a list of "red flag" behaviors, less than four percent of respondents were able to identify some of the most common warning signs: changes in mood, personal hardships, mental health issues (depression, anxiety), negative behavior (untrustworthy, lying, bad
attitude), verbal threats and past history of violence. According to the FBI, workplace violence can be defined as any action that may threaten the safety of an employee, impact the employees physical or psychological well-being, or cause damage to company property. Frequently, workplace violence is a result of domestic violence spilling over into the work environment. This can raise issues involving security, employee performance, and employer liability (OSEA Safety
Newsletter) Someone Smells Funky How does management address the situation when an employee complains of a co-workers offensive body odor (BO)? Although most people would rather not get involved in their employees' personal problems, it is important to take a direct and sympathetic approach when dealing with employees. Such a problem cannot be ignored , because if it is left unresolved , it could reduce productivity if the employees ability to work with others is affected. Additionally, if the employee with body odor deals face-to-face with customers, relationships and even sales could be hurt. This problem can result in either an embarrassing situation or, at worst, a potential discrimination claim. For example, if an employees body odor is caused by a medical condition, and if it is not dealt with it correctly, an employer may violate the Americans with Disabilities Act (ADA). Similarly, criticizing an ethnic diet that causes BO could trigger a civil rights complaint under Title Vll of the 1964 Civil Rights Act. Here are the Dos and Don'ts when dealing with body odor problems in the workplace: Do's: • Try to observe the employee's body odor firsthand to confirm complaints. • Discuss the problem with the employee privately, ensuring complete confidentiality • Treat the body odor like any other job-performance issue. Tell the employee there is
greater charlotte biz
a problem and that he or she should take care of it. • Think about what you want to say ahead of time. Be prepared for different scenarios, such as a defensive reaction or legal tangles.
enclosed spaces. As the temperature rises, so does the threat of problems such as heat exhaustion and stroke. Heat exhaustion occurs when body fluids lost in perspiration are not replen-
• Offer appropriate help. For example, suggest seeing a doctor, showering more often or bringing a clean shirt to work.
ished. Symptoms include profuse sweating, a pale or flushed complexion, cramps, dizziness, and nausea.
• Put an end to co-workers' teasing to avoid ost:acizing the employee with body odor. Don'ts:
Heat stroke, a life-threatening problem , is caused by the body's inability to regulate its core temperature. Symptoms of heat
• Ignore or dance around the problem . Be direct and tactfuI.
stroke include an absence of sweating; hot, dry, flushed skin; rapid pulse; high temperature ; confused behavior; and unconsciousness or coma.
• Make assumptions or inquire about the ca1;,se of bcdy odor. • Mention cultural differences, such as diet, that could :rigger bad feelings as well as potential d:scrimination claims. Never ask to have the individual change his/her diet. • De~ve
into medical conditions or otherwise wade into gray areas of ADA. If an employee volunteers that his or
her body odor is caused by a medical condition, listen to this person. It is important not to jump to CoJnclusions. Later, if the employee tenders tl:e requisite letter from his or her doctJr, an employer can determine whether or not they c.re automatically protected. Under the law, a disability is a chronic physical cr mental impairment that "substantially
To keep problems from occurring in the first place, employers can: • Train supervisors to detect, and first-aid workers to treat, the symptoms of heat related disorders.
training, and so forth must meet all of the following requirements in order to not be compensable: 1) the meeting must take place outside working hours; 2) the meeting, training, etc must be voluntary; 3) it
the following precautions: • When working outdoors, wear loose, light
must not be directly related to employee's job; and 4) the employee must not perform any productive work while there. If the time spent in the activity is hours worked
diticn, the best solution is to come up with a way around the problem, whether or not it is legally required. Some possible accom-
great e r charlotte b iz
of hours, which is called a wage payment agreement. If an employer decides to promise such wages, benefits, commissions or bonuses, the policy must be in writing and made available to the employees of the business. Q: lf an employee is required to attend meetings, does the employer pay for the time7
obese, or taking medications that may make them more susceptible to heat-related disorders. ln addition, employers can tell employees who work in hot environments to take
the body's ability to dissipate heat. • Drink plenty of non-alcoholic beverages (especially water) all day, regardless of thirst. • Slow the pace and take breaks.
As the 'dog-days" of summer arrive, employers need to be reminded that these sweltering days can be dangerous for employees who wo rk outdoors or in hot,
come back in one hour, the employer would not be required to pay the employee. The only variation to the rule is if an employer promised the employee a minimum number
A: Any time required by an employer for meetings, training or conferences is considered work time, and the employee must be compensated. Attendance at meetings,
clothing that reflects sunlight and allows sweat to evaporate. Also wear a hat, sunglasses, and sunscreen, as sunburn hinders
Heat Concerns
utes before determining there was no work, the employer must pay and only pay the employee for 15 minutes. If the employee was met at the door and told to go home and
• Install engineering controls at points of high heat production. • Keep an eye on workers who are older,
limits one or more major life activities," including working. If the iosue is caused by a medical con-
modations include enclosure of the employee's work space, use of a fan or other forms of ventilation, and use of antibacterial soaps and deodorants. If unclear about the ADA's requirements, employers may want to consult an employment attorney (HR Magazine)
for actual hours worked, regardless of the amount of time. If an employer assigned an employee to begin work at 9:00 a.m. and then asked the employee to wait for 15 min-
Know the warning signs of heat exhaustion and heat stroke. When symptoms appear, head for a cool place and drink plenty of cool (not cold) fluids. Did You Know?
Q: If an employer assigns an employee a start time, does the law require the employer to begin paying the employee at thattime7 A: The law requires employers to pay hourly and non-exempt salaried employees
for the employee, an employer may choose to pay the employee a different hourly rate than the normal rate. This rate can be as low as the minimum wage. (North Carolina
Labor Ledger) biz The Employers Association is a nonprofit Charlotte organization providing comprehensive human resources and training services. Founded in 1958, the Association ma1ntains a broadbased membership of over 700 companies (rom all industries in the greater Charlotte region. The above excerpts were taken (rom The Management Report, the association's monthly newsletter. For more Information, please call Laura Hampton at 704-522-80 II or v1s1t the Web site at www.employersassoc.com.
august 2004
7
by Lynn Mooney
Art of Cooking
Culinary Arts
Digital Design
C~lottel¥Avt IvW:uut-lV ccF~'
It'¥ c9 w vv NLcJte; Fashion Marketing Guinan first opened the doors to ABF twas the late 1960s and early 1970s in 1973, offering to further students' venwhen Elizabeth Guinan, selftures into business generally as well as the described western North Carolina travel industry, fashion and, Guinans first mountain girl, first came to love, interior design. Charlotte - the "big city" The school initially offered a as it was called back then fashion-marketing program - to attend Queens and a secretarial program, College of Charlotte I'JILOYf?/ CWJCU'"'~ L.rv and later in the decade (now Queens c"Jtu;u-Lottf?/ CU'\d; L¥v No-rtrv University of added an interior · Ccw~for Utlt:ev£o-v riM : n"' , Charlotte). Queens ~,.~, v design program as it was an all-girls ~the-vf?/ W L.rvothe-v petr't}of continued to grow. "It was in school at the time the- COU¥\t"'ry ~to- the- furV\ituYf?/ response to a need Guinan arrived to CU'\d;te4.tfw wu;urke.:t}. T1teMv in the community," study interior design. wu;url<.etJt vnaket peopLe,; CWJCU'"'f?/ of says Guinan. Unfortunately that CU'\d; o.;ppvedatf?/ the- vcU.,ue, of 'There is so much program ended while Ut\t:ev£o-v deM{J-t'1RAI"}:n more awareness in she was attending, so she - Elizabeth Guinan, turned to the next best Ai-CH President Charlotte and in thing - the study of art and North Carolina for ) art history - and unwittingly U ~ interior design than embarked on a course of learning which """ in other parts of the would lead to the creation of her own country due to the furniture and textile school, the American Business and markets. These markets make people Fashion Institute (ABF) and predecessor to aware of and appreciate the value of The Art Institute of Charlotte. interior designers. " > greater charlotte biz
Graphic Design
Interior Design
Multimedia & Web Design
Residential Design
Web Design
august 2004
9
An idea borne of an educational niche
One of Guinan's purposes for starting ABF as an educational institution offering certificates and diplomas (rather than degrees) was to offer a means to fulfill the educational desires of students who thought they weren't traditional college material for reasons including finances, educational background, and the social conditions of the times, particularly with respect to women in the work force. In the early 70s, not only was Guinan breaking the mold as cofounder of her own business during a
socially turbulent time in a southern city, she was laying the groundwork for students
to college, and see them as a niche to whom
we can offer a viable alternative."
to graduate with accredited credentials that
It's not the highly motivated high
would give them the needed entree into the working world . To this day, Guinan's faith in
school student that Guinan hopes to add to the admissions rolls. "We know that they will take care of themselves and successfully
non-traditional post-secondary education remains firm . "I really believe that not every student needs a four-year education," says Guinan. "What they do need are skills and particular training. We look at the community, particularly at high school graduates who are now in their twenties and thirties and never went
get through a four-year program," she explains. It's also not the weakest student who will probably never go to college. Its the middle group of students Guinan seeks -the creative, the talented, but those who choose not to attend college. "It's the kind of program in which a student does not have to spend four years earning a degree," says Guinan. "They have a strong talent, they have the right skills, and they can put together a strong portfolio. They are a good fit for the school. Its fun to see their creativity It's fun to see their excitement at getting a good job and improving their self-esteem by being accomplished and secure in their area. " The schools growth continued in the 1980s with ABF's move to a Park Road location . As the school grew, so did Charlotte, with increasing cultural diversity Guina n says she well remembers the days when everyone in Charlotte looked alike and dressed alike, but she adds that it has changed significantly over the last few decades, in both the city and in her school. "We have much more cultural diversity now, which I think is so exciting," she says. "And l love to see the growth in the arts. Charlotte is a really good place to do business and a really good place to be. And it offers a wealth of op portunities." Growing up but not letting go
Soo. 849-8008 704. 375-8000 334.6526 fax
www.knauffins.com
10
august 2004
Like giving birth to any child, there's a pride and poignancy to its success, and a healthy letting go when the timing is right. Early on Guinan had begun receiving inquiries from prospective purchasers of her school, but held off until the late 90s when the right team, one matching her educational philosophy and believing in her model, knocked at her door: Pittsburgh-based Educational Management Corporation (EDMC), parent company of The Art Institutes International. Were Guinan to sell , her school would join more than 20 Art Institutes located nationwide offering degrees in design, media arts, fashion and the culinary arts.
greater charlotte biz
In 1999, Guinan accepted EDMCs offer to purchase ABF The school was renamed The Art Insti:ute of Charlotte (Ai-CH) and moved to its current campus nestled between Beam, Yorkmont and West Tyvola roads in the LakePointe Plaza complex. "I felt that selling at that point would give the school and its students more of an opportunity to grow and flourish," explains Guinan. After having started the business and watching it grow, it was kind of her baby: She wanted the best for it. Guinan thought she was making a significant life change. She signed a one-year contract to continue as the schools president. Now, five years later, she is still at the helm and steering the school through its next major s:ep - accreditation for its first baccalaureate degrees.
Maturing handsomely Ai-CH has grown very handsomely into its modem educational facility, very office-like with steel and glass. The entryway exhibits the works of both students and visiting artists, and provides passage to graphic design students and others, dwarfed by the huge portfolios slung under their arms. On the second floor, labs are dark and hushed as graphic arts and multi-media Web students sit poised at banks of computers lighted with the glow of their latest projects; their only distraction is the wafting
The Art Institute of ~ Charlotte, Inc. ~
of aromas from the culinary arts bake kitchen and the hopes of samples being presented at the end of class. With a substantial number of programs being offered, the school decided in 1999 to strive for a new educational mission - the awarding of associate degrees in its five programs: culinary arts, fashion marketing, graphic design, multimedia and Web design, and interior design. The new Ai-CH began the arduous process of obtaining state licensing and accreditation for its associate degrees from several agencies, including the UNC >-
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Three lakePointe Plaza 21 I 0 Warer Ridge Parkway Charlotte, NC 28217 Phone: 704-357-8020 President and Co-founder: Elizabeth M. Guinan Employees: I03 (full-time, part-time, adjunct faculty) Founded as: American Business & Fashion Institute in 1973 Owner: Wholly-owned subsidiary ofThe Art Institutes International, Inc. since 1999
f~usiness Success Institute
Parent Company: Education Management Corporation, Pittsburgh, PA Business: Offers associate degrees and certificate programs in Culinary Arts, Interior Desi;;n, Fashion Marketing, Graphic Design, and Multimedia & Web Design as well as eve ing certificate programs. Accredited by the Accrediting Council for Independent Colleges and Schools; licensed by the North Carolina Department of Community Colleges and the University of North Carolina Board of Governors. Parent company Education Management Corporation is among the largest providers of proprietary post-secondary career-oriented education programs in the U.S fo r more than 35 years, and collectively the Art Institutes have graduated more than 125,000 students. www.aich.artinstitutes.edu www.artinstitutes.edu www.edmc.com
greater charlotte biz
>
join us in August as we explore the challenge of managing multiple generations in the workplace. Chapters in Charlotte, Mooresville and Matthews.
For specific dates, times, locations and membership information visit our Web site at www.business-success-institute.com or call Denise Altman at (704} 708-6700.
august 2004
II
Board of Governors and the Accrediting Council for Independent Colleges and Schools. Today, with that completed, with fi ve years of ex']Jerience under its belt, and with the financial bolstering and cloUL of its association with ED!v"!C, the student body numbers nearly 700 per quarter, and staff - ad ministration, faculty and adjunct instructors- number more than 100. As the s:hool has matured, its newest mission is the pursuit of accreditation for two baccalaureate degrees, a Bachelor of Science in fashion marketing and Bachelor
South End is a designer's dream. I['s what we aspire to for our national landscape We look at these old brick buildings through t~e eyes of design.
''I'm often asked what are the business opportunities in interior design in Charloue: relates Faison. "A marker for the need for interior design is growth. We are in a high growth mode in urban and suburban areas. Every building that is going up involves an interior designer specifyi ng materials, finishes, and space planning." Faison, who is licensed in Florida, has developed her curriculum to meet the standards of several bodies including the American Society of Interior Designers (ASID), the American
-joan Fasion, Director
Institute of Architecture (AlA), the
ational
of Science in interior design. Ai-CH made
areas, but tackle the rigorous six-quarter pro-
Council for Interior Design Q ualification
application for accreditation last year with
gram to pursue their love of the a-ts while
(NCIDQ, a qualification testing body),
hopes of offering its first four-year degrees
holding down jobs and going to s.::hool in
and the Intern ational Interi or Design
in 2005.
the evening. All participate in internships in
Association (llDA).
area businesses. Many make Char otte home,
Well-designed While aJ the Ai-CH programs can boast great success placing graduates, the interior design program has a natural fit within
plying their new craft in residential and commercial design working for aP-a design employers and architectural firms
Welcomed by the community Support for the Ai-CH program comes from a program advisory committee whose
Joan Faison, interior design :tcademic
members work in the field , often in the
Charlotte's design community. Since 1999,
director for six years, rewrote the certificate
South End district, known for its design
84 students have received associate degrees in interior design; 54 have earned certificates. Many in the certificate program already hold a four-year degree in other
program and wrote both the associate and
businesses. "We rely heavily on the business in the
baccalaureate level curricula. She has watched the tremendous growth of ABF and
South End to teach our students," says
the transition to Ai-CH.
Faison. 'Tile business owners guest lecture
Success begins w ith a solid foundation. The Bclk College MBA at UNC Charlorrc offers: Flexibility. .. • MBA program designed for working professionals • classes on the main campus and in uptown Charlotte • evening da.sscs d1at n1cct o nce a week • adaptable course loads Faculty.. . • 68 graduate tacu lt)' with PhDs • largest faculty of any Charlotrc MBA program Cmmmmity Connections. . . • MBA sn1denrs representing 200+ companies • executive guest speakers shaiing management cxpciiencc • networking oppornulities with alum11i and business leaders AACSB Accreditation. ..
• most prestigious national and international accreditation • held by only one-third of all business schools
The Belk College M:BA hosts monthly information sessions for prospective students and accepts applications for admission year-round.
For a schedul e of upcom ing programs, visit mba.uncc.edu or call 704-687-2569. Information sessions are held both in the University C ity area and Uptown . New srudems may begi n d1e program in August, January or May.
BELK COLLEGE OF BUSINESS
MBA
lNC(}IARIDTIE Visit LIS on d1e web at mba .uncc.cdu
12
augL st 2004
greater charlotte bi:;:
to classes. Lighting experts, kitchen and bath owners share inside success stories. They expose our students to the design resources that are available in Charlotte. "South End is a designers dream. lls what we aspire lO for our national landscape. We look at these old brick buildings through the eyes of design." Interior design students measure the footprints of all of Charlotte's most notable buildings- the one with the "church" on top, the one with the "crown" and the one that looks like an "ice cream cone." Charlotteans drive by the bui ldings each day and work in these spaces that are the products of students and interior design practitioners. "We teach people who ultimately work, stay, and give back to the economy of Charloue," says Faison . "What l hope we do is give these businesses a bevy of designers who are being tra ined to work and live and function in this city." Graduating to a new level
Eventually, as the typical program draws lOan end, students who began as wide-eyed beginners a mere seven quarters ago place their portfolios of work on display for faculty and future employers. The stakes are high. Tens of thousands of dollars of studen t loans need to be paid off. jobs need to be secured. And while a walk across a graduation stage m front of faculty, friends and family is confirmation that something has been accomplished. For Ai-CH graduates there is no better reward and validation than employment, and with job placement figures near 100 percent each quarter, Ai-CH's credibility in the business community ranks high. For Guinan, the joy of seeing her graduates move lO a beuer place continues. She retains her presidency with the underpinning of EDMC. For Faison, she is taking a well-earned respite lO devote herself fu lltime to completing a masters degree. But not long aft.er she announced her resignation as academic director, she shared that she will return to the Ai-CH interior design program as an adjunct faculty member this fall. For both of them , being involved at AiCH is their way of ensuring the next crop of designers leave their creative footprint on the future of Charloue. biz
During the month of August. .. anyone who plays Regent Park for the first time and lets us know when they check in will receive a free round of golf on us. Some restrictions apply. The round will be valid for one month from the day of their initial purchase. Rates as of August 1, 2004 Twilight Regular Mon-Thurs: $45 Senior Mon-Thurs only: $25 after 3pm Fr: $49 Sat-Sun-Hoi: $54
Mon-Thurs: $30 Fr: $35 Sat-Sun-Hoi: $40
Our tournament operations staff has early a,.decade of experience.
Call for details: (704) 547-0023 or (803) 547-1300 or see www.regentparkgolfclub.com • #1 Daily Fee Golf Facility In Charlotte • Voted Charlotte's Best For The Past Four Years • 26 Acre Lighted Practice Complex • PGA and LPGA Professionals offer personal and group instruction for golfers of all skill levels • New covered teeing areas • Practice memberships available
GOLF CLUB AND ACADEMY
• Turnkey Tournament Administration Located 15 minutes from Uptown. 1-77 south to exit 90. turn left. Go 112 mole on US 21 , turn left.
704.547.0023.803.547.1300.800.671.5550
Lynn Moone; is a Charlotte-based freelance wnter.
greater charlotte biz
august 2004
13
Continental Tire Bowl Generates Over $9 Million In Visitor Spending Excerpts provided by Mike Applegate, Market Research Analyst, Vi sit Charlotte
V
isit Charlotte , the Charlotte Convention & Visitors Bureau,
Total Visitor Economic Impact
recently completed a tourism economic impact study of the Continental Tire Bowl held in Charlotte last December. A few key results are as follows:
tlra
• 76% of spectators were from outside of Mecklenburg County
....E" $12,ooo,ooo
+ - - ----t $2,IOO,GDO 1--- - - - 1
•!::! $10 ,000,000
-t------1
g 0 ail
+----
E
• Visitors injected $9.2 million of direct spending into Charlottes economy
.s..
• Overnight travelers generated 75% of the spending, day travelers 25%
$16,000,000 . - - - - - - - - - - - - - - - - , $1 $14,000,000 + - - - ---,.-----..;....-.,.--- - - - j
'iii
>
$8 ,000,000
$6 ,000,000 - + - - - $ 4,000,000 -+----$2,000,000
• 85% of overnight travelers stayed in a
-t----
$0 - t - - - -
hotel with approximately 2.7 occupants per room and a 1.5 night length of stay
Cavaliers squared off in the 2003 game held
• Overnight visitors consumed nearly 10,000 hotel rooms The most exciting finding, however, is that, through the use of Charlottes Tourism Impact Model, it is estimated that the $9.2 million in visitor direct spending resulted in an economic impact of sligh tly more than $14 million to our economy!
How the Study was Conducted Prior to mailing of questionnaires, analyses of the Raycom Sports, Ticketmaster, University of Pittsburgh and University of Virginia sales lists were performed by Visit Charlotte and Raycom Sports to estimate the number of visitors (non-Mecklenburg County residents) who were present among the 45,728 total in attendance as the University of Pittsburgh Panthers and the University of Virginia
in Ericsson Stadium on December 27 , 2003. After controlling for the number of Mecklenburg County residents on all ticket sales Lists, it was estimated that 76%, or 34,859 of the 45,728 total spectators in attendance for the game were visitors (nonMecklenburg County residents) to Charlotte. See Figure 1. A total sample of 1,876 nonMecklenburg residents was drawn from the Raycom and Ticketmaster sales lists. Each ticket purchaser in the sample was mailed a questionnaire. A total of 525 completed responses were received -a 28% response rate with a +/- 4.3% margin of error.
Direct Visitor Spending The Visit Charlotte/Continental Tire Bowl survey found that adult visitors to Charlotte for the game spent, on average,
Figure I Ticket Vendor Raycom Sports Ticketmaster University of Pittsburgh University of Virginia Total
14
august 200 4
• Induced D Ind irect • Direct
Total Number of Tickets Sold
Number of Tickets Sold to Non Meek Residents
9,650 7,809 6,488 21,78 1 45,728
734 5,856 6,488 21,78 1 34,859
$289 per person, per trip , while chi ldren under 18 spent, on average, $115 per person, per trip. The total average party size reported in the study was 4.4 comprised of 3.75 adults (85 %) and 0.67 children (15 %). From the study it is estimated that 85 % of the 34,859 total visitors in attendance were adults (29 ,630) and thus attributed the average adult spending per trip of $289. The remaining 15% were children (5,229) and attributed the average child spending per trip of $115 . By multiplying the number of adult visiting spectators at the game (29,630) by the average spending per adult per trip reported ($289) , and the number of children visiting spectators at the game (5,229) by the average spending per child per trip reported ($115), the study estimates that the 2003 Continental Tire Bowl injected direct visitor spending of $9.2 million into Charlottes economy.
Overnight vs. Day Visitor Spending Sixty-one percent of respondents stayed overnight while 39% were day-trippers. Projected to the 34,859 visitors in attendance, 21,264 were overnight visitors and
(Continued on page 39)
greater charlotte biz
BY
DESIGN TM
DEDICATE) TO CHARLOTTE'S DE>IGN DISTRICT
j
SPECIAL PULL-OUT SUPPLEME\IT
AUGUST 1004
by Susanne Deitzel
Center Ci Growth Pains and Gains Partners~ip fas~ions formulas for Greater Growl~ "Individual commitment to a group effort - that
is what makes a team work, a company work, a society work, a civilization work." -
Vince Lombardi
ick a local hot-button issue - any local issue. Chances are, if you research it hard enough you are going to end up seeing several quotes from Tim Newman, president of Charlotte Center City Partners. Whether it involves mass transit, CATS and light rail; the new arena construction; crime; parking; or historic preservation versus economic development the debate is raging in his backyard. Newman's backyard is the comer of Fourth and Tryon, where, from the 19th floor of the First Citizens Bank Building, he keeps an eye out for opportunity and a finger in most of the crucial development decisions that cross the Queen City's borders. Charlotte Center City Partners, or CCCP, spearheads Center City as a Business Improvement District. According to Newman, "CCCP is responsible for the promotion, development and management of all things Center City, and more recently, South End." The l-77 loop to Central Piedmont Community College (CPCC) on
P
greater charlotte biz
Independence Boulevard, and the area down South Boulevard and Tryon Street to Remount Road, is shepherded by Newman , his twelve employees and a formidable board of directors. He is a highly visible and much appreciated figure in the city's recent expansion efforts. His most high-profile achievements include the courtship of johnson and Wales University, as well as the coordination of successful negotiations to up-fit the old Convention Center after several previously failed attempts. Management, Migration, Marriages
CCCP's involvement in these partnerships varies according to need. Says Newman, "Sometimes, such as in the johnson and Wales recruitment, we are active in matching up the appropriate parties. Other times we are involved in making a case for various projects, like the Convention Center up-fit, to city and county government. ln others, we are directly involved in negotiations. We are here to be of the best use we can to the city's interests, and that varies case by case." >-
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One thing that is standard for Newman and CCCP is an irrefutable passion and commitment to take the city to "the next level. " Remarks Newman , "What makes a business district successful is when you can generate as much activi ty as you can accommodate, 24 hours a day, 7 days a week. The more feet on the street, the more options you have as a city, the more variety in the lifestyle, and the more safety and vi tality are assured." The addition of j ohnson and Wales Q&W) demonstrates this tenet nicely. j &W has created a spark throughout Third Ward by augmenting the vision for Gateway Village to become a thriving pan of Center City. The area is now a thoroughfare of new retail shops, small businesses, and the freshlooking campus of the renowned culinary and service institute. The sidewalks are full of young professionals and soon-to-be students armed with cups of coffee or water bottles. Plus, Center
"Daniel, Ratlitf & Company has been more than an accountant to us, they have been a true business par1ner in helping us get the righ: information to manage our business."
Co-owner ofRed RockS Restaurant, with liJcations on Providence Rd. in Charwttt and at Birkditk Vi/loge in Hzmtersvilk.
www.darielralliH.com 301 S. McDowell Street Suite 502 Charlotte, NC 28204
125 E Plaza Drive Suite 101 Mooresville, NC 28115
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' S4
it all Adds up. augu st 2004
interest in our projects, as do Duke Power and BellSouth, by virtue of their property investment. " "But," he adds, "property investment is not the only consideration motivating their interest. There is also a sincere desire to maintain a prosperous and safe environment as well as attractive ameni ties to serve the imerests and needs of a diverse workforce." The levy covers the cost of CCCP personnel, the materials for maps, signs, Oags and other promotional collateral for Tryon Street, as well as direct expend itures incurred in the production of downtown events, including Charlotte Mecklenburg city services necessary to keep the streets clean, Charlotte Mecklenburg police required for security, and rental items such as tables, tents, sound stages, and so forth. Considered complementary to prospecting, advocating and solidifyi ng economic development in Center City
City's crime statistics are lower now than anywhere else in the city.
Charlotte, CCCP manages and produces more than a dozen festivals and events in the Center City including the awa rd-win-
Says Newman of the phenomenon , 'The school is set to open in September, but has already exceeded our expectations. We
J&W and the Compass Group), the Continental Tire Bowl Pep Rally, Wachovia
antici pated between 800 and 950 students for the fi rst yea r, butj &W has 1,200 students scheduled. By full build-out in 2008, the expected 3,000 students could reasonably grow to four or five thousand." Newman attributes this success to a ombination of factors. "Charlotte is very fortunate to have great leadership. Its future was seeded by the vision of Hugh McColl, Ed Crutchfield and Bill Lee, and has been furthered by the commitment and talent of leaders like Ken Lewis, Ken Thompson and Tom Hughes, and relative newcomers like Krista Tillman and Art Gallagher." Newman also places a lot of value in the extraordinarily cooperative and unified atmosphere among business leaders, local government and neighborhood representatives, which fuels the evolution of the city. "These groups help us to achieve a synthesis of all the various interests at the table. This way we increase our knowledge base, and subsequently, our productivity." CCCP is fund ed by a municipal service levy of $1.5 million dollars paid by the various property owners of Center City. Says Newman, "The banks have a significant
ning Charlotte Shout 2004 (in concert with
Off the Wall Movie Fest, the Sunset j azz Fest, the Center City Green Market, Taste of the Nation, the new Heritage Festi val, Holidays in the City. Says Newman, "You have to keep the fo rmula in balance; the city must be a great place to live, work and play." Pushing Buttons
It all sounds great, so why so much controversy? Well , there was the 2001 ballot referendum to fund the new arena, which was rejected. Since the arena found its way into the city anyway, many voters felt their voices were being ignored . However, what many people may not realize is that the current arena is in a completely different location and funded by a completely diffe rent financial package than what was presented in the referendum . Explains Newman, "When looking at the referendum that failed , and the fmal solution the partners arrived at, you are really talking about apples and oranges. The arena is fund ed by hospitality- related taxes that must be used for tourism-centered
greater charl o tte biz
projects. This plan fuels the continued economic development around the arena by feeding into the tax base that funds il. ll has been a very successful recipe elsewhere, and it will be successful here." He adds, "The arena all-i n capital investment was $265 million do llars; $200 million for the building, and $65 billion for the land and infrastructure. That amount is already being anticipated in a lax base being created by two groundbreaking, high-rise residential (:rojects and the up-fining of the old Convention Center. And , there is more to come. There is a master plan for develop-
Charlotte Center City Partners (CCCP) , U \II< a non-profit corporation u"'' l 128 S.Tryon St.,Ste.l960 Charlotte, N.C. 28202 Phone: 704-332-2227 or 1-888-4-CHARLOTTE Employees: 12 full-time Board: Made up of representatives from Center City businesses, the Greater Charlotte Chamber of Commerce, city government and hospitality, arts, cultural and residential entities.
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addresses productivity I Life nme Warranty I Profe siona l planning & design I Come see for
Formation: Business leaders, Center City residents and city government formed Charlotte Center City Partners in 1979 for the purpose of facilitating and coordinating public and private development of the Center City.
yourself or ca ll for Evolve Systems creative ideas and pos;ibili ties I
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Function: Facilitates improvements in climate of the Center City and South End District for business, retail and residences. Provides economic development, management and promotion of Center City Charlotte. Also manages and produces Center City events.
Eddie Grier 704 375-3375
Notable Successes: Facilitating the recruitment of Johnson and Wales University, negotiations with Spectrum Properties to up-fit the old Charlotte Convention Center, aiding in plans for two new high-rise condominiums, and awards such as IDA (International Downtown Association) for Charlotte Shout event.
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•
CHARLOTTE
•
HICKORY
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STATESVILLE
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7th and 9th Street, and more private sector initiatives on the horizon. I say we should let the results speak for themselves. " Newman holcis the same philosophy with regard to the debate over funding of CATS (CharloLLe Area Mass Transit) initiatives that continues to rage. "First of all, we cannot hope to improve our air quality relying on single-occupant auto traffic as we have in the past. The federal government recognizes this, and is expected to set aside one-half of the cost for the project of light rail, streetcars and a multi-modal station. State government !-_as footed one-quarter of the bill, and the rest is covered in a dedicated revenue stream established by a 1998 referendum approving a one-half percent sales tax increase." ewman says that while it has taken five years to get the trolley on the tracks, during the time the project was underway there was over $40D million in investments along the corridor in which it runs. He emphasizes, "That is activity generated by the trolley in essentially a non-transit function; once the additional three cars are installed this fall, it will truly fulfill a major
function and create large scale incentives for investment." Newman chooses mass transit for Urnself whenever practical. "Our buses are nice, on-time and well-connected. This provides a reliable and safe new option for transport. Considering the right-of-way and other issues limiting our present options for h~gh way growth, initial investment in this area will help get us where we need to be for future transit options." Progress and Evolution
These initiatives were included in the original "2010 Plan," a blueprint for the city's strategic growth, and while there is an ongoing discussion about updating this plan or proposing a "2015 Plan," the results t>Jdate are reportedly favorable. "The transit plan has changed, the arena is in a completely different site, an:i the education corridor including CPCC, johnson and Wales and johnson C. Smith might be expanded. The evolution of the plan has required certain accommodations, but we feel our progress to be very positive," says Newman.
1950 Abbott St. • Suite 604 Charlotte, NC 28203 In Camden West Village • Historic South End
704-344-9736 Call for Directions • Available Through Your Interior Designer
CCCP's optimism extends to the ability to preserve valid historical assets like those undertaken in Spirit Square, the Historic Trolley and St. Peter's Church, but explains that preservation must have a purpose." We undertake preservation passionately where it is a best-fit and can provide a function to the area. We don't believe in preservation just for preservation's sake." While negotiating the multitude of strongly divisive issues, Newman has shown the ability to evaluate many points of view and the strength to continue moving forward with general consensus. "While there may be disagreements by issue, all of the parties involved have the same mission: for Charlotte live up to its potential." By all accounts, things are going well. Center City Charlotte is currently benefiting from $1 billion in construction value after construction, and the vacancy rate is on a decline. According to CCCP, there is a renewed interest in office space, a boom that fueled the expansion of the 1990s, and light industrial initiatives are being considered in South End. In addition to the big hitters like j&W and the Charlotte Bobcats, sundry smaller businesses have opted for Charlotte over competing cities. These additions continue to diversify the city's economic base, which Newman says was paramount in seeing us through the past, tough economic cycle. "Charlotte was able to experience significant growth through the challenges of the economic downturn, the 9/11 disaster, and losing the Hornets," says Newman, "That says quite a bit for the strength and commitment of the community" Newman has also been involved with other city leaders like Ken Thompson of Wachovia and Michael Tarwater of Carolinas Health Care in 'Business Strengthening America' Initiatives. This collaboration has culminated in the addition of new playgrounds in Progress Park and Idlewild Elementary School. Newman concludes, "The thing I love most about this city is watching it grow, and seeing it enjoyed by everyone- regardless of their economic situation . We are going to continue growing the job base- because the best social program in the world is a job and watch the city become more fortified in the process." biz Susanne Deitzel is a Charlotte-based freelance writer.
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august 2::J04
greater charlotte biz
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Historic South End connects to the south side of the Center City along Tryon Street, South Boulevard and the Vintage Trolley line. This map cow1esy of Char·lotte CcnU:r City Partners. See full-si::ed version as well as additional information on their Web stte at wwwcharlottecenternty.org, or at the partners' Web sites at WMI( visitcharlotte.org and IVIVII(historicsoutheru:l.com.
On the cover
August 2004 Publisher John Paul Galles gall es@greatercharlottebiz.com
Associate Publisher/Editor Maryl A. Lane maryl.a.lane@greatercharlottebiz.com
Creative Director Paul Bond pbond@greate rch arlottebiz.com South End ty Design is publ ished by Galles Communiotions Group, Inc. • 560 I 77 Center Drive, Suite 250 • Charlotte, NC 282 17-0735 • 704.676.5850 Phone • 704.676.5853 Fax • www.greatercharlottebiz.com © C opyright 2004 by Galles
Communications Group.l nc .A II rights reserved. T hE: information contai ned herein has been obtained from sources believed t o be reliable . H owever, Ga lles Commun ications Gro up, Inc. rr.akes no v.ar ranty to t he accuracy or reliability of th is infor mation. Products named in these pages are trade names or
trademarks d their respective companies.Views expressed herein are not nece..sarily those of Greater Charlotte Biz or G alles C ommunicatons GrouJ,Inc. No part of this publication may be reproduced or transmitted in any form or by any means without written perrr ission from the publ isher.
greater charlott e b iz
Wil Bosbyshell is the featured local artist on the SEBD cover and the Centertold Map. A gifted and accomplished painter of cityscapes from Chicago to Paris, he has turned his attention to his home of Charlotte, intrigued by South End's lighting and shadows combined with the buildings, trolley and street lights since he moved his studio there in the late '90s. He has recently completed a series of artwork exclusively of the South End in oil, watercolor, pastel, color pencil and graphite. The series has already garnered national recognition with an article featuring the paintings in Watercolor, an American Artist magazine. The Charlotte Art League is hosting the exhibition of his paintings and others inspired by the architecture and surroundings of Charlotte's Historic South End. In addition to being open to the public during the Art League's normal hours, the exhibition will have two opening receptions on Friday, August 6 and again on Friday, September 3, 2004, as part of the Southend Gallery Crawl. For more information: www.bosbyshellart.com, 704-527-3065; www.charlotteartleague.org, "South End"Theme Show, Aug. 6- Sept. 29, 2004, 704-334-5331 .
august 2004 S7
by Dorothy J. Waterfill
South End BY
DESIG N
South End esign District Building a Design Community Paris, Milan, New York City, Chicago, San Francisco . .. Charlotte7 When one names the worlds great design cities, Charlotte is unlikely to make the list - yet. As Charlotte is growing into a more significant participant in the world economy, having already achieved the status as a major financial center, the city is becoming a notable player in the design industry as well. Great design cities have design destinations. The focal point of Charlottes design industry is the historic South End neighborhood. Less than 10 years ago , South End was home to approximately 30 businesses in the greater design indust . Today, the community boasts more than 200 design-related businesses.
South End Design DistrictHistoric South End
ln addition to showrooms for imported stone , high-end kitchen appliances, fabric and Ooor coverings, lighti ng and bath f tures, and other design products, the self-styled "S uth End Design
Origins: In 1995, the nonprofit SouthEnd Devdopment Corporation (SEDC) (today known as Histaric South End (HSE)) was formed "to establish and pronltJte a positive identity for South End to encourage economic development, pedestrian activity and a vibrant envir:mment; heighten awareness of the area's rich history; oeate a sense of community among business and
property owners; build bridges between the business comnmnity, the Dilworth and Wilmore neighborhoods,
District" includes architects, builders, interior and landscape designers, graphic and web designers, photographers, advertising agencies, publishing companies and other busin s s in the greater design industry. What factors have led to the establishment and growth of this Design District7 And how does Charlottes Design District compare to the design centers of other major cities and to the trends within the design industry nationwide? >
and the City of Charlotte; and fulfi ll the vision behind the City's urban corridor program by attracting private resources to continue the revitalization efforts." ln 1999, the city of Charlotte created a special taxing &strict to fund those activities. Today Historic South End runs from Morehead Street on the north to Remount Road on the south, and from South Boulevard on the east to So!lth Tryon Street and Winnifred Street on the west. 3-ecently, HSE became a part of Charlotte Center City .?artners, and is overseen by CCCP's Board of Directors, with two members from the HSE Board. The HSE board is becoming a neighborhood advocacy group, calle.J Friends of Historic South End, and will meet on a regulnr basis.
greater charlotte biz
august 2004
59
T ere are three key factors that have in!luerced the growth of Charloue's design i'ldustry The first is resources. North Carolina nas a rich history in the manufact re of fu-niture and related home-design products, with major wholesale markets in High Point and Hickory. "Mar.y years ago, this region dislinguisled :t..>elf as a top textile center and top furri.ture manufacturing center," says Tony Fres;ley, p-esident and CEO of MECA Properties, a major developer of the South End area. "Those rewurces made this area a natualto emerge as a player in home design. " The :::harlone area's growth is the second imt=Urtanl factor in the development of the design industry In the past ten years (1993 to 2002 according to t~e Charlotte Chamber of Conmerce), announced new businesses in Charloue-Mecklenburg have accounted for $8.6 btllion in investment by 8,869 firms whch created jobs for 75,926 people and absorbed 96.2 million square feet of space. Mecklenb..trg County has averaged 14,404 residentia.. building permits each of the past five yeaG according to the CharlotteMecklenturg Building Standards Department
for the years 1999 through 2003. At the samE t:me, Charlotte has become the nation's secend 13rgest financial cener. The influx of people to Charbtte and t1e a·:cess to capital ha3 made Cha-Iotte a prime location for a design center,'· Pressley continues. "Today's burgeoning SoLth End esign industry has become a verti.:al economy within a dynamic city and regior.. " ·'As Charlotte has grown and lhe community has become more di\·erse, 1he demand for a diversity of design products and services has increased as well,' notes john Vieregg of Interiors Marketplc.ce whid opened in the Atherton Mill complex in 1993, a "pioneer" in the South Enc Design District. Interiors Marketplace curr=ntly feawres art, antiques, and fumi -hings: and ~ cce,sories for home and garden fc r retail sale by over 85 different Irerchant,. When he relocated to Charloce from Texas 30 years ago, architect Reg !'-armour, s:enicr partner at Narmour Wright Associates, was surpris~d by the ci y's design environment. "Everyor.e in Charlene was hapF)' with the same tried and true design <.t that time,'' Narmour recalls. "As more
p60pL -e!ocated to Chc..rlotte, ti-n:: was a gnwirg :lemand fo r :::.LTerent l ex·-~ Not everyore wanted a C:li•Jnial or C-t. .gian hc·me. c·r P-d brick Fec•ple wantd stt.:cco. sto· ne c.nd other exteo:Ys, and irL: r :: G bccam::: more comerrporary. Cha:.c:te's av-arem.s:s of gooC. dtsi.~n and d~1md for .gcod usign has sub=ta:~ Li ally in...~£:~5ed in tre pasr LO years." \V·f:·. the influx :;ftransplart3 md tht gowth ~f the city, Charlotte cor..s>:oers be gar. ~ loring lifes-yl::: options ot.:tside otre trrltional suburbs: design e:::Jt.ctatior.s w: re J.l, o impacted. ' Ox:e people bc:g;m living c.r s-ea la..:es, ·laere became;; market fo:- ~ Ji~w-oo erted ·restyle. Horr.es 1.eeded clr:i.ruanc c•::antinued :;J] page 51..51
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S!O
aJgust 2. 004
g rea: E r char Io-: t e t i:z
Busi ness Nam e:
Add ress:
Phon e Nu m be r :
W e b Address:
Bensussen Deutsch & Associates, Inc . Boone Oakley Advertising Concentric Marketi ng Elevator Channel Image Marketing USA Keen Branding Kline Creative Marketing Solutions Melissa Matthews PRStore RAGGS LLC RMG3 Selective Marketing Communications Inc . Set? Communicate! Sterrett Dymond Stewart The Maxim Agency, LLC The Thompson Agency YNOA Advertising
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Anderson Pearson Architecture Beacon Engineering Brown & Caldwell Fryday & Doyne Greenbriar Design Group HNTB North Carolina, PC Hunter Structural Consulting Engineers Kent Lineberger Architecture McClure Nicholson and Montgomery Architects Mind's Eye Architecture Narmour Wright Associates LLC Overcash Demmitt Perkins +Will Pursley Veltman Architecture R3 Engineering Schrader Design Inc. Shook Kelley, Inc . Stephen W.Tullock, AlA The RBA Group Via II Architects PA Willis Engineers Wood Architecture
I 15 E. Park Ave. Suite E 1900 Abbott S~ Suite I OS 309 E. Morehead St. Suite 160 118 E. Kingston Ave. Suite 37 21 08 South Blvd. Suite I 14 21 08 South Blvd. 1900 Abbott S~ Suite I03 2108 South Blvd. Suite I 03 2108 South Blvd. SUite I I0 1950 Abbott 5~ Suite 60S 127 W. Worthington Ave. Suite 206 IS20 South Blvd. Suite 200 I I00 S. Tryon St.SUite 300 2000 South Blvd. Studio 620 1900 Abbott St. Su1te IOS 2930 Camden Rd. Suite 2020 2151 Hawkins St. Su1te 400 I I0 I South Blvd. Suite 200 1900 Abbott St. Suite I0 I 1930 Camden Rd. Suite 2025 1520 South Blvd. Su1te 210 206 E. Tremont Ave. Suite A
704-333-5S30 704-39S-270S 704-358-7204 704-372-000 I 704-347-4972 704-372-8020 704-442-7260 704-334-6366 704-322-6763 704-373-310 I 704-376-6000 704-332-161 s 704-3 43 -9900 704-333-S222 704-362-51 00 704-377-2220 704-377-0661 704-339-0096 704-344-9098 704-377-9799 704-377-9844 704-358-9393
Anderes Custom Homes BB Contracting Co. Beazer Homes Chiott Custom Homes Christopher Phelps and Associates Citiline LLC D.R. Horton Dillon Homes Hill Partners. Inc . Komoulas Builders Lee Morgan Inc. General Contractors MECA Properties MH Leonard Construction Inc. Price Davis Construction Prodigy Homes LLC St lawrence Home Design Center Whelchel Builders
127 W. Worthington Ave . Swte I06 3 12 W.Tremont Ave . 1300 South Blvd. Suite K 1800 Camden Rd. Suite 20 I 225 E.Worthington Ave. SUite 200 I 18 E. Kingston Ave. I I00 S. Tryon St. SUite I00 2123 S.Tryon S~ I 0 I W. Worthington Ave. Suite 204 205 W.Worthington Ave. 2108 South Blvd. SUite 200 1800 Camden Rd. Suite I 09 118 West Blvd. 1928 South Blvd. Suite 300 21 08 South Blvd. I04 1930 Camden Rd. Suite 2040 2151 Hawkins St. Su1te 200
704-347-0114 704-376-8568 704-370-7200 704-333-6055 704-377-5569 704-375-7485 704-377-2006 704 -332-2285 704 -551-2202 704-375-61 00 704-348-1460 704-372-0005 704-333-2221 704-342-1025 704-332-2038 704-373-9272 704-377-1334
American Specialty Windows & Door. Inc. Anointed Flooring BB Supply Company. Inc Carolina Custom Millwork, Inc. Ceramic Tile Imports Charlotte Cabinets Inc . Creative Cabinetry Crossland Studio Design Centers International Home Resource Dilworth Antique Lighting Donlon & Merrell Designs Downsview Kitchens Dream Kitchens of the Carolinas. LLC Ferguson Bath, Kitchen. and Lighting Fixtures First Light Lighting Systems HADCO Hughes Supply Inc lllumineries on South Katyna Light and Design Lescare of the Carolinas, LLC Light Appeal by Rita Witt Masterpiece Paint Store M1chael N. Kmg and Associates Murray Supply Co. Porter Pa1ncs/PPG Architectural Fin1shes Quality Marble and Granite LLC Renaissance Tile and Bath Inc . Sie Matic Corporation S1mpson's L1ghting Southeast Buillder Supply Southern Flooring & Acoustical Co. Southern Lighting Stock Building Supply The Hardwood Company The Stone library by Malav Westye Group Southeast, Inc . Whexim Floonng Window and Door Pros World Stone Fabncators
127 W. Worthington Ave . Suite I03 W. Morehead St. 312 W.TremontAve. 122 W. Bland St. 191 0 South Blvd. SUite I I0 1920 Cleveland Ave. 2220 S. Tryon s~ 118 E. Kingston Ave. Suite I 00 1300 South Blvd. Suite C 307-M W.Tremont Ave. 118 E. Kingston Ave . Su1te 21 21 16 Hawkins St. Suite 500 2406 Dunavant St. 2000 South Blvd. 2504 Dunavant St. 101 W.Worthington Ave . Suite 1927 S. Tryon S~ 2000 South Blvd. Suite 520 220 East Blvd. 2220 Hawkins St. I 15 E. Park Ave. SUite C 130 West Blvd. 2139 S.Tryon St. 2235 Hawkins St. 2433 South Blvd. 240 I Dunavant St. 2041 South Blvd. Su1te A 2041 South Blvd. Suite D II 12 South Blvd. 127 W. Worthington Ave. Suite 214 W. Tremont Ave. 21 16 Hawkins St. I0 I W. Worthington Ave. SUite 1910 South Blvd. Suite I I0 I0 I W. Worthington Ave. SUite 127 W. Worthington Ave. Suite 307-J W Tremont Ave. 1515 S.Tryon s~ 2300 Distribution St.
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www.aswd.net
ASI Modulex Design/joe Sonderman Fabrix Gaines Brown Design Gelbach Designs Inc . Signs Now
1930 Abbott St. Su1te 404 1515 S. Tryon S~ Suite 300 207 W. Worthington Ave. 1520 S.Tryon s~ 2405 Dunavant St. 13S W. Morehead St.
704-333-1123 704-376-0803 704-334-0669 704-334-1442 704-339-0785 704-343-9619
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www.bbcontractingco.com www.beazer.com www.chiottcustomhomes.com www.christopherphelps.com www.urbaningenuity.com www.drhorton.com www.h1llpartnersinc.com www.kontoulasbuilders.com www.leemorgan1nc.com www.mecaproperties.com www.pricedavis .com www.prodigy-homes.com www.stlh.com www.whekhelbuilders.com
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oJTe-;
'' rich Mriety of ,Jrolucts and se--vices. 'io /wr11 more awu. the Desipz Disnict vl'it Ll1ese b11sin ?sses ,,. tlt eir \11.-?b .; ites.
august 20Qc.
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DEDICATED .:1
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DISTRICT
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.LPP_:M:~r
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Busi ness Name:
: UNCC/Charlotte Communi
Desi n Center
Antika Galleria Art Source and Design Artbar rticre Gallery Carolina Clay Connection
Charlotte Art League Clay on Camden
Elder Art Gallery Hidell Brooks Gallery
McColl Fine Art Terri Otten The Alley Gallery
Address:
Phone Number :
W e b Address:
1930 Camden Rd. Suite 1010
704-330-4336
www.coa.uncc.edu
I 25·A Remont Rd. 1950 Abbott SL Suite 604 ISO I 5.Tryon St. 2041 South Blv . 2132 Hawkins St. 1517 Camden Rd. I 5 I0 Camden Rd. 1427 South Blvd. Suite 101 1910 South Blvd. Suite 130 208 East Blvd. I 18 E. Kingston Ave. I 5 I0 Camden Rd.
704-523-7220 704-344-9736 704-333-8224 704-376-5881 704-376-7221 704-376-2787 704-790-2326 704-370-6337 704-334-7302 704-333-5983
www.antikagalleria.com www.artsourcedesign.com www.artbarsouth .com
Tony Griffin Studio
"f. ler Galleries
704-372-8666 704-370-6100 704-377-5888 704-333-4420 704-343-9280
118 E. Kingston Ave. 228 E. Kingston Ave. Suite F 2130 South Blvd. 1414 $.Tryon St. Suite A 1817 Hawkin's St. 2327 Distribution St. 2151 Hawkins St. Suite 300 2000 South Blvd. Suite 530 221 0 Hawkins St. 2326 Distribution St. 2000 South Blvd. Suite 200 1614 South Blvd. 20 I W. Tremont Ave. 21 I 6 Hawkins St. Suite I00 2000 South Blvd. Suite 410 120 W. Worthington Ave . I00 E. Park Ave. 129 West Blvd. 21 16 Hawkins St. Suite 300 171 0 Camden Rd. 2321-A Distribution St. 128 E. Park Ave. 1616 Camden Rd. 2600 South Blvd. I 514 Camden Rd. I 09 W. Morehead St. 121 W. Kingston Ave. 349 W.Tremont Ave. Suite C 125 Remount Rd.
704-375-0902 704-331-9484 704-342-4600 704-333-3123 704-332-5454 704-377-6800 704-333-3839 704-333-0995 704-334-2110 704-375-3375 704-377-6226 704-347-2277 704-370-0066 704-377-9277 704-333-355 I 704-377-5733 704-372-3320 704-333-9296 704-333-7799 704-373-4098 704-372-3880 704-916-0 I 52 704-353-4600 704-527-7033 704-342-1800 704-376-2002 704-334-8031 704-377-6666 704-525-2070
118 E. Kingston Ave. Suite 22 118 E. Kingston Ave. 120 W. Worthington Ave. 1817 Hawkin's St. 224 East Blvd. Suite A 2000 South Blvd. Suite 520 307-WWTremontAve. 200W.TremontAve. 1616 Cleveland Ave. Suite 212 1900 Abbott SL Suite I 04
704-377-6672 704-333-1448 704-377-6672 704-332-5454 704-372-6200 704-334-9488 704-342-3080 704-373-2966 704-372-0927 704-344-00 17
Advanced Graphix Arzberger Engravgers Boulevard Films Carolina Prepress Inc. Charlotte Magazine (Abarta Media) Charlotte's Web, Inc. Cline's Printing Crayton Printing Custom Printers and Design Graphix Inc. ettain group. inc. Glue Works Entertainment LLC Limerick Studios DVD M & M Graphics. Inc. Merritt Graphics Inc. Metro Mailing & Printing Paragon Press Rare Type Press Richa Grapflics The Charlotte Post The Film Foundry The Groundcrew Total Graphics
2324-A Distribution St. 2518 Dunavant St. 1708 South Blvd. 235 W Tremont Ave. 127 W Worthington Ave. Suite 208 222 Rampart St. 2402 Dunavant St. 2181 Hawkins St. 231 5 South Blvd. 127 W.Worthington Ave . Suite roo 1930 Camden Rd . Suite 2070 IST2 Camden Rd. 2131 S.Tryon St. 2500 Dunavant St. I09 Winona St. 216 Iverson Way 2426 Dunavant St. 231 E.Tremont Ave. 1531 Camden Rd . 1930 Camden Rd. Suite 2070 2127 Hawkins St. 2502 Dunavant St.
704-339-0059 704-333-7532 704-333-0003 704-342-0335 704-335-7181 704-342-4212 704-376-8141 704-333-5413 704-375-1479 704-529-1650 704-375-4321 704-371-4991 704-376-0938 704-375- 1419 704-372-4554 704-519-0041 704-372-6646 704-944-0230 704-376-0496 704-331-9292 704-342-9900 704-335-9999
www.colorondemand.com www.arzberger.us www.blvdfilms.com
Aerial Photography Services, Inc Angie Roper Gerin Choiniere Photography Honour Hiers Fine Arts Photographer Jeff Cravotta Photography Keith Parsley Studio Mark Fortenberry Photograph Michael Church Photography Michael Lobiando Mike McCarn Photography Pat Staub Photography Paula Pink Photography Richard Israel Photography Ron Fischer Photography Susan Sidebottom Tom Carson Photography
25 II S. Tryon SL 118 E. Kingston Ave . Suite 35 310 Arlington St. Suite 20 I I 18 E. Kingston Ave. Suite 32 118 E. Kingston Ave. Suite 33 2218 Hawkins St. 2171 Hawkins St. 2173 Hawkins St. 118 E. Kingston Ave. Suite 27 2173 Hawkins St. 1423 S. Tryon St. 118 E. Kingston Ave. Suite 26 118 E. Kingston Ave. Suite 39 2171 Hawkins St. 21 5 I Hawkins St. Suite I00-B 2108 South Blvd. Suite I 02
704-333-5143
www.aps- I .com
704-372-0220 704-332-1940 704-372-3800 704-331-0812 704-342-4454 704-588-7117 704-372-2456 704-564-1 170 704-377-2153
www.gerinchoinierephotographer.com www.honourhiers.com www.cravotta.com
Charlotte Design Company CSS of Charlotte Lucander Design Technikone
Abagail's FabricsfTerry's Upholstery Service Audio By Design
By Design Contract Interiors Crazy Jane's
Custom Blinds Designtex Dilworth's Little Secret GOP Knitting Industries Inc. Gregory Grier Inc . Interiors Marketplace Intra Intra Clearance Center Karen Saks Madison and Lex Design D cor Great Gifts and More ~~ole Antig__ues Miller Office Equipment Co. Newton and Newton Draperies, Shade, and Blind Co. Old World Mirror Old World Reclamation Rock Carpet of Charlotte Slee_.ey Poet Antique Mall South End Exchange, LTD SouthEnd Ltd. The living Room The Overstock Market The Shutter Shop Tracy Collins Decorative Antiques Upcountry Lodge ~ : Ballenger Designs Ltd . Bruce Clodfetter Landscape Architect Cathy W Jones Interiors Crazy Jane's Dilworth Design Group Gaye Mitchum Design Group International Interior Plantscapes Interiors Myron Greer Garden Design/Horticulture Smith Harris Design Associates
.
rhcse .hsi<gn b 1si1.es'ts cffer t1 r.ch nnety of pruuas ·mJ senices. ·. a le.tlr-. n.ore a?ow tm Des i:gn ;:_ is l'ticr, vtS i l .1-.eS<J
bl'lsii11?55E.S en thcil· Web ;ue:.
514
www.thequeenbeans.com
1950 Abbott SL Suite 602 I 27 W. Worthington Ave. Suite 20 I 21 08 South Blvd. Suite 114 2 I 51 Hawkins St. Suite I 00
Brinkley Design
SJut~&u
704-790-2326 704-334-3568 704-347-3«4
www.carolinaclay.com www.charlotteartJaegue.org www.thequeenbeans.com www.elderart.com www.hidellbrooks.com www.mccollfineart.com
augJst 2004
704-358-8006 704-344-0302 704-376-6008 704-364-6457
www.charlottedesign.com www.cssofcharlotte.com www.technikone.com
www.audiobydesign.com www.bydesignfurniture.com www.contractinteriors.com
www.designtex.com
www.gregorygrier:com WW'W.interiormarketplace.com www.introfurniture.com www.introfurniture.com www.karensaks.com
www.millerservices.biz
www.shuttershop.us
www.bruceclodfetter.com
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WW'W.smithharris.com
www.charlottemagazine.com www.charlotteswebprinting.com
www.ettaingroup.com www.limerickstudios.com www.mmgraphicsandmail.com www.metromailingandprinting.com
www.richa.com www.thecharlottepost.com www.thefilmfoundry.com www.groundcrewstudios .com
www.fortenberryphoto.com www.michaelchurch.com www.mlobiando.com WW'W.patstaub.com www.richardisrael.com www.ronfischerphotography.com www.tomcarsonphotography.com
greater charlotte biz
(Continued from page 510) windows to emphasize those views," Narmour points up. "Prior to that, people living in Charlottes suburbs had been interested mostly in trees, not views." Urban living... Scene has also affected Charlottes design scene. "Many people in Charlotte are choosing a more urban lifestyle to spend less time commuting, and that leads people to view design differently," says Deb Ryan, urban designer at UNC Charlotte and director of the Charlotte Community Design Studio located in the South End Design District. "Center city living usually means living in smaller spaces and choosing quality over quantity- selecting nicer building materials and sleeker, well-crafted furniture. "
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"Celebrating 20 years!" 516
aug u st 200 4
"We will still go to Atlanta for design shows, but we can work wi thin the South End neighborhood to choose cabinets, appliances, lighting, fabrics and other products for our clients. It makes the designers job easier," adds Sarah Fritz, interior designer and public relations/marketing director for Gaye Mitchum Interiors. "Designers don't have to go to Atlanta to shop for their clients," Vieregg says. "The concentration of design businesses in South End makes it a convenient resource for them." How does Charlotte differ from such internationally recognized design cities/centers as New York, San Francisco and Chicago? "I haven't seen all of the design centers in the United States, but I have visited several and studied the industry," notes Pressley "Most design centers are concentrated in one or more contiguous buildings. South End is a district, not a building or series of buildings. It is one-and-one-half miles long and three-to-five blocks wide. At its hean is the Design Center for the Carolinas (DCC), which includes three buildings with 200,000 square feet. By comparison, the Design Center of the Americas (DCOTA) in Florida consists of th ree connected buildings with 750,000 square feet and 150 showrooms." "Charlottes Design District is developing more slowly than in some other cities, due to
the size of our city," Narmour says. "Charlotte differs from other design cities not in the quality or substance of our offerings, but in the level of variety and specialty. For example, in Atlanta, you'll see many of the same products that you find in Charlotte. You'll also see more foreign products and more unique products, such as Italian light fixtures. We don't have the depth of variety thats currently available at major design centers." "South End's roughly 200 design-related businesses adhere to a broader definiti on of design than is followed in most design centers. Those centers are typically productoriented. We view design products and services equally," says Pressley In these early stages of Charlottes design industry, national trends are being felt. While traditional design centers have been "to the trade only," many are now finding ways to open their doors to the general public to meet consumer demand .
South End: A 150-Year History of Design and Innovation The first train rolled into Charlotte's south end in October 1852, setting the stage for the development of a major industrial center. In a city that has aimed a wrecking ball at much of its past, the historic South End is notable for the adaptive reuse of industrial buildings from the late 18oos and early 1900s. The community has also maintained the spirit of design, innovation and entrepreneurship that characterized its early success . The 13-acre Atherton Mill complex, which today houses Interiors Marketplace, Madison and Lex, and other design-related businesses, originally was home to the Atherton Cotton Mill, built by entrepreneur D.A. Tompkins in 1893. The steam-powered mill used the latest textile-making technology. The complex also included the Parks Cramer Company plant, built in 1919. Stuart Cramer, a textile engineer and innovator, coined the term "air conditioning" in 1906. Tompkins' 1903 Texti le Mill (2116 Hawkins St.) now features the 25 ,ooo-square-foot Karen Saks Showroom that sells fabric, wallpaper, accessories and area rugs to the trade only. Other high-end design-related companies round out the building. The Design Center of the Carolina's buildings also reflect South End's history of design and innovation. The Courtyard (101 W. Worthington Ave.) and Atrium (127 W. Worthington Ave.) buildings were the original Nebel Knitting Mill and Annex, respectively. A third-generation hosiery knitter, William Nebel built the Nebel Knitting Mill in 1929. By the 1950s, it was among the largest and most productive hosiery mills in the southeastern United States. Its success was due in part to Mr. Nebel's innovative skills in marketing and packaging. These former industrial buildings provide unique spaces with architectural amenities that appeal to the design community. In 1995, the South End Development Corporation identified 30 design-related businesses in the neighborhood . Today, there are over 200.
g r ea t er c h a rl ot t e bi z
"As an emerging design district, we
of space in three buildings with 100 show-
Chicago or New York City, community lead-
have built our neighborhood on businesses
rooms. lt is open to the public for browsing
that exclusively serve the trade but also those that are open to the general public. As
during the week days. In addition, members of the public may schedule a designer-led tour to enhance their access to showrooms.
ers see many opportunities for the District to grow and distinguish itself in the national
l travel and talk with professionals at major design centers like the San Francisco Design Cemer and the DCOTA, l've discovered that they are exploring ways to open their doors to the public. They are still a resource for professionals, but recognize that they need to create consumer demand for their prod-
ucts," says Pressley For example, the DCOTA, which is located between Ft. Lauderdale and Miami, has instituted two programs to become more accessible to the general public. The Designer on Call program, which is staffed by members of the design community, arranges for designers to escort members of the public through the building and into showrooms. The Group Shopping Tour Program invites charity, business, social and community organizations to visit the DCOTA for a shopping experience. The San Francisco Design Center (SFDC) includes over 1.2 million square feet
The SFDCs Design Studio program provides designer-led tours by appointment. Design
design scene, and to become a major ingredient of Charlottes economy "Major design cemers Lend to be in major cities like San Francisco, New York,
Studio tours may focus on areas of specific interest to the consumers or may provide a more general overview of the Center. The
Chicago and Miami. Charlotte is an emerging city, so much of our growth is still ahead of us," Pressley maintains.
SFDC offers several buying services that allow visitors to make purchases from show-
The charm and appeal of the South End district becomes more apparem with each passing day, as new businesses continue to be
rooms and enjoy discounts. The Chicago Merchandise Mart includes Chicago's design center with over 130 residential design showrooms covering 730,000 square feet. Public tours of the Marts showrooms are 90 minutes long and are conducted at noon on weekdays. The Chicago Kitchen & Bath Center, which occupies the Marts thirteenth !loor, is open on weekdays to the public and trade professionals. A variety of public special events are held at the Mart each year. While South End's Design District may never look exactly like the design centers in
drawn to the design aggregation, striving to meet the high standards being set by the community The restoration of Charlotte Trolley Number Eight-Five, the last operating streetcar in Charlotte retired in 1938, and reinstitulion or the historic trolley line running from center city through the South End district has also provided a boost LO the community, making for easier access wi thout the need for a car, and providing a unique and historic look at the design of Charlotte. biz
Dorothy J. Waterfil/ is a Charlotte-based freelance writer.
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HARLOT TROLLEY RE TOR .... ~ Century-old transportation brings about ne-AJ groH-tlz HARLOTIE AT SIX MILES PER HOUR.
C
No, its not the
morning or evening drive time in a city infrastructure suffering the pains of tremendous
growth. Rather its one of the citys newest attractions, the Charlotte Trolley; brought to you by a one-of-a-kind city; county and non-profit partnership that has other cities across the country wondering how they can replicate this success story As of last month, trolley car #85, a Charlottean in the truest sense having been built in Charlotte in 1927, began making the two-mile run from Atherton Mill toward uptown to Ninth Street. In the first few days, one thousand riders per day climbed aboard the double-truck arch-roofed electric car. With the exception of some weekend and special event riders, few have seen the sights or made a trip through Center City Charlotte by trolley since 1938 when service was discontinued. >greater charlotte biz
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How the journey began ... In the late 19th century textile production was in its heyday, and in the New South city of CharloLLe, the textile boom had created the need for housing, neighborhoods and transportation for workers. According to research compiled by the Charlotte-Mecklenburg Historic Landmarks Commission (CMHLC) , it was the wellknown former CharloLLean Edward Dilworth Latta$ foresight that created the Charlotte trolley His Charlotte Consolidation Construction Company purchased the existing horse-drawn cars from the city of Charlotte in late 1890, and contracted with the Edison Electric Company in February 1891 to install new electric trolley lines. Charlotte Railway Company was formed to manage the new streetcar system and on May 18, 1891, the first electric streetcar departed from Charlotte's Square at the intersection of Trade and Tryon for the recently-created suburb of Dilworth. ln 1910, the Southern Power Company (predecessor of the Duke Power Company) purchased the Charlotte Ra ilway Company CMHLC cites a writer in the Southern Public Utilities Magazine who metaphorically hailed the elecuic streetcar as providing the essential "blood" of the expanding suburbs. The Southern Power Company and successor Duke
21 04 South Boulevard Charlotte, NC 28203 Phone: 704-375-0850 Chairman: G. Miller Jordan Executive Director: Lisa Gray Employees: 3 Business: Charlotte Trolley, Inc. (CTI) is a non-profit, volunteer-driven organization dedicated to preserving and promoting vintage electric trolley service in Charlotte. Currently Car #85, an original Charlotte car, runs from Atherton Mill and makes stops along the South End corridor reaching Ninth Street station. In conjunction with restoring Charlotte's only original electric streetcar, CTI has developed a museum devoted to the history of streetcars in the South, and an educational program focusing on history and technology. www.charlottetrolley.org
520
august 2C0 4
grea t er charlotte bi z
Power Company successfully operated and managed Charlottes streetcar system until advances in technology brought abo ut its eventual demise in 193 7, as inefficient and obsolete. On March 14, 1938 streetcar #85 traveled a symbolic last trip from Presbyterian Hospital through downtown, stopping at the Square for a special ceremony, and continuing to the South Boulevard car bam. The era of the electric streetcar in Charlotte had come to its end . Or so they thought. Located in 1987, streetcar #85 is believed to be the only remaining original car of the Charlotte Oeet which had numbered between forty and forty-five and most of which were simply scrapped. After stints as a diner/concession stand near Huntersville in the 1940s, housing for relatives down on their luck in the '50s, and a rental property well into the '80s when it was eventually condemned for lack of indoor plumbing, the streetcar came to the attention of Charlotte Mecklenburg Historic Properties Commission. Charlotte Trolley, Inc., a private non-profit organization, was
formed for the eventual goal of operating the streetcar on the abandoned Norfolk and Southern rail line between the ninety-three year old Seaboard station on 12th Street to Dilworth, a distance cf about 1.3 miles. A groundswell o 路enthusiasm formed to reclaim the historic streetcar, and twenty
South End, as a district, is something the city ought
to be very proud of It's great that the start up of full trolley service comes at a time when the South End can be showcased. - Lisa Gray, Executive Director
years and $40 million later, with thousands of hours of volunteer labor, Car #85 has finally been restored and put back on the tracks. What better testimonial to the
vision of Charlottes early leaders than to re-use this once obsolete vehicle to revitalize a "modem" center city and promote the growth of the South End district. Mass diffusion or infusion? Despite the controversy sunounding the funding of it, the comeback of a trolley run in Charlotte is truly a grass roots success story, according to Lisa Gray, executive director of Charlotte Trolley, Inc. In 1998, when the city allocated $16.7 million in public funds to purchase the trolley corridor - tracks and easements - the projection was that the city would re-coup its investment in eight years thanks to an increase in property values along the corridor. But, according to Grays organization, even with the increased investment to more than 400 million, more than 800,000 square feet of space has been developed as a direct result of the trolley project, and payback is occurring in just four years as assessments on property values have grown a whopping 89.6 percent since the inception of South End as a separate tax district. (According to the citys >-
The Stone Library by Malave 150 Industrial Ave. G reensboro, NC
336-273-0223 www.graniteandmarblebymalave.com
greater charlotte biz
101 W . Worthington St. - Suite 116 Charlotte, NC
(ph) 704-372-0104 (fax) 704-372-0105 august 2004
S21
Budget Office, assessed property values were $232 million in 2001 and are estimated to be over $441 million in 2004.) And the return-on-investment continues as the trolley moves into Uptown. Charlotte Trolley is partnering with the Charlotte Area Transit System (CATS) to integrate the vintage trolley service wi:h the rest of Charlotte-Mecklenburg$ extensive transit network. Mecklenburg County and CATS have committed to purchase and restore the Historic Trolley Bam at Bland Street and South Boulevard, where Car #85 was built in 1927, to once again serve as the home to Charlottes vintage trolley serlice. Mass connector
Despite its integration with the CATS light rail network, "It's a stretch to call the trolley a transit line," explains Gray. "It does take people places, but when you think about it in a light rail context, it's not going to be about moving people in the same kind of way. However, it is going to connect people to businesses and the amenities in these districts." If it's not just a tourist attraction. yet it's not as sophisticated and fast as light rail , then what is Charlotte Trolley7 To Gray, its taking a piece of the best of Charlottes past and making it a viable alternative to brighten its future . "l feel better calling it a connector than a transit," says Gray. "l think it gets to what was good about the trolleys in the
early 20th century and the function they served here. When textiles burgeoned along this corridor, that's when Dilworth grew up. Myers Park, Biddleville and Washington Heights - they were all streetcar neighborhoods. That transit component was critical." Hitchin' a ride
Boarding Car #85 couldn't be easier. Parking in the Atherton Mill area, so far, is available. One dollar buys a one way trip or $5 allows riders an ali-day pass. There are 40 seats covered in a tan rattan to replicate the original 1920s upholstery and standing room for an additional 30 passengers. Riders face toward uptown and with a clang, the trolley is off for its first stop, the Tremont Avenue station. "Anyone for Tremont Avenue Tremont Station7" is the call. Riders watch as a traffic control officer hops off the trolley to stop vehicular traffic and pedestrians who might be surprised at the quaint intrusion. Soon, "85" is running again at a gentle six miles per hour, just enough to blow a cooling breeze through the open windows cased in gleaming wood that line the car. Old and new landmarks soon appear. Pikes Soda Shop and the Design Center are to the left with Sullivan's Steakhouse to the right. The next stop is East Boulevard Station. Price's Chicken Coop is filled with customers and Eckerd's is busy. "Park Avenue- anyone for Park Avenue7" the
motorman, a CATS employee hollers. While CTI owns the trolley, CATS operates the system and maintains the car. The routine is repeated and then the trolley is off for its pass along the Park Avenue Apartments, where front doors, walkways, and platforms all face toward the line. Across the street are watering hole jillian's and the Charlotte Arts League with its warehouse door open allowing for a glimpse inside. "From a planning perspective, it's interesting when you ride the trolley," says Gray. "Some businesses share a view of their loading docks with us, but the more recent projects have come online with their orientation toward the corridor, and I think that is what the trolley is all about. Charlotte Trolley runs seven days a week leaving Atherton Mill on the hour. The average trip to the Ninth Street terminus is 25 minutes. On the half hour, th e trolley runs a retum trip from Ninth Street to Atherton Mill. Stops include: Tremont Avenue, EasUWest Boulevard, Park Avenue, Bland Str路eet, Morehead Street, the Westin Hotel, the Charlotte Convention Center, and Ninth Street.
Summer Service Schedule Monday-Friday: 11:00 a.m. - 8:00p.m. Friday & Saturday: 10:00 a.m. - 11:00 p.m. Sunday: 11:00 a.m. - 6:00p.m. Charlotte Trolley Fares Adults: $1 each way Seniors (62 years or older): $.50 each way Children (more than 46"): $.50 each way Toddlers (less than 46"): Free 1-Day Pass: $5
-~
S22
august 2004
greater charlotte biz
"South End is authentic and it's interesting. You can find one-of-a-kind restaurants and shops. I think there are going to be lots of tourists whose impressions of Charlotte are going to be based on feeling like their trolley ride has shown them what it is really like." As the trolley rolls along under its clean and quiet electric power, lunchtime businessmen and women tum and smile; some even wave. They're members of a group who know uptown well and view the trolley as a charming curiosity. But for others, its an entree into uptown, and a means that makes Charlotte more approachable. "Some people categorically do not come to uptown," says Gray. "But the trolley gives everyone great access. You can park anywhere along the corridor, get on, and explore all day along." "Next stop ...Bland St. Anyone for Bland Station7" the motorman announces. No passengers board or debark this time at Bland. The Bland Street bam is just to the right and will be the new home for Charlotte Trolley when its restoration is complete in 2006. Various future routes for the streetcar line have been suggested: from j ohnson C. Smith University across town to Eastland Mall, or looping to connect with Trade Street and head back toward Bank of America Stadium, or extending the corridor to North Davidson Street to connect to the NODA arts district.
greater charlotte biz
"All of these are possibilities," says Gray. "When you think about I-277, it moves cars but it also divides neighborhoods. A trolley can reconnect them. " On pulling out of the Bland Street station, its hard to miss the Arlington , Charlottes "tall pink building. " The South End district abruptly ends with a pass over l-277 toward the Westin Hotel , into a tunnel-like structure through the Charlotte Convention Center. "To my knowledge, this is the only city in the world that has mass transit running through its convention center," notes Gray. "The promise there is that this is such a welcoming, non-intimidating way to explore uptown and South End." It is clear to Gray that the city's investment in the South End trolley corridor was a signal to private developers that the area would once again flourish. "South End as a district is something the city ought to be very proud of and its great that the start up of full trolley service comes at a time when the South End can be showcased ," says Gray. "lts development was not exactly a sure bet, but the citys support and investment reduced developers' risk when coming into this district and purchasing and restoring historic buildings. " When "85" pulls out from its Convention Center station toward Sixth and Ninth streets the evidence of development is in plain sight. La Vecchia's Seafood Grille and Reids Fine Foods beckon diners
and shoppers. And when the trolley pulls into the Ninth Street station, it seems like the end of the line, but the motorman explains that the car needs to be turned around for the trip home - well not quite. Heading in a new direction
The only turning around is done by those passengers staying on board "85" for the return trip to Atherton Mill or points in between. Each pair of passengers sharing their cane double seat is politely asked to stand up , push the back of their seat in the opposite direction, and to be reseated facing the way they just came. The motorman walks the length of the car to a second set of controls, the trolley bell clangs, and the car gives the smallest of lurches signaling the start of its return journey. "I think the city can be proud of undertaking transit planning hand-in-hand with land use," says Gray. "It makes all the sense in the world. And from the perspective of the history of the city, thats how it grew originally. That's the story Charlotte Trolley has to tell ." lts taken approximately 50 minutes to make the four-mile round trip, but passengers have probably seen more of Charlotte - a glimpse of its past, its present economic development, and the potential of its future - in far more detail than they ever would have otherwise. biz
Lynn Mooney is a Charlotte-based fi'eelance writer.
august 2004
S2J
The Design Center of the Carolinas DESIGN CENTER
The Epicenter of Charlotte's Design District
Design communities typically have a focal point- one location where
1940. In its early days, that building's tenants included two foundries ,
design businesses, industry professionals and the general public can
several mattress companies, and commercial printing and packaging
find high-end
product~
and services, and participate in trade shows,
se minars, professional organization meetings and other design-related events. ln Charlotte's South End, th at locati on is the Design Center of
bu inesses. The buildings' histories are celebrated through displ ays such as the ebe l Mill history wall in the Courtyard Building lobby.
the Caro linas (DCC). The three-building DCC compl ex includes showrooms and offi ces for the greater des ign industry.
Inspired by the San Francisco Design
Ce nter, the DCC is an adapti ve reuse of three hi stori c buildings. The goal of the co mplex is to be
The Event Place The DCC compl ex is bordered by W. Worthingto n Ave. and Camden Rd., and linked by the Nebe l and Tompkin s alleys. The alleys are home to such des ign-re lat-
a reso urce and shopping
ed communi ty events as the
dest ina ti on for des igners,
Camde n Sq uare Vi ll age
architects, buil ders, decora-
Artist Market (2000-2002),
tors and their clients.
which showcased the work
The DCC, like the Design
of area artists.
District, embraces a broad
The interior and exterior
spectrum of design-re lated
event spaces at the DCC
businesses, including ones
provide a distinctive setting
open exc lusive ly "to the
for meeti ngs, trade shows,
trade," and those that serve the genera l public.
fes ti va ls, receptions and
The
corpo rate outings.
roughly thirty businesses in the complex employ over 250 peop le.
by the Design Center have
Businesses
inc luded the Commun ity
include showrooms featur-
Schoo l
ing high-e nd appliances,
st ud ios
the
Arts
Fe tiva l
and Boogie Woog ie Ball
prod ucts and more, plus and
of
Chi ld ren's Arts
imported stone, building offices
Other
commu nity events hosted
for
architects, in terior des igners, builde rs, graphi c and web desig ners, pri nte rs/pu bli she rs, advertising agencies, and educators in the design industry. ln keepi ng with the DCC's commitment to desig n, numero us works by
f un d ra ise r,
the
Fo un dat io n
Fo r
2003 T he
Caro linas fa ll reception and the Leadership Charl otte Footpri nt 3 event.
Opportunities Abound
local artists have been comm issioned for the complex. These include
Charette, by Ben Parrish and Harry Schrader, a stainless steel scL.lpture inspired by the 19th century Parisian artist cart; a visua l narrative
T he DCC complex is versatil e enough to accommodate space needs ranging from I ,300 to 20,000 square feet.
mural by T.J. Reddy; and New Foundation, by Laura Sutthoff, which
For design firms preferri ng to own their own studio or office, the
covers the 4,000- q.-ft. floor of the DCC Atrium.
Camden Square Vi ll age Commercial Lofts, located just block from the DCC, provide a great option. Units begin at I ,700 sq. ft., ideal for
A Rich History
entrepreneurs who are committed to investi ng in their dreams.
South End's history of design and innovation i reflected by these
The DCC Atrium Building features the Design District Services office,
buildings. The Courtyard Building, 101 W. Worthington Ave. was the
which maintains maps and information about the District. It is a great
The Atrium Building, 127 W.
starting point for businesses interested in exploring opportunities in
original Nebel Knitting Mill.
Worthington Ave., was the Nebel Mill Annex. The Plaza Building,
the District.
1930 Camden Rd. , encompasses three buildings constructed prior to
To Learn More About the DCC For more information, visit www.designcentercarolinas.com or www.camdensquarewest.com, or call Coldwell Banker Commercial MECA, 704-971-2000.
(Continued from page 14) the remaining 13,595 were day-trippers. With 85% of travelers being adults and 15% children, overnight visitors broke down 18,074 adults and 3,190 children. Survey findings indicate overnight adults spent an average of $369 per person per stay, while overnight children spent an average of $143 per person per stay Direct spending for overnight adults totals $6,669,306 (18,074 x $369), while direct spending for overnight children totals $456,170 (3,190 x $143). Total direct overnight visitor spending equals $7,125,476. A total of 11 ,556 adult day visitors were in attendance with survey responses
Adult Average Spending Entire Stay Mean= $289.27 $80.00 $70.00 $60.00 $50.00 $40.00 $30 .00 $20.00 $10.00 $0.00 Tickets
F&B
reporting an average spending of $165 per adult per day Another 2,039 children day visitors attended with survey averages equaling $69 per child per day Multiplied out, total direct day visitor spending comes to $2,047,431.
state will realize $842,799
Total Economic Impact
in total tax revenues,
These overnight and day direct visitor spending figures totaling $9.2 million were then run through the city of Charlotte's
Tourism Impact Model, created by Elliott D. Pollack &: Company, to arrive at a total economic output of $14,042,395 as a result of the game. The total economic output includes the indirect spending (business to business or supplier) and induced spending (employee salaries and purchases) created by the initial injection of the direct spending into our economy
Lodging
Retail
Trans
Ent/ Rec
Tax Revenues
... Specifically, the
Mecklenburg County will realize $464,246 in tax
Tax revenues are also generated by the state of orth Carolina, Mecklenburg County, and the City of Charlotte from the direct spending associated with the Continental Tire Bowl. Specifically, the state will realize $842 ,799 in total tax revenues, Mecklenburg County will realize $464,246
(Continued on page 52)
revenues, and the City of Charlotte will realize
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greater charlotte biz
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I
I 39
HELPING
SURVIVE AND THRIVE Family Business
ike McMahon feels better about com-
M
pensation for a key executive of his
Center Combines
company; Mack Truck Sales of Charlotte, because of recent expert advice. The executive
Expert Advice
is not a member of the McMahon family ownership that includes McMahon$ father and
with Affinity
brother. But the family knew it wanted that person to stick around for the long haul.
Group Discussions
WAKE FOREST UNIVERSITY BABCOCK GRADUATE SCHOOL of MANAGEMENT
greater char lotte biz
"We made a (compensation) change for the better," McMahon says. "It's something that I would not have thought of had I not gone to that roundtable. " ~ august 2004
41
The roundtable he refers to was a benefit of Mack Truck Sales' affiliation with
him that family businesses don't have many resources for help, except each other. So Ogburn molded the Family
Charlotte's new Family Business Center. The Center is a program of Wake Forest
Business Center in Winston-Salem into a
University$ Babcock Graduate School of
membership-driven organization when he
Management and operates out of its
took control in 2002, three years after its
SouthPark campus.
founding. Ogburn has been a member of
In private affinity group discussions,
the faculty of the Babcock School teaching
members talk confidentially about sensitive
business courses for several years. He also
issues they're grappling with, from compen-
found additional corporate sponsors for the
sation to how to get the preceding generation
program to supplement funding from mem-
to let go of some responsibility These groups
bership fees.
are often the only outlet where members feel comfortable discussing such issues.
Today, the Family Business Center in Winston-Salem has 63 members and the
Director Tom Ogburn opened the
similar Charlotte Center has 10. Both are on
Charlotte Center in September 2003, after
track to grow aggressively, Ogburn says, as
several years of success with a similar facility
word circulates that they provide real-world
on the WFU campus in Winston-Salem.
solutions to the problems of fami ly busi-
Both facilities are geared to address unique
nesses. He sees the Charlotte program
management concerns of family businesses.
swelling to 200 companies.
Ogburn understands family businesses
Ogburn and assistant director Nicole
Family Business Center in Morrocroft
Ogburn has set up a series of educational forums featuring experts on closely held firms and executives of nationally known
firsthand. After 25 years as a marketing exec-
Stephens devise programs in which mem-
family businesses who speak to members
utive with R.]. Reynolds Tobacco Company,
ber representatives can listen to nationally
about various family business issues, such as
he founded a successful ostrich meat mar-
known experts on family business issues,
growth strategies, financial planning, boards
keting operation in the Triad during the
absorb knowledge from the Centers spon-
of advisers, succession, communication and
1990s. Though he was raised in a family
sors and learn from each other in
teamwork. Dr. Craig Aronoff, who founded
business, the big bird trade reinforced for
roundtable sessions.
the Family Enterprise CenteJ; at Kennesaw State University, kicked off the series. Another speaker was Linda Bershinsky, former chief executive of Molly Maids, who now runs a family computer company.
WHYWE EXIST. We are passionate about advising closely held businesses and their owners in defining and achieving their objectives. Let us do the same for you.
Mack truck dealer McMahon remembers vividly experiences that Jim Perdue shared recently about taking over agricultural products company Perdue Farms from Frank Perdue, his well-known father. "Our family right now is doing our succession planning," McMahon says. "Some of the things Jim Perdue said really hit home. That was a really positive experience, to know that our family is not the only one going through these issues. l really got to take home a better feeling about facing the issues and talking about them proactively among family members. "
WISHART NORR I S HENNINGER &
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Succession a Big Concern
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businesses, Ogburn says, as well as for the nation. "Because of the baby boom," he adds, "about one in 10 families intend to transfer ownership in the next five years.
www.wnhplaw.com
Thats a massive amount of wealth , ownership and responsibility thats going to be passed on."
42
august 2004
greater charlotte biz
More sobering facts from Ogburn: Family businesses make up nearly 90 percent of all U.S. firms, yet only 30 percent survive to the second generation, mostly because of poor planning. Twelve percent make it to the third, and a measly 3 percent remain for the fourth generation. Yet, family businesses are much stronger than non-family firms, Ogburn maintains, for many reasons. 'They treat their employees more like family, they're less likely to have layoffs, they're usually not as leveraged and they tend to survive the fluctuations of the economy better," he says. Ogburn believes the Family Business Center can increase those odds dramatically in three ways: With talks and advice from nationally known family business survivors and experts, with education family business >
Wake Forest MBA Family Business Center, Charlotte Metro Affiliation: Wake Forest University Babcock Graduate School of Management 6805 Morrison Boulevard, Ste. 120 Charlotte, NC 2821 I
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LESSONS FROM THE BIG GUYS WHAT I LEARNED FROM SERVANT LEADERS
Phone: 704-366-0540 Director: Tom L. Ogburn Jr. Locations: Charlotte Metro, 2003; Triad (Winston-Salem), 1999 Membership: I0 in Charlotte (goal: 200); 63 in Winston-Salem Member Benefits: Educational forums, affinity groups, sponsor roundtable discussions, affiliation with Wake Forest University's Babcock Graduate School of Management, networking opportunities, access to resource center, and opportunities to participate in other Babcock programs Issues Addressed: Conflict management; estate, tax and other financial planning; succession planning/transfer of ownership; development of boards of advisers or directors; intergenerational issues; family versus non-family employees; communications and teamwork; strategies for successful growth; and many other issues related to family businesses and closely held corporations
In this engaging new volume, Queens College Chairman Emeritus Billy Wireman tells the story of how four "big guys" - mentors to him in his leadership odyssey- excelled and inspired others around them to excel as well.
JACK ECKERD BILL LEE HUGH MCCOLL ADOLPH RUPP "This book offers engaging and illuminating insight into the 'servant-leadership' qualities offour movers and shakers, giants ofour time ... A must-read!"- John M. Belk, Chairman of Belk Stores
Sponsors: BB&T, Grant Thornton, Poyner & Spruill, Greater Charlotte Biz
http://www.mba.wfu.edu/fbc
greater charlotte biz
august 2004
43
members gain from each other through affinity
new tax law impacts or employment law
group discussions, and with expenise from
according to Ogburn.
When somebody says
Wake Forests MBA faculty and sponsoring firms. Charlotte Center sponsors Poyner & Spruill, BB&T, Grant Thornton and Greater
'I took the advice I heard
with members. Topics range from how to compensate valued non-family members to employment law and estate planning.
Family Business Center because of a referral
pened,' boy, that really
the firm that also involves his brother and
from an executive of Grant Thornton, where
makes you feel good. I see
his father often does business.
that in almost every meet-
adjust to being in a family firm situation. "Its
fact that there$ nothing like it currently in Frank Bryant, who heads the Poyner &
Gorelick says the Center is helping him an overall dynamic I'm trying to get my arms
"What really got our attention is the the Charlotte business community," says
company is a member of the Charlotte
and this and this hap-
Charlotte Biz magazine have provided experts for periodic roundtable discussions
Rae! Gorelick, managing partner of Gorelick Brothers Capital, LLC, says his
ing we have. Helping
around," he says of his presence in the family's private investment partnership, "learning
people sleep better at
the ins and outs of everyday wo rking with
night, it makes you feel
those you love and in a different context."
large part of our clientele. That is a segment
good.
we actively seek to serve."
-
Getting Along Better is a Popular Topic Getting along better is a popular topic at the Family Business Center, Ogburn says, and this isn't confined to family Non-family executives often attend the Center's sessions and pick up pointers that help them and the company An example is Anne Woody, controller of Livingston & Haven Technologies, Inc. , owned by Clifton B. Vann III and Clifton B. Vann IV The firm consults with manufacturers to improve productivity "I feel responsible for looking out for the business," says Woody, whos been with the company for a decade. "But its so intertwined with the family that you can't do one without taking care of the needs of the family as well. lts good to have an affinity group where we can talk about those issues." Woody added that she hopes to help the Center decide what types of programs it will offer. Such member guidance is key to delivering real value, Ogburn says. Additionally, all kinds of closely held businesses can benefit from membership. "We've got a lot of manufacturing companies, but we're picking up many more service companies," Ogburn says, speaking for both Centers. "We're beginning to get high tech companies." Size of Center members varies widely in both locations, from startups to firms with sales of hundreds of millions of dollars and thousands of employees. Interestingly, Ogburn says, problem issues are similar in every closely held organization, regardless of size. Member firms pay an annual fee that covers anyone the company wishes to send
Spruill law firms corporate division in the Queen City "Closely held businesses are a
"We strongly recommend to our clients
Tom Ogburn, Director
that they look at membership," Bryant adds, "because of the value they get."
sponsorship involvement. Both concentrate
Bryants firm was one of the initial
on middle market and family businesses
sponsors of the Family Business Center in
and each also is a sponsor of the Winston-
Charlotte. Besides Poyner & Spruill$ early
Salem/Triad Center. Sometimes a group
commitment, Ogburn praises accounting
from the Family Business Center will even
firm Grant Thornton and BB&T for their
meet at BB&T offices to learn more about
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greater charlotte biz
Carolina (aside from the Triad Center), on
them aware of the issues they have and give
the UNC-Asheville campus. "We picked Charlotte because the
them some insight in how to deal with
Babcock Graduate School has a campus here and we have a real interest in
more one-on-one professional help, we will help them by suggesting some candidates."
family business but is closely held, Ogburn will consider accepting it for membership. "We had in the Triad a company with no family members but several partners," he
Charlotte," he says. "We've been here a long time. We didn't even consider going somewhere else. "
Barnhardt Manufacturing, says his cotton bleaching operation has been with the
says. 'They worked as a family and many of the issues they faced - that were::t't blood
School presence in a possible new WachoYia Corporation tower in uptown Charlotte. If that materializes, Ogburn says, the Family Business Center will move to the South
the Centers' programs. With t:,.e various programs and seminars, a company repre-
to
sentative might attend as many as 30 sessions a year. If a company is not seen as a traditional
issues - were similar to family businesses: How do you pass on the business, how do you handle whos going to come into the business, how do we treat the children of partners who may want to join the firm?" Most firms that join stay long term, Ogburn says, and turnover is low. "Hopefully, that speaks to the vc.lue we contribute to the member companies," he adds. High Hopes for Charlotte Center "We want the Charlotte Family Business Center to be one of the best programs in the country," Ogburn says, adding there are about 100 such centers in the United States, but only one other in North
greater charlotte biz
There!; talk of a Babcock Graduate
Tryon Street facility "Uptown Charlotte's a center point for the metro area and we understand we will have good parking facilities ," he says. "We're
those issues. If a company wants to bring in
Tom Barnhardt, chief executive of
Family Business Center since its first Charlotte meeting in September 2003. 'Tom (Ogburn) brings a lot of leadership and knowledge," Barnhardt says. "The Center is going to grow and become every bit as successful as the Winston-Salem Center. " After achieving success as a corporate executive, an entrepreneur and an academic, Ogburn professes to find immense satisfac-
excited about going uptown. " Whether in SouthPark or center city, though, Ogburn wants the Family Business Center to be known for helping to solve problems in a way that executives find palatable. Most members follow up on advice from the Center and Ogburn thinks it's related to a low key approach. "We don't say 'you need to do this and
tion in watching Family Business Center members conquer vexing work situations. "When somebody says 'I took the advice I heard and this and this happened,' boy, that really makes you feel good ," Ogburn smiles. "I see that in almost every
the other,"' he explains. "We try to make
Ellison Gary is a Charlotte-based freelance writer.
meeting we have. Helping people sleep better at night, it makes you feel good." biz
august 2004
45
by Heather Head
<..._....;.>~c-----~
PJJ(i/oYMa 67~ o/ PJJ~ PJJ~
tchen sinks that light up blue for cold water, red or hot; dishwashers that disappear into the cabinetry when closed; washing machines that also dry These are a few of Carol Lindell's favorite things. It's nice that they're also her business. As owner and lead designer for DCI Home Resource, Lindell helps homeowners create custom kitchens, baths, dens, pool houses, cabanas, and other areas that call for detail and built-in furnishing . The company supplies highend cabinetry, countertops, appliances, fixtures, and many other related items. Plumbing the vision DCls products are hand-picked, with many offered exclusively by DCI within the Charlotte area. LaComue ranges, Quality Custom and Neff cabinetry, Eurotech appliances and Pyrolave countertops are but a few of DCls unique offerings. Coupled with Viking, Sub-Zero, Wolf, greater charlotte biz
Miele and KitchenAid appliances, as well as Medallion and Holiday cabinetry, DCls clients can be assured a wide selection of high-end product choices. 'The devil is in the detail," as Lindell is fond of saying. "We have purposefully chosen the cabinetry, appliance and kitchen/bathroom manufacturers we work with. As we do , they pay attention to the details. Whether it is a product warranty, the styling of a cabinet door or the unique finish on an appliance, both form and function are accounted for." "We go out and actually tour the factories and get to know the people before we recommend a manufacturer," says Lindell. "Our products carry the finest in manufacturer warranties. We've selected manufacturers because they also stand behind their cabinetry, appliances and kitchen/bath products, today and in the future." But the core of DCls business, and what truly sets them apart from other kitchen and bath providers, is the high quality consulting they offer to their clients. > august 2004
47
The process b::gins by asking the clie:1t seemingly mundane but quintessential questions such as, 'How tall are you?" and
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·'Are you rig-t: or left handed?' ::J-dcl points out that these sorts of thing.; oar=: •.:::n:ral to undeiS.anding a client~ recils c::J =
helping them design an area that will truly delight them for years to come. Discovering the clients vision is the first step in a long, careful process that ensures the finest in design features and functionality Clients can experience DCls offerings firsthand with a tour of the lovely showroom and the nearby penthouse in the Arlington. They can move through more than 25 separate displays of everything from Old World and French Country to contemporary and modem European styles of cabinetry. In each display are integrated various appliances and other built-ins including sinks (one that flows curvaceously across the countertop like a stainless steel brook), cook ranges, and countenops. After initial selections are made and a budget drawn up, DCI provides clients with a thick binder containing staff contacts and detailed discussions of hundreds of options. The binder provides areas for the client to mark their choices and to stash drawings, schematics, and elevations that the DCI staff provide along the way. Lindell admits that the number of options and detailed explanations "can be quite daunting. " That$ where the design teams consulting expertise comes into play They provide the client with a "decision tree" that simplifies the process, allowing the client to make very detailed choices in a systematic and uncomplicated manner. Or they can choose to make only the most basic decisions ("l j ust want blue," for instance), leaving the rest to the staff. Because DCI provides not only the
Design Centers International, LLC d/b/a Design Centers
International Kitchen and Bath d/b/a DCI Home Resource 1300 South Blvd., Ste. C Charlotte, NC 28203 Phone: 704-926-600 I Owner: Carol Lindell Employees: I I In Business: 1998 www.dcihomeresource.com
48
august 2J04
greater charlotte biz
cabinetry and countertops, but also the appliances, plumbing fixtures, lighting, and many other accessories, they are able to provide a one-stop experience for the client. And because the DCI design professionals are well-versed in engineering and architectural principles, they can coordinate the many complexities of a project from ensuring a good fit between plumbing fixtures and cabinetry to successfully utilizing difficult spaces. Communication key to results Once all choices have been made and a timeline agreed upon, DCI begins placing orders for the various components. Clients pay in increments as items are ordered and work is completed. DCI stays in touch at every step, ensuring communication lines are open and that the client is kept up-to-date. Projects are sometimes completed in as little as six weeks, but the scope of most of DCls design work requires timelines spanning months and even years. Many projects involve "large homes with a lot of detail and a lot of build-out," says Lindell,
greater charlotte biz
bu路 they also work in bg~1.--e :-d multi-faoily units and vacation h路Jmes, :md ::.an even orcer applianc::s or ot::.:r ite:ns individual-
ly fJr small-sG~e h:)me _mprove-nems Long timelines mean an enomous nee:::! for good communication. ": w:m t t::> >-
august 2004
49
.Jperate on a no-surprises basis,'. says :..indell, and when there are surprises, she .楼ants the client to kr_ow imrneuately and -<now tl-_at they are taking care of it.
named DCI as the Top Firm in Customer Value for 20C路4, and in 2003 recognized Lindell as the Businessperson of the Year .
To facilitate communication, DCI is cur-ently w;)rking on rebuilding l:l.eir Web site _o include not ool~路 mJre information but
Building the business
!so a se:::ure
intra::-~et
where clients can check
be stat:Ls of the.r project 24 hours a day. Ol:vi.ously, DCls services are not for "1 don't do tract l-.omes and mid-eve! condos," says Linden. "I find that ~veryore.
l.igh-touch projects are jLst more fun. I 路Dve me ~ting t~ client ar.d wor~ing with hem." Project budgets with DCI range iom $1J,OOO intc the hundreds of thou:;ands, a..l.d include a[ the ir1stalled items 01nd accessories, as well as CJnsultation 01nd des:gn. Lirrlel!S "high touch'' approach has
' 1just v..ish 1 had some fu ture p::-oject in mind ," gusr_es on~ chen listed on their 'Neb sitE. "My cabinets are beautiful and the qualty is wonderful. Through the 'Vhole p ~oje::t I fe.t like ~was :lealing with ~ friend :'
offers a simple and profitable cash flow model. All of the work is completely
The publishes of a naticnwide maga;;:ine call.::d ' Kitc~n Bach Design"
custom, and so there is no need to carry inventory.
me
augJ =t L.CC 4
different kind of consulting- strategic planning for banks - and looking for a change. At the same time, she had just completed scme projects on her home, including building a second kitchen. In her words, she had "connected with this business and ended up buying it. " "I love the business of business," smiles Lindell. Garbed in a simple yet elegant dress highlighted by a vertical three-diamond pendant, Lindell$ appearance complements the beauty of her showroom. Her poise also reflects the elegance of her roduct offerings; she calmly exudes enthusiasm for the "fun" of her chosen profession. But like the simple fiat shoes she wears, Lindell's approach to business is sensible. High-end design and installation
brought accolaC.es for the company both trom clients and third party o::-ganizations.
50
Lindell was not always in this line of business. In 1998, she was working in a
greater charlotte biz
"We invest in a great deal in the displays, and place orders at the time a client purchases. That way the client is assured of a full choice of colors and styles as well as the most up-to-date bells and whistles. Besides, it makes for a good balance sheet.'. The company is privately owned and the financial statements not published, but, according to Lindell, "there is no debt on the business. " The lack of debt and the advantageous cash flow mean that DCI is on very secure ground financially. ''I'm pretty fiscally conservative," says Lindell. "You get a lot of people working for you and you don't want to have that conversation of, 'Oops, we had bad sales for two months and now we're downsizing or closing our doors or whatever.' Its not going to happen. " Cooking up growth That secure foundation has allowed for slow but steady growth. Six years ago when Lindell took over, the company had only one employee. Now she employs eleven full time, plus contractual workers brought in for specific jobs.
Webâ&#x20AC;˘iâ&#x20AC;˘fy
"It's been evolutionary," she says. "As you get more clients and you find good talent you bring them in and there always seems to be enough work." Although she hesitates to project specific numbers, Lindell expects the same sort of "evolutionary" growth to continue, certainly leading to more employees and possibly even additional locations. "But," she adds conservatively, "It would have to make very good business sense. " Right now DCI is focusing its growth on breadth of services and products. They have already added small appliances and cookware to their offerings, and Lindell wants to continue to add items that wi.ll enhance the clients ability to visit only one provider. Designing for the future Revenue growth also has been steady and "very, very good," according to Lindell. The downturn in the general economy shortly after Lindell took over the company had no adverse impact on her business. "We got to be very, very busy because people still were earning and wanting to
invest," says Lindell. "Rather than investing in the market that may go up or may go down, they put that money into an area they're going to enjoy every day and experience somewhat of a return on. " Lindell is adamant that she wi.ll be wi.th the company for a long time to come, but she has no illusions about being irreplaceable. "When I go away for a week, the company runs just fine wi.thout me," she laughs. This is deliberate. Design companies that maintain their existence solely on the personality and presence of an owner and/or lead designer are what she calls the 'dental office model.' "If the dentist is gone, there's no one to do the work. " Lindell wanted instead a business that could run smoothly wi.th her and in her absence. "I do a lot of the design, I do have my own clients," she says. "But someday I want to take more time off, perhaps eventually going on one long vacation." Smiling and somewhat wi.stfully, she adds, "That sure would work for me. " biz
Heather Head is a Charlotte-based freelance writer.
(web' r-fT)
(verb) l . To utilize the kn<lwlledlle tools, and experience nec~es>saJry leverage the potential of for the benefit of your b
grea te r charlotte b iz
august 2004
51
(Continued from page 39)
for local residents and creates new spending
in tax revenues, and the City of Charlotte
in the local economy from this constituency
will realize $417,828 in total tax revenues
who would normally have to travel to
the survey reported that they stayed
thanks to December's game.
Atlanta, Clemson, Winston-Salem, Durham,
overnight in conjunction wi th the
It should also be noted that, while Visit Charlotte supports the Continental Tire Bowl for its effectiveness in attracting visitors, the bowl game also provides a recreational outlet
Chapel Hill or Raleigh to see major college
Continental Tire Bowl. Projected to the
football. Though not pan of this analysis, the
34,859 estimated visitors in attendance,
spending of the 10,869 local attendees
21,264 stayed overnight.
should not be overlooked.
Hotel Utilization
Sixty-one percent of respondents to
Eighty-five percent or 18,074 of those staying overnight reported that they stayed in a hotel. Survey respondents further report that, on average, 2.68 people stayed
Other Attractions Visited
in their hotel room. Dividing the number of visitors using hotel rooms by the number of occupants per room, the study arrives at 6,744 hotel rooms. The average length of
70
stay reported by those using hotels is 1.45
60
nights. Multiplying the number of rooms
50
by length of stay, the study finds that 9,779
£340
total rooms we re used in the Charlotte area
Q) Ol
§
fo r the 2003 Continental Tire Bowl. biz
~ 30
20
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