Greater Charlotte Biz 2004.09 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

Consistency is being the same bank tomorrow, as we are today.

~FiRSf CITIZENS BANK Do something amazing.

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cover story

Allen Tate Company What Kleenex 1s to facial tissue, and Coke is to soda. the Allen Tate Company has become to the Charlotte reg1on's real estate industry. Drive through any neighborhood in the Charlotte or Triad areas and you are bound to see at least one ofTate's ubiquitous

tare! signs flaunting the company's

maroon sunburst or one ofTate's 26 office locations.

10 Time Warner Cable Digital Phone Time Wamer Cable, the media giant that brought us increased programming, digital video recorders and speedy online

• ~ •

access, has almost completed its rollout of

publisher's post

residential digital telephor e service .

Four Horseman for an Election Year

Commentmy by john Silvia

Wishart Norris Henninger & Pittman

empo

This local law firm, with offices also in

Legislative and Regulatory Highlights for

Burlington and Mebane, concentrates on

Area Employers

serv1ng closely held businesses and their owners, focusing on all legal areas that

biz digest

on top

affect them from business transact1ons to succession planning.

28 Port C ity Elect ri c Co. PCE is one of the oldest and largest electrical contractors and a major contributor to the fast-paced construction industry Its name harkens back to when Duke Power created lake Norman by damming the Catawba River. and Moore;v1lle positioned itself as the "Port City"

•

Dun n Enterpri ses Dunn Enterprises offers 1nnovatJve and effective sales solutions, taking pressure

Photogr·aphy by Way ne Morris.

away from the prospect as well as the salesperson as Dunn says," ... to help people to discover how your product would fit, why they really want to bu)( and give them the dignity of makng that choice:'

H.AIIen Tate]r., Founder, Chain11an and CEO, and Pat Riley, President and COO, of Allen Tate Co., Inc.

Sep ember 2004

cliaflotte greater charlotte biz

Introducing Our Newest Owner Meet Tar Reid, a new member of Scott's Team of Employee Owners. Tar brings fifteen years of sales and management experience, specializing in the transportation industry. He'll work in Scott's Charlotte office in business development. As a member of Scott's Employee Stock Ownership Plan , Tar is an owner with a personal stake in doing a better job for you. Count on Tar and the entire Scott Team to deliver effective transportation insurance service with the response you expect from an owner. For Insurance, Benefits, Bonds and Financial

Employee Owned

Management, Scott has been providing exceptional service for 140 years.

INSURANCE scottins.com

[publisher's

st]

Are We Becoming a "Purple" State?

clraflotte

September 2004 We will have to wait until November 2nd to see if North Carolina has become a purple state . That is when voters go to the polls to cast their ballots duri ng the Ge neral Election of 2004. Several factors determine whether or not any particular state becomes a "purple" state. A "purple" state is also known as a "swing" state or one that casts swing votes in the U. S. Electoral College. Such states are targets of both political parties in Presidential elections. The significance of "purple" or "swing" states is substantially the result of the 2000 Presidential race between George Bush and Al Gore. While Al Gore received a majority of the votes cast nationwide (most often referred to as the "popular vote"), George Bush received a majority of the electoral votes (based on his winning the popular vote in enough states that then cast their entire slate of electoral votes for him) . As it happens, only two states- Maine and Nebraska- choose to operate differently from the winnertake-all standard of the other 48 states. They calculate their distribution of electoral votes based upon pluralities in their congressional districts. Since it is the electoral votes that win the election, the national campaigns are only interested in electoral votes and tend to ignore states that they believe they will win easily. While many are suggesting that North Carolina will automatically support George Bush , others say that, with John Edwards on the ticket with John Kerry, North Carolina might provide a majority to the Democrats resulting in its total of 15 electoral votes for John Kerry. Those who track politics and actually look at voting totals certainly know that North Carolina has become more Republican over the last thirty years. According to the organization NC Free, North Carolina voters were 72.6 percent Democratic, 22.6 percent Republican and 3.9 percent Independent in 1974. In 2000, Democrats were 50.7 percent, Republicans were 33.8 percent and independents were 15.5 percent of registered voters. There were 5,122,123 registered voters in 2000. George Bush received 1,631,163 votes and Al Gore received 1,257,692 votes in that year. With 56 percent of the popular vote going to George Bush, he received all of the North Carolina electors. However, although the state went Republican in the Presidential election, it voted in a Democratic governor as Mike Easley won with 52 percent of the vote and Republican Richard Vinroot received only 46 percent of the vote. This dichotomy between voting Republican for one office and Democratic for another is not uncommon for North Carolina voters, who tend to split their tickets regularly. In 2004, Democrats include 47.79 percent of registered voters and Republicans total about 38.48 percent. Independents or unaffiliated voters make up 17.73 percent of regis tered voters . With over 5 million registered voters, we can expect over 3 million votes to be cast in this election. Presidential and gubernatorial elections usually cause more registered voters to actually vote than in elections for less high-profile positions. To win in the upcoming election, any candidate must win a plurality of those votes cast. Consequently, it will take at least 1,500,001 votes to win North Carolina's now 15 electoral votes in 2004. (We have gained one elector since 2000 as a result of our growth in population.) North Carolina is changing. It is not simply conservative or liberal, Republican or Democrat, or special interest versus special interest. While Democratic voters have fallen from 72 percent to 47 percent of registered voters and Republicans have grown from 22 percent to 38 percent of registered voters, those who are unaffiliated have also grown from 4 percent to nearly 18 pe rce nt. We are all red, white and blue Americans regardless of our political affiliations or lack thereof. Congratulate those who vote for making time in their lives to choose the direction of our government and its leadership. Even though we have been seen as a "red" state, we seem to still have "blue" inclinations as wel l. As a mix of red and blue, we can maintain a healthy and civil exchange of ideas that will make us even more competitive nationally and internatio nally. From our growth to date and prospects fo r the future, I suspect we are destined to be "p urple" for quite so me ti me. bi

September 2004

Volume 5 • Issue 9 Publisher John Pa ul Ga ll es Jgalles@greatercharlottebiz.com

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

Contributing Ed itor Susanne Deitzel

Creative Director/ Asst. Editor Paul Bond pbond@greatercharlotteblz.com

Accoun t Executiv es Bill Lee blee@greatercharlotteblz.com Barbara Yot1k bvot1k@greatercharlotteb1z.com

Contributing W riters Ell1son Clary Susanne De1tzel Casey Jacobus Lindsay LeCorchick

Contributing Photographer Wayne Morris Greater Charlotte Biz is publ1shed monthly by the Galles Communications Group, Inc. • 560 I 77 Center Dnve, 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

by Galles Communications Group, Inc . All

rights reserved.The information contained herein has been obtained from sources believed to be reliable. However, Galles Communications G roup, Inc . makes no warranty to the accuracy or reliability of th is information. Products named in these pages are trade names or trademarks of their respective companies.Views expressed herein are not necessarily those of Greater

Charlotte Biz

or Galles Communications Group, Inc . No part of this publication may be reproduced or transmitted in any form or by any means without written permission from

the publisher. For reprints call 704-676-5850 xI 02.

g reater charlotte biz

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Uncommon Wisdom

Four Horsemen for an Election Year Co mmentary by Jo hn E. Silvia, Ph.D., Chief Econo mist, Wachovia Co rp orat ion

our economic issues set the tone for this

election year: Empl0)11lent, federal spendmg, energy policy, and health care define the cutting edge of the choice between candidates. AL one le\'el we can easily see the dilferences between the candidates but at a deeper level we remain very uncertain of the impact of the choices made on these edge issues. Employment: New Trends, New Structures

Many analysts have claimed that happy days are back in the business cycle. However, the employment experience of many workers is more complex than just a cyclical phenomenon. First, the strength of the employment recovery in a global economy has been less than that of a closed economy. This is America's first postAFTA recovery. Second, there are a number of structural disparities that must be understood in a complex labor market. These disparities reflect differences in the nature of unemployment and the demand for labor in today's economy. Unemploy ment Differs in Both Level and Volatility by Occupation

Among three different occupational groups the unemployment experience has been very different this cycle. Unemployment rates for production workers are both higher and more volatile than those of sales or management workers (Figure 1). Second, the level of

unemployment for sales &: office workers is

quently consultants who would Lake full-Lime

surprisingly high and is just below that of production workers. This suggests that there is ongoing restructuring of office work, a fact little appreciated in media talk focused on manufacruringjob losses. Finally, notice that the unemployment rate for management con-

jobs if they could find them. ln the 1982 and 1991 recession periods, self-employment did rise as some workers turned to consulting as a means Lo make ends meet before finding that next job. However, that does not to appear Lo have happened this time. Self-employment fell

tinues to rise even after the recession has ended. This suggests ongoing structural reorganization and downsizing even in the "white-collar" executive office.

during the recession but has risen strongly in this jobless recovery, suggesting that there may be a younger generation of workers that prefers to run their own business. This continues a structural movement of employment away from

Unemploy ment Disparities by Age: The

large companies to individual enterprise.

Structural Impact

Female teenage unemployment is significantly higher and more volatile than adult female unemployment. Given our expectation that education and experience are positively correlated to age, it is likely that high teenage female unemployment reflects the reduction in opportunities in lower-skilled , entry-level positions in both the office and factory environment. ln fact, the impact of outsourcing for both factory and call center jobs may be particularly devastating to this sector of the labor pool. Business cycle recovery will only address pan of this unemployment disparity. Self-Employment: Another Structural Change Smashes an Urban Legend

Urban legend has it that self-emp loyment is dead and that self-em ployed people are fre-

Figure 1

The Looming Labor Shortage

America's unemployment problem is structural, not cyclical. The disparity between unemployment rates for high school dropouts and college graduates (Figure 1) remains large and persistent. The disparity has not diminished over the last year. Moreover, note the disparity between participation rates between these two groups. College graduates are far more involved in the labor market than high school dropouts. This lack of involvement should suggest that the challenge for policy makers is not just to create the demand for jobs but rather to focus on the supply-side of the labor equation. There is a clear need to improve the quality of labor with a commitment to retraining and education- from both the policy-makers and the unemployed.

Figure 2

Unemployment Rates

Federal Budget Imbalance Spending & Revenue as Percent of GOP

23r------------------------------------------, 22 21

19 18 17 16 Management, Professional & Related Occupations

Sales & Office Production, High School Occupations Transportation & Dropout Material Moving Occupations

Septe m b er 2004

College Degree

15~--~----L---~----L----L--~----~--~--_J

1/ 1/87 1/1/89 1/1/91 1/1/93 1/1/95 1/1/97 1/1/99 1/1 /01 1/1 /03 - -Spending

- -Revenues

great er c h ar lo t te b iz

Fiscal Policy: Choose Wisely

Economics remains a study of the choices society makes with limited resources. On the campaign trail spending proposals are often put out for voters' approval, but the circle is never closed in the context of building a budget. Therefore, we never know where the money is going to come for to pay all these bills and culling programs is never proposed. In Figure 2 we can see the steadiness in federal spending in recent years despite a sharp decline in federal receipts. What is a voter to do7 First, we need to ask candidates at both the federal and state level to close the circle. lf the government, at any level, is going to spend more money, where is the money coming from7 As for pay as you go rules, what programs will be cut to pay for new programs? Are these cuts realistic? Is the scale of cuts reasonable in our political process? Is there enough tax base available (for example, how many rich people are there7) to generate the revenue to pay for these programs? Second, voters need to ask themselves the

restrictions on domestic supply. Once again we must recognize choices. If our primary means of transporting people and goods is dependent on refined oil then economic growth will drive rising demand and, given restrictions on inventories and supply, higher prices. Federal energy policy is all about incenuves or barriers to supply, limits to demand and taxes. On the supply side there is talk about being energy independent- sounds attractive, but given our dependence on energy from Canada and Mexico, such independence on the supply side appears unrealistic. Moreover, how much would it cost to use more expensive domestic forms of energy to make up for less expensive foreign sources? Energy independence may come at a high price. Demand for energy continues to rise but are federal regulations hindering supplies? Finally, are energy taxes (and subsidies) distorting economically efficient choices? On the campaign trail we hear about limiting demand through higher ta-xes or mandating more fuel-efficient autos/trucks. Are we willing to pay for that? We hear about increasing domestic production but are we willing to open up explorationldnlling along the ocean coast or in Alaska? Finally, for those who advocate more public transportation , are voters Willing to accept more limits to their ability to drive to work or to go shopping?

tough questions. Are we really willing to pay more taxes to support additional spending? What programs are we willing to cut to afford the new programs? Energy Policy: Supply, Demand and Government's Wedge

Over the last two years we have witnessed a steady rise in the price of a barrel of oil (Figure 3). This rise reflects the influence of rising global demand in the face of limited inventories and

Health Care Costs: The Superior Good Problem

As a society becomes richer, its expectations

for better health care rise even faster than its

income (Figure 4). Moreover, this is further complicated by the third party, partial government, private payment system. Finally, a third of medical costs are incurred in the last few months of life. On top of all this is the issue of demographics. Health care is all about the money. Unfortunately, it is often about having one person pay for or subsidize someone elses health care. This can be direct through taxation or indirectly through price controls or a loss of choice in medical care. There is no free lunch here and too often voters have let politicians skin around the issue of who pays. Business Responsibility

There is no avoiding the obvious conclusion. Business leaders and voters must assume responsibility for making informed decisions in this election. The first step is to confront anyone running for public office with the hard questions on economic issues and to force choices on the allocation of economic resources in achieving society's goals. biz

Dr. john Silv1a is chief econom1st for Wachov1a Corporation. Prior to JOining Wachov1a, Silv1a worked on Cap1tol Hill as semor econom1st for the Senate jomt Econom1c Comm1ttee and ch1ef econom1st for the Senate Bankmg, Housmg and Urban Development A(fa1rs Comm1ttee. He had formerly been ch1ef econom1st of Kemper Funds and managmg director of Scudder Kemper Investments, Inc. Silv1a holds a B.A. and Ph.D. 1n Econom1cs from Northeastern Umvers1ty and a Master's 1n Econom1cs from Brown Umvers1ty.

Fi ure 4

Fi ure 3

Consumer Spending on Medical Care as a Percent of Disposable Personal Income

West Texas Crude Spot Price so.---------------------------~---------------,

August 8 @ $44.41

2or-------------~~------------------------.

18 16

8 6

10L________ L_ _ _ _ _ _-L------~-------L------~~ 7/ 4/04 1/ 4/03 7/ 4/03 1/4/04 1/ 4/ 02 7/4/02

"'c "'""c "'"'c ~

greater charlotte biz

September 2004

Legislative and Regulatory Highlights for Area Employees Can I Distribute Campaign Materials to My Employees?

employers to grant up to four hours of

programs for drugs used to treat ulcer

unpaid leave per year to any employee

problems, depression and arthtitis.

who is a parent, guardian, or person stand-

Pharmacy claims from September 2001

as well as several state and local representa-

ing in loco parentis of a school-aged child

through june 2003 were examined to com-

tive elections, employers should be aware of

so that the employee can become involved

pare changes in per member per month

laws dictating whether or not campaign

in school activities. This has been inter-

net cost between those on step therapy and

materials can be distributed to employees.

preted to allow four hours per calendar

a random sample of members from com-

The laws differ depending on whether the

year, rather than school year. Also, it is four

mercial plans without the step therapy

candidate is running for a federal office or a

total hours, not four hours per child.

programs. There were no other benefit

With the upcoming Presidential election,

state or local office.

Federal Candidates If the candidate is running for federal

For the purpose of this section, "schools" include public or private schools, preschools and child day care facilities.

design or clinical program changes during the study. The employer experienced a 93-cent

office, you may only distribute or commu-

Leave under this section is subject to the

decrease in per member per month drug

nicate campaign materials that advocate a

following conditions:

costs at nine months following step therapy;

particular candidate or party to what is

(l) the leave must be scheduled for a

while those not in a step therapy program

termed by the Federal Election Commission

time that is mutually agreeable to the

had a 90-cent increase over the same time.

(FEC) as your "restricted class. "

employer and the employee;

A corporation's restricted class is its

(2) the employer may require the

"This study demonstrates that promotion of equally effective generic alternatives

management employees, administrative

employee to make a written request

through step therapy can save money for

employees, stockholders and their fami-

at least 48 hours before the leave

both plan sponsor and patients," says the

lies. So in a federal election, you may

begins; and

study's lead author Brenda Motheral , a

advocate for the election or defeat of

(3) the employer may require the

vice president of research and trend man-

clearly identified federal candidates or

employee to furnish written verifiction

agement at pharmacy benefit manager

parties to the restricted class . But you may

from the childs school that the

Express Scripts. (Employee BenefiL News,

not advocate specific candidates or parties

employee attended or was involved

july 22, 2004)

to production-oriented employees.

in school activities during the time

State & Local Candidates If the candidate is running for state or

of the leave.

local office, then state election law prevails.

The statute prohibits discrimination against employees who request or take

North Carolina and South Carolina's election laws are much less restrictive in this

this type of leave. Employees claiming discrimination can bring a civil action

regard than federal law.

against the employer seeking reinstate-

State laws in North Carolina and South Carolina allow corporations to communi-

ment and lost wages. Employers should be aware that they

cate directly to all employees about

may require employees to use any available

basically anything, including express advo-

paid leave (e.g. vacation, PTO) concurrently

cacy of state or local candidates or parties. So in a state or local election, you may

with parental leave.

advocate for the election or defeat of

Prescription Drug Savings Employers promoting generic and lowercost drugs as the first line of defense in medical treatment - a practice commonly called step therapy - reduced total costs for the three drug classes (generic, formulary and non-formulary) by 38 percent, a study in the july 2004 issue of the American journal of Managed Care shows. In September 2002, an employer plan in the Midwest implememed step-therapy

clearly identified candidates or parties to all employees.

Parental Involvement in Schools Now that schools are back in session, employers would be wise to review North Carolina General Statute ยง95-28 3- commonly called Leave for Parental Involvement in Schools Law. The law requires all North Carolina

September 2004

Small Businesses Use Retirement Plans to Attract Workers The vast majority of SOl small businesses surveyed by Fidelity Investments say retirement plans help them retain employees, attract new ones and reduce their taxes. The study, released in conjunction with National Small Business Week, reports 80 percent of small businesses find retirement plans useful in employee retention, 76 percent say plans aid in recruitment efforts, and 59 percent believe plans lower their tax burden. 'The combination of an improving labor market coupled with other economic factors such as the rising costs of health care, and a population that is living longer, emphasizes the need for small businesses to offer workplace retirement plans," says Edmund Murphy, Fidelity executive vice president. Of those small businesses not offering plans, 20 percent expect to do so in the next three years. More than 60 percent of

greater charlotte biz

small businesses without retirement plans cite administration costs as a barrier, three quarters say employer contributions are too expensive, and half report that retirement plans take too much time to manage.

for Care giving shows 64 percent of longdistance caregivers work full-time , and 18 percent work part-time. To accommodate caregiving demands, men and women are equally likely to rearrange work schedules, leave early, come in late, take unpaid leave or consider changing employers, but women are more likely than men to miss work days or switch from full-time to part-time employment. Almost 50 percent of long-distance caregivers spend eight hours per week managing needed care services. Long-distance caregivers live an average of 450 miles from the care recipient, the survey indicates. "Employers should consider the impact that long-distance caregiving has on workplace productivity and identify solutions to assist caregivers so they can do their jobs, tend to their own families and provide care for their parents," says Sandra Timmermann, director of the Metlife Mature Market Institute. A copy of the study may be found at www.metlife.com.

(Employee Benefit News, May 20, 2004) 2004 TEA Wage & Salary Survey

Employers need to pay competitive wages to recruit and retain the best employees. One way to make sure your company stays current is to compare your wages to other organizations through benchmark surveys. The Employers Associations 2004 Wage & Salary Survey is now complete and has a new and improved look. With over 290 benchmark job titles, it is the most comprehensive report on local pay practices available. Information is broken out according to company size, geographic location, and industry type. Figure 1 shows a sampling of jobs surveyed this year. (The survey is free to participating mem-

bers; non-participants may purchase a copy from The Employers Association.]

(Employee Benefit News, August 3, 2004) Increasing Your Value

Long-distance Caregiving Poses

Most people will invest between 100,000 and 140,000 hours into their career between the ages of 20 and 65. Your ability to maximize your value in the workpia e will determine two things: (l) your overall success, and, (2) the size of the return on your investment of time and labor.

Challenges

Long-distance caregiving for family members causes workers to carve time out of their workday to handle caregiving tasks. A new survey of 1,130 long-distance caregivers from Metlife Mature Market Institute and the National Alliance

Fiaure 1 - 2004 Waae and Salarv Survev Wl!oe Jobs (!:!!I!Or:led on i!n hourlx bi!sis) Production Machine Operator, Levell Material Handler, Levell! Shipping/Receiving Clerk

Sl!li!ried Jobs (!:!!I!Or:led on i!n i!nnul!l bi!sis) Accountant, Levell! Receptionist Maintenance Supervisor, Levell!

II of

Compi!nies

Emgloxees

A짜mn

.MU.il!n

437

$11 .13

42 89

169 269

$13.39 $13.56

$11.23 $13.11

$11 .22 $13.08

$13.73

$13.00

Comgi!nies 49

II of Emgloxees 73

II of ~

103

Network Administrator

39 52

Customer Service Representative, Levell

(Source: The Employers Association 2004 Wage & Salary Survey)

greater charlotte biz

Weighted

II of

Weighted Average

.MU.il!n

309 55

$40,897 $26,416 $54,807

$40,922 $24,129

$40,500 $26,000

$55,145

$55,297

$53,636

$53,382

$55,000

201

$29,205

$29,060

$28,427

Every business person knows that sales will go up if the value to the customer increases. Likewise, a persons career can soar if they increase their value to an employer. Here are a few ideas to increase your value in the workplace: Be Yourself- Your value to a company will increase in proportion to your ability to be and develop who you are. Do not try to be someone else. Coaches, mentors, and role models are great, but ultimately you have to discover your own talents, interests and abilities. Focus there.

Tahe Responsibility For Your Work People who are really willing to take responsibility for their actions and efforts become indispensable to their employer. This means taking responsibility not only for the good things that you do, but also for the mistakes that you make. Establish A Strong Work Ethic- Your value to a company increases sharply with your work ethic. Someone once joked, "I like work. lt fascinates me. l can sit and look at it for hours. " While this may seem extreme, being that committed to what you do sends a positive message to your employer. Resolve To Persevere- While some people cannot seem to keep a job, others cannot seem to stick with one. One great measure of your value to a company is your ability to stick with it even in trying times. Remember, great people are just ordinary people with an extraordinary amount of determination. (The Excellence in

Business Newsletter) biz The Employers Association is a nonprofit Charlotte organization providing comprehensive human resources and training services. Founded in /9 58, the AssociatJon maintains a broadbased membershtp of over 700 companies from all industries in the greater Charlotte region. The above excerpts were taken from The Management Report. the Association's monthly newsletter. For more information, please call Laura Hampton at 704-522-80 II or vtsit the Web site at www.employersassoc.com.

September 2004

by susanne deitzel

Time Warner Cable: Ringing in the Future of Telephony Telephony ( t a-Jef 'a-ne) 1. The transmission of sound between distant stations, especially by radio or telephone. 2. The technology and manufacture of telephone equipment.

everal years ago, the future of cable was ushered in by a fleet-footed purple creature announcing its arrival with a "beep-beep." Little did we anticipate that Road Runner high-speed data (HSD) technology would change another facet of our daily lives as well, the "ring-ring" of our telephone technology Time Warner Cable, the media giant that brought us increased programming, digital video recorders and speedy online access, has almost completed the rollout of perhaps its largest launch to date: residential digital telephone service.

destination. There is no additional equipment to buy, including phones, and customers can keep their current phone numbers. The obvious question is, "Why go to the effort to change my phone service when it works just fine as is7" The answer lies in saving money by bundling services from one provider. Time Warner Cables Digital Phone service allows customers to bundle and discount services: Time Warner Cable charges one low, flat fee ($39.95 for digital cable and HSD subscribers, $44.95 for

Time Warner Cable, the media giant that brought us increased programming, digital video recorders and speedy on-line access, has almost completed the rollout of perhaps its largest launch to date : residential digital telephone service . For non-techies, the verbiage may seem a bit vague, but actually it is a simple concept: instead of a phone signal running over traditional phone lines, the signal is instead sent over Time Warner Cables digital cable network, received by a data traffic station and then relayed out to providers such as Sprint or MCI to be transported to its final g reater charlotte biz

new or traditional cable-only subscribers, and $49.95 for customers who do not want any other cable services) for unlimited local, long distance (domestic U.S.) calls and service options. And, in Time Warner Cable's case, unlimited really means unlimited- there are no preset minute maximums that can tack on extra fees. )oSeptember 2004

Once the secret of Internet b _ft acd industry professiJnals, high-spee::l dao transfer has heralced digital tele::h=•n)- a5 ar easy, a[ordable a::d incredibly arp:ali-lg product to the average, residentd ::us.oneL Dialing for Data

The rollout of -=-ime Warner Clbles di5ital phone product is spearheaded i-: T::me Warner Cables ::::harlotte Di.visi ·"Yf Dorie Climenhage, vi e president and g::rerc:l manager of Voice Services. An efcr..eso·er.t blonde with over ~5 years in the •: c rr.nu::1i-

::atioiS. fie c., Climenhages dizzyng r _per:om: cf acrcryms nd tech spea[. could

encing technology just prior to moving :o Charlotte, she was based in New Orleans

::-takE CPJJ ;0 WL'<Eu e:.itor blush_ C inw.age : ut her teeth in .deo:n

with media giant, Cox Communications. It was there she oversaw the launch of a new high-speed data and telephony productCox's biggest launch ever. Says Climenhage of her experience, "I f~el really fortunate to have been on the cutting

PhilE V"'Otlu.g for 3ell Canada. Ther:', shE ·)'VerSI\J t:-..E impleoentation of the large9: ;:nd e-ve;r [: ho::~e 3yst~ m in Ottawa Subscq..1e:-.d).; she oov~ d to Dal as, Texa". .,-her:' ffie ";ent t:• .vo~k outfitting a 72slory o l ic: .ower ...-ith an '·ir.r::ll gent oJic::-" cono.c.nicatior.s system. Followi.~ Calla::, ;he: "':nt tc Yli3mi ar.c ~cam ~ ir:unEr.x:C. ic. voi::e. video and video confc-

edge of new products ever since l started in my field. Be it new technology, marketing and sales, or entrepreneurial rollouts, l have seen the evolution of communications. Now I am involved with one of the biggest innovations to date with Time Warner Cables Voice Over IP technology."

I fe el really fortunate to ha ve been on the cutting edge of new products ever since I started in my field . Be it new technology, marketing and sales , or entrepreneurial rollouts , I have seen the evolution of communication s. Now I am involved with one of the biggest innovations to date with Time Warner Cable 's Voice Over IP technology. - Dorie Climenhage

IT'SMY E

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Voice Over IP stands for "Voice Over Internet Protocol," which is to say voice messages are converted into data packets via a modem or EMA (enhanced media adapter), then channeled with lightning speed over broadband cable networks. In the case of Time Warner Cables product, once the message travels the cable lines, it is trafficked by the Time Warner Cables regional data plant and then sent to a CLEC (Competiti ve Local Exchange Carrier), which is a company like MCL or Sprint. From there, the process follows traditional phone lines, arriving at the caller on the other end of the line. Explains Climenhage, "Our digital phone service provides several advantages by following this process. The customer

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can enjoy the speed of our state-of-the-art broadband network, and also retain the benefits of using traditional phone services. For example, because we are partnered with MCI and Sprint, users still have the benefit of using tried and true, reliable phone networks rather than staying on the relatively new public Internet, as well as keeping operator assistance, 411, 611 , E911 and similar services. " Calling Out The Competition While Time Warner Cable is not the only player in the ever-expanding field of digital telephony, Climenhage cites several advantages to its product over competitors such as Vonage or AT&T. "With some competitive VolP providers, a phone signal travels over the public Internet for the entire journey of the call. This is problematic for two reasons: the public Internet cannot distinguish between voice data and other data; therefore calls can drop off or result in poor quality. Our product does not travel the public Internet- it travels Time Warner Cables private data network and is given priority. Plus, there are simply many untested facets to voice packets over

Our digital phone service provides several advantages by following this process. The customer can enjoy the speed of our state-of-the-art broadband network, and also retain the benefits of using traditional phone services . - Dorie Climenhage

the public Internet, and the customer presently cannot have the same confidence in reliability." Climenhage continues, "When we install our EMA (modem), every outlet in the house is 'lit up,' simultaneously, whereas competitors who use their 'box' converters light up only the jack that box is connected to." >

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Time Warner Cable also voluntarily agreed to comply with FCC and other regulatory commissions regarding fees and service standards regarding the digital telephone product. As an information provider, TW is not yet required to abide by these standards, but wanted to provide the reliability and services of a primary provider. Comments Climenhage, "Some competitors have even been denied access in places like Minnesota for not meeting the standards expected for its residents. We are as easy and as foolproof as any other primary communications provider. " One might wonder how Time Warner Cable was able to convince CLECs like MCI and Sprint to partner with them in what has become an increasingly competitive communications environment. But, Climenhage says that in the face of increased competition and declining profit margins, the companies actually embraced the opportunity to provide Time Warner Cables product. "Our partners are very excited , and they see it as a huge opportunity. In addition to being able to benefit from our extensive network and techno!-

ogy, they are also receiving a flat fee for every customer that we sign up to the service. This means we are selling it, and they have no marketing or sales costs. " Perhaps not as enamored with this

Our partners are very excited , and they see it as a huge opportunity. In addition to being able to benefit from our extensive network and technology, they are also receiving a flat fee for every customer that we sign up to the service . Th is means we are selling it, and they have no marketing or sales costs ." - Dorie Climenhage

sr.sits!

arrangement is Bell South. Bell South is an ILEC, or Incumbent Local Exchange Carrier, which owns the local phone lines and charges CLECs like MCI and Sprint to provide long distance service over its network. Says Climenhage, "As the CLECs created more competition in the marketplace for long distance, ILEC:S were forced to reduce their charges for per-minute long distance. To combat this, some ILEC:S raised their charges to CLECs to use their lines. Since this decreased profitability, the CLECs have embraced a sure-fire way to gain incremental business." Climenhage says that in our market area, some incumbent providers have offered win-back programs, but she appears to have little concern about their impact. She is equally dismissive of wireless phones, "If you have ever had to move close to a window to regain your signal in your home, you understand the difference. Cell phone services consistently say that they provide no guarantee of a signal in your home. l e>.1JeCt we will be providing our service to supplement the portable benefits of cell phones. " Listening to The Customer Climenhage adds, "Ours is really a very simple formula. We offer reliable netwo rks, great signals, a robust product with great cost savings and services like E9ll, call waiting, caller ID and voice mail (for a minimal additional cost.) The

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strength of our product has allowed us to roll out residential Digital Phone Service over all3l divisions of our company in one year- which is virtually unheard of in this industry" Time Warner Cable began its digital telephony rollout in lower-density Gaston and Cleveland counties, which has been fully completed. The Mecklenburg County rollout is working its way northward from South End by zip code and is scheduled to be fully completed by year's end. Despite what appears to be a cautiously planned rollout schedule, Climenhage says that the timing was really calculated to deal with an intense demand once the system is complete. "We have fully cross-trained our technicians and CSR's to handle any ques-

We are thrilled to be able to offer Digital Phone service to Charlotte and look forward to what we expect will be a huge demand . Time Warner Cable really cares about our customers, and to be able to provide them with a product of this magnitude is really fulfilling .

Climenhage explains, "Time Warner Cable

lion-plus residences are scheduled for roll-

is all about providing choices. For the person who works from home, unified messaging might be integral to productivity; for someone looking to stay connected to distant relatives and friends, the unlimited long distance feature of our Digital

out next quarter, demand for the product and success of the network has instilled considerable confidence. Climenhage says with a smile, "We are thrilled to be able to offer Digital Phone service to Charloue and look forward to what we expect will be a huge demand. Time Warner

Phone service will facilitate that reliably and affordably " Charlotte is the fourth city to be outfitted with the new digital phone product

Cable really cares about our customers, and to be able to provide them with a product of this magnitude is really fulfilling. " biz

behind Portland, Raleigh, and Kansas City Considering that ew York City's two mil-

Susanne Deitzel is a Charlotte-based freelance writer.

Trudi Lamond Manager, Training & Development Siemens Westinghouse Power Corporation

- Dorie Climenhage

tion or situation with regard to our products. It was very important to us that we not 'silo' the phone product. It's the ultimate one-stop shopping experience. We want every member of our team to be fully versed in every aspect of the technology and service to be of the highest use to our customers. " Climenhage says that combining the digital phone service with other cable services also maximizes future innovations for digital telephony "One of the most salient advantages we offer by virtue of our network is increasing interactivity between products. The integration of all of these services effectively gives people the power to simplify, control and balance their lives. " To those who might feel reluctant to let yet another media vehicle into their home,

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TAR HEEL LAW FIRM

SPECIALIZES CLOSELY HELD BUSINESSES

IN SERVING Focus, Passion Goes into Filling

Multiple Needs

ofEntrepeneurs

bert Norris remembers the moment he decided to be a lawyer. He was sitting beside his father at Sonoco Products Co. The other 20 people in the conference room represented Sonoco, and many were attorneys. lt was 1972 and Norris was a week from graduating at Davidson College when his father drove him to the packaging companys headquarters in Hartsville, S.C. He watched his father negotiate a merger of the family's waste paper business into corporate giant Sonoco without the assistance of a lawyer. "I was fascinated by the deal, by what all happened and what all took place ," Norris remembers . "Although I realized how expansive

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and important the lawyer's r::>le for the public company was, rr_y father didn't see the need to have a lawyer for his small company" For Norris, that experience led to what has become Wishart Norris Henninger &: Pittman, a law firm with offices in Burlington, Cf_arlotte and Mebane that concent:-ates on serving closely held (often familyowned) businesses and their owners. Norris is responsible for the Charlotte office, working closely with partner josh Henninger. Partners Bob Wishart and D::>m Pittman run the Burlington and Mebane practice. The firm serves oore tha"'l a thousand closely neld businesses in - orth c.nd South Carolina, focusing on all legal areas tlut affect them, frorr. busi-

ness law (including mergers and acquisitions) to business litigation, tax, estate planning, succession planning, commercial and residential real estate and family law. "Our focus- our passion- is representing closely held businesses and their owners," Pittman says "Thats the bulk of what we do." But it didn't happen overnight. After graduating from college, it took Norris a while to decide he'd work with closely held businesses. First, he enrolled in UNC-Chapel Hill's MBA program, dreaming that he'd emulate his father by starting his own business. But the legal bug kept biting and pretty soon he was in a program that led to a law degree along with an MBA. >-

Sep t ember 2004

"Debbie ard I have worked together for 15 years. Her firm has been an integral part in the growth Clld success of our business, Clld she has been with us every step of the way ." f?my (;,.J.) Viu President, Cassco, 'nc. ofNorth Carolina and Sub<idiary. a TiRderbor franchisee with multiple locations.

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A guest speaker in one of his classes discussed the difficulties faced by family businesses and Norris couldn't resist the opportunity to comer with him afterward to talk about how he grew up in a family finn. As it turned out, the speaker along with his two brothers had a company near Burlington and he hired Norris pan-time as a controller. orris watched as the owners wrestled with issues that he's since learned are typical of closely held businesses. He gradually decided he wanted to stan a law firm to help these businesses and their owners. About that time, Wishart had just made partner at a small Burlington law firm. Originally from Vermont, he'd graduated earlier from UNC law schooL A business litigator, he interviewed Norris when Norris was asked to join the firm. They became good friends and shared a vision to form their own legal practice for closely held concerns. "Burlington had all this manufacturing business, lots of textiles, packaging and distribution," Norris remembers. "We decided there were too many entrepreneurs and business owners in and around Burlington who felt they had to go to Winston-Salem or Charlotte or Raleigh to get their legal services. We decided to create a firm that focused on closely held businesses and their owners, which would bring these businesses back home." So Norris, Wishart and Charles Bateman, another attorney at the same law firm, formed Bateman Wishart & Norris in Burlington in 1976. Filling His Father's Needs Driving orris was his vivid memory of how his father didn't use lawyers until he was ready to document a deal and needed someone to take care of technical or tax issues. "I wanted to create a law firm that my father would have seen the need to retain early on," says Norris. "We would provide not just legal advice but we would possess the business expertise and experience to become trusted advisers who would help these owners reach their personal and business goals. " Bateman left the firm in 1981. Prior to his leaving, josh Henninger and Burlington native Dom Pittman joined the inner circle. Henninger had been friends with Norris

growing up in Statesville, was a Morehead Scholar at U C, and had a law degree from Seattle University He is now a Board Certified Specialist in Estate Planning. Pittman was a CPA with big eight experience who also had a Wake Forest MBA and law degree. His expertise includes business and personal taxation as well as estate planning. From three lawyers in Burlington in 1976, the firm grew to 75 employees, with 33 lawyers nearly equally divided between Burlington and Charlotte. It became Wishart Norris Henninger & Pittman in 1981. Henninger started the Charlotte office in the mid-'80s and Norris moved to the Queen City in 1992. "We realized Charlotte was a special place," says Norris. "People had a can-do attitude and if you could do a job well, you'd get a chance here." Even during the economic troubles of the last three years, the law firm has grown revenues by 40 percent, Norris says. Wishart vows the growth will accelerate in 2005. He cites the recent opening of an office in Mebane and points to success in client development. "We have never been so

Wishart Norris, Henninger & Pittman, PA dlbla

Wishart Norris~ Henninger & Pittman 6832 Morrison Boulevard Charlotte, N.C. 2821 I Phone: 704-364-00 I0 Equity Partners: Robert J.Wishart, Robert B. Norris, Joseph B. Henninger Jr., Dorn C. Pittman Jr., J.Wade Harrison, C. Thomas Steele Jr. Started: 1976 in Burlington, N.C.; took current name in 1981 O t her Offices: Burlington, N.C., and Mebane, N.C. Business: Law firm representing closely held (including family) businesses and their owners Concentration: All areas of law affecting closely held businesses and their owners (Business Law, Mergers and Acquisitions, Business Litigation,Tax, Estate Planning, Succession Planning, Employment Law, Commercial and Residential Real Estate and Family Law). www.wnhplaw.com

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"We work with companies with hundreds of millions of dollars in revenue as well as small businesses just getting started, and its easy to see a common thread . All our clients are driven by an adventurous spirit, never satisried with doing things in expected ways. They depend on us to help them rea h the next level. " The closely held business market is huge, orris says, and he Clles statistics. Closely held businesses are 90 percent of all the companies in the Un ited tales and account for half the gross domestic product. They create 78 percent of new jobs and employ 60 percent of the work force. orris' law firm serves a wide array of business types, mclud ing manufacturing and distribution, textiles, se rvice companies, real estate developers and contractors, and information technology operations. The typical size of business that latches onto the rirm is between $10 and $50 mill ion in ann ual revenue, but the range is from start-up operations to companies wi th hundreds of millions in annual revenue.

Pictured Back Row (I rc r): Bill Navarro, Gary Smith, Steve Horowitz, Eric Bass, George Miller, Steve Ockerman; Front ~ o-. {I to r): Greg Kun kl eman,. une Allison , Barbara Lembo, Garth Dunklin

excited about our J=t:ople and our po~ent ial ,' Wishart says. For all the grov.r:-r, Pittman credits a core value of the firm - ·a-ging relationships that last- with keepir g h-m happy "lt's so satisfying to me that I've be n working with some

of the same clients fo r more than two decades," he says. "''ve seen their businesses grow beyond all expectations- and we've become lifelong friends." Henninger says he stays interested in his work because of the variety of the clientele.

Understanding Closely Held Issues

orris traces the firms success to 'walking >

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the walk' "We are ourselves a closely held business," he says. "We have six equity partners and

ters, and will be on call at a moments notice. 'They can budget their Legal expenses,"

nine other partners of various types. We have

Norris explains. "They know what it's going

grown this thing and have faced the same chal-

to cost."

shares had voting rights. A simple charter amendment was all that was needed to meet the owner's objectives." Fifty percent of owners want to pass the company to insiders, but only 16 percent

lenges as our clients." He and his partners have created what they call the lO commandments for dealing

Succession Planning

Greatest Unmet Need

with entrepreneurs. They include listening,

Perhaps the most important service his

communicating constantly, working proac-

firm offers, Norris says, is help in succession

succeed in doing so primarily because of poor planning, Norris points out. "We have created our own process for succession planning which has proven very effective." Norris says his fi rm worked out the suc-

tively to earn trust, and making the legal

planning. Most closely held businesses strug-

experience fun.

gle with preparing to transfer ownership

cession plan he outlined because of

from one generation to the next. "lts the

adherence to another core value: open com-

hardest thing to get entrepreneurs to think

munication and listening carefully to the

They try to simpli fy solutions, Norris says, and thats an attribute Charlotte's Alan Blumenthal especially appreciates. "Even

about," he says. "They can't envision them-

clients explanation of his objecti ves. Then a

though they're attorneys, they talk in lan-

selves anywhere but working in their

solution can be found .

guage that you can understand ," says

business. "

Blumenthal, an owner and board chairman at

Recently, a Charlotte-area client couldn't

"We make it our business to develop expertise in areas that are important to our

figure how to transfer ownership to a daugh-

clients," he says. "We have regular communi-

ter who was in the business. The owner

cation. For some clients, l serve on advisory

didn't want to slight her two brothers who

boards and we'll meet once a quarter. Thats

they are never surprised as to outcomes or

were in other pursuits. The family almost

all part of this in-house counsel program ."

fees," No rris says.

sold the company with $15 million in annual

Radiator Specialty Company Also important is eliminating surprises. "Small business people like it better when

For some of its best clients, the firm offers what it calls its in-house counsel program.

sales before consulting with Norris. "It was a simple technique of recapitaliz-

For a set monthly fee, the firm will handle

ing the stock to make voting and non-voting

everything from business and corporate law

shares," he recalls. 'T he value transferred to

to employment law to regulatory and tax mat-

each child was equal but only the daughters

Another core value for his Law firm, Norris says, is to provide not just something that will do, but an "optimum" solution . Scott Hicks, president and an owner of Charlottes Environmental Drying Service Inc., remembers a solution that was particularly beneficial. "We had a key em ployee that left, and he was a minority owner," Hicks says. "l could have been in a wo rld of hurt, but it didn't affect us because of the contracts

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and the way we set things up." To make sure the firm continues to provide solutions that please clients, it has staff employees such as Maria Stidham in Charlotte whose job it is to communicate with clients and make sure they're getting what they need . Concentrating on client rela-

join us October 26, 2004 as we focus on "Strategic Thinking -Working on the business, not just in it...

tions, she is the contact who ensures accessibility to the lawyers, and says she enj oys running interference when necessary. Norris believes the future is bright. Three new attorneys recently joined the Charlotte office, a reflection of a swelling client load . New clients come primarily through referrals from current clients, CPAs and other attorneys. "We've brought in a lot of new clients

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.

recently," Norris says. "We believe in the last couple of years we've probably doubled our business client base in the Charlotte office. Our goal is to be the law firm of choice for closely held businesses and their owners." biz Ellison Gory is a Charlotte-based (Tee/once writer.

Se ptember 2004

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[biz profi Ie]

Realizin Returns on Real Estate Regional Realtor Houses Growing Family of Companies

hat Kleenex is to facial tissue, and Coke is to soda, the Allen Tate

Company has become to the

Charlotte region's real estate

The Genesis

This success did not, however, happen overnight. Allen Tate Realtors was founded in 1957 by none other than H. Allen Tate Jr. Like many of his contemporaries, Tate relocated to Charloue from his native South

industry. Drive through any neigh-

Carolina in pursuit of economic prosperity and per-

borhood in the Charlotte or Triad

sonal fulfillment. Says Tate, "lam a living example of a

areas and you are bound to see

classic situation. I left a small town, drawn by the lights

at least one of Tate's ubiquitous yard signs flaunting the company's maroon sunburst or one of Tate's 26 office locations.

of the big city to live a beucr life. This was true of hundreds of people, many of whose names are plastered all over this city." Tate says real estate was his destiny His father was m the business, and he took an interest in it very early on. He tells the story, "l learned to read from The Char/otic

Observe1; and l remember being very young and seeing ads by a man named j. Frank j ones, a real estate professional. I always thought he had the best ads. " After his father suggested that Charloue was a pnme market for real estate, Tate founded what began as a one-man real estate and insurance company Last year, his family of companies generated over $4 billion in residemial sales volume.

greater charlotte biz

)>-

September 2004

Surprisingly, Tate says he knew nothing of real estate. "My success arose from sheer determination. One day I simply said, THIS I am GOING to do.' l didn't rely on anybody elses advice either. They probably would have told me to get a jobl" Tate still has a lingering country-boy drawl, and a glint in his eye that suggests that he is satisfied with the fruits of his labor. He says, "One thing that is true of all the people who came to this town to make something of themselves is that we all decided, whatever our calling, we would be the biggest and the

You could see the winds of change blowing into the area. Suddenly b ig brokers like Merrill Lynch were coming on the scene , and I thought, 'I might just have something here.' From there I branched out and grew, in the hopes that this might be worth something someday. -Allen Tate

best at what we do." Tate's calling: to be the leading real estate company by offering customers all the real estate services they need coupled with the best customer service.

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September 2004

By all appearances, he is well on his way Realtor Magazine ranked Allen Tate Realtors 22nd of the top 100 Realtor companies; Real Trends statistics ranks the company 21st of the 500 largest real estate companies, and 13th for independently owned real estate companies. With 26 branches, 1,000 real estate Realtors, 400 employees and RELO, Tates homegrown nationwide relocation network , this local company has extended its reach nationally and internationally Tate was joined by brother-in-arms, Pat Riley, in january 1991 , having met initially twenty years earlier at an association (Homerica) meeting. The two not only joined forces but also reconstructed the association, forming the new RELO. RELO connects buyers and sellers with Realtors nationwide via corporate connections, the Internet, Allen Tate Realtors, corporate business development and third party relocation companies. Today RELO can boast that its member agencies have sold more homes than any national franchise. In 2003, the network produced $314 billion in sales. "Pat and I were both among the first 15 brokers to join the relocation network that now has over 900 members," boasts Tate. He adds, "Founding RELO was one of the most gratifying experiences of my life. For the first time, there was a great coming together of independent real estate professionals raising their hands saying, 'I want to be a part of this.' A bunch of people came together with the lone goal of being the premiere relocation network in the country" It was in the early 1990s, coupled with the arrival of Pat Riley, that Allen Tate says his company started growing exponentially Riley takes exception, "He is selling himself short. He had this operation well under way before I came on the scene. By taking the leap and creating six branches, as well as providing unique customer-centered solutions, Allen Tate Realtors was already a force to be reckoned with."

greater charlotte biz

Tate recalls, "You could see the winds of

"was just an elementary school and a filling

the residence halls today? Sorry! Who knew

change blowing into the area. Suddenly big

station." He also fondly remembers a trip to

what incredible growth it would have! "

brokers like Merrill Lynch were coming on

the field that would become the campus of The Evolution

the scene, and I thought, 'I might just have

UNC Charlotte: "! stood in that field with

something here.' From there I branched out

Ms. Bonnie Cone when she shared her

and grew, in the hopes that this might be

vision of a great, urban, 'drive in' university

Charlotte city development longer than a lot

worth something someday"

- with no dormitories. From there I helped

of city administrators have been in the work

promote her vision, as well as get support

force. He joined the planning commission in

After Riley joined the company, it contin-

Allen Tate has had a spoon in the pot of

ued to grow rapidly by virtue of several

from Jaycee clubs throughout the country,

1965 and eventually rose to chairperson, a

strategic acquisitions they orchestrated. The

and the rest is history."

position he held for ten years. He also

twelfth acquisition occurred this July, culmi-

chaired the Charlotte Chamber of Commerce

He says with a chuckle, "Some of those

nating in the addition of the forme r Fran

old Jaycees buddies remind me about that

for ten years, and founded the Republic Bank

Harris Realty in Mint Hill, N.C.

'no dormitories' vision. All! can say about

as well as the Piedmont Policy Institute, a

Says Riley, "Allen is a visionary He has an instinct to know where people are headed, and a natural inclination to want to help them get there. His talents were sharpened

aa:omplishes

delivers what they promise."

by his 15 years on the planning commission,

Wid1 Choice Thmslating you can rest assured d1at

and he has a passion and tolerance for risk

)O.lf

translation {Xojecrs will be clelivcred on-time, on-budget, and wim 100 percent accuracy

that has positioned him head and shoulders above our competitors. He pointed out the

fur a full range of linguistic se1vices delivered wid1

direction and I seized the moment."

tuunatched quality and professionalism, today

contad: Q10ice Thmslati.ng

I stood in that field with Ms. Bonnie Cone when she shared her vision of a great, urban, 'drive in' university - with no dormitories. From there I helped promote her vision, as well as get support from .Jaycee clubs throughout the country, and the rest is history. -Allen Tate

When asked about the chances he had to

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take, and what inspired his choices, Tate answers, "When l started on the planning commission, all the development was in the South End. If we had continued on that course, Charlotte would stretch all the way to Columbia by now! We knew we wanted to see concentric growth, and the University area was a good place to stan." Tate recalls the days when a trip to the University area was a "day trip," when the airport was a "couple of reconditioned WWli huts that a few battered DC3's would

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September 2004

think tank for public policy issues. He has served on boards ranging from CPCC, to

Allen Tate Family of Companies

Charlotte Home Builders Association , to television station , WTVI. Frankly, the list of his business and civic invo lvement is too long to enumerate here. Riley and his leadership team are equally as committed to serving on various boards and organizations as evidenced by his own involvement in the Charlotte Chamber of Commerce (Executive Committee), Center City Partners, Charlotte Regional Partnership , Arts & Science Council (past Chair), Charl otte Advocates for Education (past Chair), and Foundation for the Arts & Sciences (Chair). Tate says that this spirit of giving back to the community is what has generated the success of not only the city, but the success of the leaders who helped create it. "The people who came here determined to build something great and they did so with an enormous spirit of giving in terms of finances and service. To a large degree, you see this legacy of giving in Charlottes leadership today" Riley says, "ln addi ti on to economic development, the Allen Tate Company espouses a quiet mandate in three major pur-

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donating $90,000 to the United Way, an d do

arts, science and history We know that the

everything we can to help perpetuate

number one thing a family looks to when

Charlottes positive business atmosphere by

moving is the quality of area schools. We

helping recruit companies like General

make it part of our job to do everything we

Dynamics and Continental Tire for increased job growth."

can to create a powerful learning community One way we do this is with our FUNDAY

ing houses or ice cream cones, if yo u don't

Every new job means the creation of a new houseare selling houses or ice

"Celebrating 20 years!"

prospect of a good job, or the opportunity to be around this kind of growth, the city will eventually begin to decline." Riley concurs, 'There is no such thing as a city remaining static. You are either

have a city that offers a

expanding or declining. That is why we place so much import on nurturing the intellectual

good job, the prospect of a good job, or the this kind of growth , the

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have a city that offers a good job, the

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Tate makes it a point to drive these ideas home. "Every new job means the creation of a new household. I don't care if you are sell-

hold. I don't care if you

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He adds, "We support the community by

suits: public education , social services, and

Fundraiser which last year generated about

................ ................

$100,000 for schools and education initiatives around the region. "

city will eventually begin

capital fostered by our schools and universities, on creating a dynamic, enriching urban atmosphere with arts, science, history and sports, and a strong corporate sector that can continue to find a place for the citys talent. " The humanitarian bent evidenced in the

to decline. -Allen Tate

companys civic service is also engrained in Allen Tate Realtors itself. Tate explains, 'This company was founded on doing the most

Septemb:!r 2004

greater charlotte biz

humanly possible for the customer. Any idea that I had, that could make the process easier, less expensive and more enjoyable for the customer, I made my priority We pride ourselves on holding peoples hands, providing the most choices, and answering every problem with the optimum solution. In other words, when a person doesn't know who to call, we want them to call us. " This service element is the driving force behind the creation of Allen Tates family of companies. Rather than sending buyers elsewhere for their relocation services, insurance, mortgages, title and home services, Allen Tate has created its own companies under the Allen Tate umbrella. Tate calls this tactic, "fulfilling every need along the business trail," and it serves to make Allen Tate Realtors a 'one stop shopping' experience for homebuyers. Every component added to the Allen Tate experience whether it is opening a new branch to service a growing area, adding a new company to provide an unmet need, or outfitting its agents with the best knowledge, equipment

There is no such thing as a city remaining static. You are either expanding or declinin!; . Th a t is why we place so much import on nurturing th.:3 intellectual capital fos tered by our schools and univer3i::;ies , on creating a dynamic, enriching urban atmos:Jhere with arts , science, history and sports, and a strong corporate sector that can continue to find a place for :;he city's talent . -Pat R iley

and procedures to assure their success- is traceable back to fulfilling a customer need. Riley is known for his ability to attract top talent to the company as well as companies that share their vision. Says Riley, "From recruiting to training to motivation, we search for the best talent for each facet of our organization. We look from within, around the community, to across the country, to get the best people for the job." He adds, "Our leadership is a vital component to our success, and every person in our 44-member leadership team buys in completely to the vision and commitment that Allen demonstrated when he started this company."

brcnc. new platform for even easier interface as ~eil as live online service reps to answer cu9:o:ner questions. The companys ::>ranches an FELO :J.etwork continue to grow, as does its Jv::rwhelmingly dominant market share. k the two men finish each others senterce>, the degree of compatibility and aff::bLity between them is evident. A true tag tea11 is at the helm . Allen Tate has not yet tire:! Jf this work; he makes seventy-three loa.< :awfully young. The teams next best ideJ: $5 billion in resident:al sales for 2005. If Tate is betting on it - you can count meir! biz Sus<Jnre Deitzel is a Charlotte-based free/Qflce write~

Allen Tate Co., Inc. d/b/a

Allen Tate Company 6 700 Fairview Road Charlotte, N.C. 28210 Phone: 704-364-6400 Principals: H. Allen Tate Jr., Founder; Chairman and CEO; Pat Riley, President and COO Employees: 1,400; 954 Realtors, 400 other Offices: 27 offices including BSI (Builder Services, Inc.) Sales: Over $4 billion in 2003; over 20,000 transactions Regional Footprint: 19 counties from Lancaster; S.C., to Greensboro, N.C. Business: Residential real estate and real estate-related services. Family of Companies: Allen Tate Realtors,Allen Tate Relocation Services, Allen Tate Insurance Services,Allen Tate Mortgage Services, Allen Tate Home Services, Builder Services, Inc., Master Title Agency,Allen Tate School of Real Estate, Executive Home Management www.allentate.com

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The Horizon

Both men admit to being perfectionists. "If we have an Achilles heel," says Riley, "it is simply that we are never satisfied. We are very proud of where we are, but while we may be in first place, we always play the game like we are in fifteenth." Tate says, "We haven't found the lost chord. The best idea hasn't been thought of yet, and that is a journey that will never end." Understandably, Tate never wants for an audience aching to hear his thoughts on future development. He remarks goodnaturedly, "They all ask, 'Allen, where's the next boom going to hit?' I tell them to look to the transit corridors, and take care of the roads. Roads are like jobs, if you don't have enough of them, people will find somewhere else that does. " Allen Tate and Pat Riley are not men capable of thinking small. They take their family of companies with wide steps in pursuit of Tate's 'Lost Chord. ' Their latest accomplishments7 The newest member of the family, Allen Tate Home Services, seeks to address minor to major home repairs. The Allen Tate state-of-the-art Web site now has a

September 2004

Midlael Wilhelm, President Rz. 1cfy Wright, COO Pa- t City Electric Company, Inc.

by casey jacobus

Port City Electric Company Builds on Its Longtime Reputation for Quality

• One W a:hovia Center

for Success Port City Electric Company one of the

"My father built this company on dcing thE. 'right

regions oldest and largest electrical contractors and a

thing,"' says Mike Wilhelm , J:Iesident o- Por: City

major contributor to the fast-paced construction indus-

Electric "He always said, 'Do the right th:ng.and worry

try of the Carolinas, started from very humble

about the cos: later.· That is a phi~osopf-y we s ill

beginnings. The name itself harkens back to a time

believe m tocb.y "

when Duke Power first created Lake Norman by damming the Catawba River, and Mooresville positioned itself as the "Port City" The town has since

With 30J-plus employee5' at office.> -n M•J<res\'i.lle and Raleigh a3 well as Charle;ton, S.C., PCElus ro.>itioned itself as the r remier el-:ctri::al c::mtraco- in the

abandoned that identity for "Race City USA," but Port

region. The compar.y specializes m tre _nstaJ,.ion and

City Electric has remained true to its foundation and grown far beyond the borders of its birthplace. It was in 1967 that Gene Wilhelm, a Mooresville

service of electrical distribution, fire alal11, ~rurity, and emergency power systems. With superl:: '' de~i~ build"

electrician , borrowed $300 to start Port City Electric

among the to:? electrical conn-acto rs in he cx-ntrt. The company focuses on several vertical mz.-ket5' includ:.ng

Company (PCE). At first PCE did any kind of work that could be found , from wiring hot water heaters to installing electric lights in parking lots; once Wilhelm even had to borrow money from an employee to meet

and "fast track" capabilities, FCE ::or-Sis.:entl: r:anl<s

comm ercia ~

health care, industrial, instiutiorul, c.nd education. Recently PCE rc.nked 50th 01 Soatheast Co nstru~tio r.s top Specialty C:mtractors 1i3t. TLe com-

the company$ payroll. But PCE survived the ea rly days

pany was recently sdected tc be the ele:::tri::<.l

and the business thrived and grew, thanks to Wilhelms

contrac:or on the new Charle>tte BobcaG Arrna in

belief in going the extra mile for the customer.

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Laying t he Foundatio n PCE's first major contract was for the Boy

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pany, operating as a silent partner, with Gene Wilhelm remaining as president. It was at this time that PCE saw its most rapid growth. The electrical contractor was just hitting its stride when IBM began construction in Charlottes Research Park. PCE was awarded the contract, and within a matter of months the company grew from 65 to 165 employees and annual sales jumped from $5 million to $16 million. During the Southeast construction boom of the '80s, PCE became a major player in many of the Carolinas largest development

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projects, building a reputation based on the company$ core principles of quality workmanship, on-time completion, and customer satisfaction. Over the course of its 3 7-year his-

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tory, PCE has worked on many of the area's most important projects including: sporting complexes - The Charlotte Coliseum, Lowes Motor Speedway, Knights Stadium, and the Baker Sports Complex at Davidson College; health care projects - Carolina Medical Center, Presbyterian Hospital Matthews, the Spartanburg Regional Medical Center, Western Wake Hospital, the Duke University Hospital Expansion, and Gaston Memorial Hospital; office buildings- Gateway Center, Duke Power Customer Service Center, MCI Administrative Building, IBM Complex, One Wachovia Center (then One First Union Corporate Center), Microsoft Charlotte, and Wake County Public Safety Center; and educational sites- Mt. Pleasant High School, johnson and Wales Culinary Institute, Appalachian State University Library, and the UNCC Humanities Center. In 1998 the company was sold again, this

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time to Constar International, a provider of electrical and telecommunications infrastructure headquartered in Norwood, Mass. While Port City Electric is one of three Constar divisions, it operates quite independently Last year Gene Wilhelm retired, turning the presidency over to his son Mike, who had been serving as executive vice president. This june, the company added Randy Wright to its management team as COO.

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The two men at the helm of Port City Electric today followed different paths to get there, but together they bring a wide range of expertise and talent to the company. Mike Wilhelm, 47, was there from the very beginning. His grandparents worked in the textile mills in Mooresville where he grew up and he started working at Port City Electric when he was eleven years old, digging ditches and cleaning out the warehouse. Graduating from Catawba College in 1981 , the younger Wilhelm has held several positions within the organization from estimating to project management. He holds both an unlimited electrical License as well as a general contractors License. Randy Wright, 51, grew up in Muncie, Indiana, and graduated from Ball State University in 1976 with a degree in finance and management. Aside from a few years spent at the Dallas Theological School, he has been involved in the electrical industry, most recently as president of Pollock Summit Electric Company in Houston, Texas, before moving to Mooresville a few months ago. "Mike and Randy bring a wealth of experience and stability to the company," explains Dave Ruggerio, PCE director of business development. 'They both share a deep desire to build on the solid reputation that Port City has held for over three decades."

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PCEs reputation for quality work could not be achieved without attracting and keeping the best possible talent. The company encourages loyalty and individual growth by offering comprehensive training, top pay and excellent benefits. Within this framework there are also ample opportunities for advancement. "The majority of people working at our company headquarters started out in the field, " states Wilhelm. 'There are no limits as to what people can achieve here," he says. "People can grow professionally, have a good career, and have fun doing it." Port City invests in its employees by paying 100 percent of a four-year apprenticeship program that results in a journeymen$ License. This program is offered through the Construction Education Foundation of the Carolinas. PCE foremen participate in the STEP program (Supervisory Training Electrical Professionals) to discuss issues and solve jobrelated problems. The company also offers continuing education on electrical code >

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and craft training at its Mooresville location. A testament to Pon Citys allegiance to its employees is that 35 percent have been with the company for over 20 years. Several have been with the company since its inception. Recruiting and hiring the best people is an ongoing concern at PCE, made more difficult by the fact that there aren't as many young people going into the construction trades as there used to be. The average age of a construction worker is now pushing 45. Many younger people are discouraged by the perception that it is a dangerous and dirty business. "We need to change that perception," says Wilhelm. "Electrical contracting is a great business to be in. An accomplished foreman can make up to $70,000 a year; top project managers can earn up to $100,000." Dedication to employee safety is another cornerstone of the PCE operation, which is evident from the fact that the company employs a full-time safety manager, a rarity in the industry. Before new employees stan in the field, they must go through an orientation process to review basic safety procedures. Once assigned to a crew, new associates are paired with experienced electricians for training. Foremen conduct reoccurring safety meetings with their crews and submit weekly job site safety inspection reports. Foremen are also required to complete CPR and First Aid training, which is provided through the company "We aim to be the safest, best trained, most productive company in the region," says Wright. "Pon City Electric has always

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had an excellent reputation as a company that cares about its employees." "The safety of our employees is our biggest

concern," affirms Wilhelm. "We are committed to education and training on safety and it will remain a key focus of our company"

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September 2004

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W inning on Performance Both Wilhelm and Wright believe that

Port City Electric's future depends on its longtime commitment to its customers. As they look five to ten years down the road, they feel that the company$ longevity will be driven by its solid history of completing quality work on time. They see it as an important building block for the company$ future success. During the time Port City Electric has been in business, Wilhelm says he has seen the industry change from being performance driven to price driven. The immediate effect has been an increase in competition and a drag on profits. Because of this more competitive market, many electtical contractors have come and gone but Port City Electric's reputation as a quality partner has provided them with a multitude of clients, many whom the company has worked with for over 20 years.

"Despite the demand to be more profitable, PCE is still distinguished by the core commitments that my father set out thirty plus years ago," Mike Wtlhelm says. "We've maintained consistent quality over time and thats still important to a lot of people, regardless of price." 'The Carolina construction market is starting to heat up again," says Wright. "Our goal is to win on performance. lf we increase our productivity and maintain reasonable overhead, we'll continue to grow and thrive." Loyal to the region that continues to be rich in opportunities, PCE supports many

local charities by corcibuting both time and money to worthy cal3e.S including the United Way, Habitat for Hurnmity, Rotary Club, Lions Club, the Blurrenthal Performing Arts Center, and many lo~l area churches. "We remain co=itted to our employees, our community: and our customers," remarks Wilhelm. "I am opt:mistic that our company will contir.Je to meet the needs of all three as we move forward in our quest for excellence. bl Casey Jacobus is a Char:ttte-based freelance writer.

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In Business: Since 1967 Division of: Constar International, Inc. since 1999 Employees: Over 300 Additional Locations: Raleigh, N.C., and Charleston, S.C. Business: Commercial/Industrial/ Institutional Full Service Electric Contractors Charlotte Projects: Charlotte Convention Center, Gateway Village, Charlotte Coliseum and Charlotte Bobcats Arena Awards: Charlotte area's largest electric contractor in 010rlotte Business Journal's ranking from 1994 through 2000; as a division of Constar, Port City is now part of the 15th largest electrical contractor in the nation, according to the Engineering News Record's Top 600 Specialty Contractors ranking; recendy ranked 50th on Southeast Construction's top Specialty Contractors list.

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by lindsay leCorchick

"T 1

HERE'S ALWAYS ROOM FOR IMPROVEME T" SOUNDS LIKE A TIRED PHRASE THAT

jim Dunn and Scott Stuckey are not working with the young and rebellious crowd, but they

GARNERS ROLLED EYES FROM STRUGGLING HIGH SCHOOLERS.

do spend their days teaching and coaching. As the principals of Dunn Enterprises, they are building their own sales academy, and striving to improve all who are enrolled. Dunn was raised with an black clouds heading into the med-

"I saw some ical industry. I found I was becoming more of an order taker, and I didn't like that because I really enjoyed the art oif the deal, I really enjoyed negotiating and selling from the top down." - JIM DUNN

entrepreneurial mindset by his father, a successful salesman himself. So when the hospital supplies and medical sales field in which Dunn worked began to adopt that

sterilized atmosphere that sometimes surrounds corporate America, it only came natural for him to get out of there to do his own thing. "I saw some black clouds heading into the medical industry," says Dunn, who earned a management and marketing degree from East Carolina University in 1979. "I found I was becoming more of an order taker, and I didn't like that because I really enjoyed the art of the deal, I really enjoyed negotiating and selling from the top down." >gr eater charlotte b iz

September 2004

That is how Dunn decided to become a franchisee of the Sandler Sales Institute, purchasing the license to use their selling system in 1992. He declines to say how much he paid for the rights, but money was never really a concern during the transition from medical sales. "l was convinced that if l got into a business that I felt like I could do, that I would be good at, that l was passionate about, the money would follow," says Dunn. Spend five minutes with this man and you'll see he has "passionate" perfected. His energy is

contagious as he talks about how his system works, and why he loves what he does. His mission is to "help sales people and sale3 orga..1.izations achieve their fullest potential," md ycu can't help realizing that he means every word. The excitable yet gentle demeanor uf Dunn is backed up by the system he preache~ . He believes salespeople do not have to be ;nshy to be successful, and those who are bu~g cb not have to feel backed into a comer. "Our whole process is to take presgire away from the prospect as well as the 3alesperson," explains Dunn. "lt's to help people

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to discover how your product would fit, why they really want to buy, and give them the dignity of making that choice." T he Master Plan

The Sandler System is an award winning program that has been around since the 1960s. Dunn himself saw it work when he was in the sales field , which was the only encouragement he needed to start his own business utilizing the program. However, he did do his homework. 'There are lots of programs but Sandler is the only one that has on-going training and reinforcement," says Dunn. "That's why most training doesn't work today- because it's sold in the fonn of a program. It's not reinforced, and people learn by repetition. " Aside from quarterly training sessions to "sharpen the sword ," Dunn Enterprises is autonomous from its licensor Sandler Sales Institute, allowing Dunn and Stuckey to take the basics of the Sandler System and run with them.

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''Our whole process is to take pressure away from the prospect as well as the salesperson. Its to help people to discover how your product would fit, why they really want to buy, and give them the dignity of making that choice. '' -JIM DUNN The ongoing program Dunn speaks of usually consists of at least a year of on-going training for the sales staff of a company He stresses that each program is customized to meet the needs of every client, so the training schedule can be adjusted to do two or three-day "boot camps" or a couple of hours every week. Should company presidents choose to call on the sensei of sales to help out their sales performance, Dunn and his team start by

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compiling an in-depth 25-page repon based on the answers submitted to a computer program by the companys sales managers and sales people. This is pan of the customization of the program. They then embark on a trial period with the client to make sure the system "is a fit." Dunn is no-nonsense when it comes to the

Dunn, somewhat of a sports nut, laces his explanations with sports analogies and compares the beginning of a program and the need for everyone in the company's involvement to Lance Armstrong's team of assistants. bottom line - that this program may not work for everyone, and it is not a quick fix. Many of Dunns clients are with him for much longer than a year. As any successful salesman, Dunn lets his customers call the shots. For businesses outside of the Charlotte area, or for those with employees all over the country, seminars can be held during regional sales meetings in order to include all members of a sales team. He either goes to them, or the team is invited into the Ballantyne office space where the electric blue walls, colorful paintings and scenic an gives the conference room an inviting feel. Theres even a helpyourself gum ball machine in the middle of the conference table. Dunn, somewhat of a sports nut, laces his explanations with sports analogies and compares the beginning of a program and the need for everyone in the companys involvement to Lance Am1strong:S team of assistants. "He has a personal trainer. He has his own dietician. My belief is if most sales organizations only get their sales managers here for coaching, they are going to be malnourished." And the world saw what Armstrong did with his team not long ago when he won his

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sixth straight Tour de France. Dunn just may be on to something. The Sandler System also offers audio and literary components, so the clients can constantly be reminded of the new techniques when they are in the field. Dunn sites the figure that people will retain 80 percent of what they do. He says, "That:S why most public training doesn't work, because you hear it, you see it, you lose it." While the prices, like the programs, are also customized, it is a safe bet these "golden nuggets" of information will not

come cheap. Dunn Enterprises also offers public sessions that run participants upwards of $500 a head. From Knowing It to Owning It

Dunn keeps the sports jargon coming when he excitedly explains that he views his role of seminar leader as that of a coach. He revels in seeing the "players" become bener performers, regardless of where they started. "This program is not just for brand new salespeople. A lot of my clients are already good, are already earning six figures," says Dunn. )..

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He continues that he enjoys "taking them to the next level." And in that level, believes Dunn, lies a balance that will make his clients better people on and off the job. 'Tm a real big believer that it is not just sales or money I'm a real big believer in hav-

The "next level" also involves a new confidence the client has when dealing with the product. It is a transformation that goes ''from knowing it to owning it." - JIM DUNN ing a balance with family and physical fitness. We know we do better when we feel better and salespeople, l think, perform when they're healthier," he says. Married for 21 years and the father of three, Dunn obviously takes his own advice to heart when he

proudly discusses his kids accomplishments. The "next level" also involves a new confidence the client has when dealing with the product. lt is a transformation that goes "from knowing it to owning it." Not surprisingly, Dunn compared this to the preparation football teams take to get ready for their season. "lt's like the Panthers getting ready to start summer training. They know how to block, they know how to tackle, they know how to throw, but why do they come back for basic training every year7" he asks. "They go from knowing the concepts to owning them. Naturally that is what it is that we do in our model." He believes that it takes about 15,000 hours to become a good salesperson, reiterating why he believes so strongly in his product. He stresses that the one or twoweek training program people go through when they are hired by a company is rarely enough, and almost never effective. That is why he sells his program with conviction, and also practices what he preaches. He not only "knows," but "owns" the Sandler System, and is confidant enough to attempt to change the mindset of a room

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13925 Ballentyne Corporate Place, Ste. 125 Charlotte, N.C. 28277 Phone: 704-536-3277 Principals: Partners James B. Dunn and Scott Stuckey Employees: Five In Business: 12 years Business: Dunn Enterprises, an authorized franchisee of the Sandier Sales Institute, offers innovative and effective training through its powerful public and private inhouse training programs, providing professional coaching and unique sales and sales management solutions to the challenges faced by salespeople, sales managers and other professionals who must build a client base for their services. Awards: The Sandler Sales Institute has been named the number one management training program in Entrepreneur Magazine for five years.

full of people day in and day out. The belief of the system is that great salespeople must be great decision makers and that there is always room to better ones self. Through his 12 years of experience, Dunn has realized that there is often room for improvement soon after a new salesperson is hired. "Everyone looks good for 90 days," he quips, bringing another focus to this multilasker's agenda. His company also helps train higher-ups on how to look for employees that will escalate profit and not fall short of expectations after that initial trial time. Full Speed Ahead The future looks bright for Dunn Enterprises. So bright that the business leader, who ran the show alone for the first 11 years, took on a partner just over a year

ago. Scott Stuckey joined Dunn Enterprises after a career in software and technology sales and sales management, and like Dunn, had also utilized the Sandler Sales system in the past, and was actually a client of the company he now helps run. Stuckey$ style is more direct and "in your face ," but together they are an unbeatable combination. The duo expects to remain busy. While the business does employed traditional methods of marketing, word of mouth is proving to be the best way to get their word out. Dunn explains, "l had a conversation yesterday with a local company president. He called me up and he said , Jim, I'm meeting with a sales manager tomorrow. And I'm going to tell him point blank, if his sales person doesn't take Sandler, I'm going to fire him. I'm going to fire the company."' That compliment speaks volumes of the relationship Dunn and Stuckey are forming with their clients and the impression they leave. This is a company that thrives on networking and the company is proud of the accolades from happy customers posted on their Web site. Dunns excitement radiates as he talks about what he does, and one can't help but get the idea that he may feel like this is his part to make the world a little bit better. lt may be a stretch, but anyone who has struggled at a job or anyone who has been frustrated by an inept salesperson just may appreciate the mission of Dunn Enterprises. biz Undsay LeCorchick is a Charlotte-based freelance writer

September 2004

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Health Insurance Now Most Costly Employee Benefit The cost of providing health care to workers has surpassed that of paid leave as the most e;oensive benefit for employe rs, according to a new ~oe pon from the Employment Policy Foundation (EPF). The foundati on's analysis of government data found that health insurance benefits accou"1ted for 23.0% of non-wage employee compensation in the first quaner of 2004. Paid leave, including paid vacations and sick leave, was the second rrost expensive benefit accounting for 22 .6% of nonwage employee compensation. "Employers have spent $330.9 billion in 2003 fo r employee health insurance in 2003. The cost of employee health insurance has increased over 51% since 1998, when the total spent by employers was onl y $218.6 billion," says Ed Potter, president of EPF. Health 1nsurance costs have been rapid!} increasing far outpacing infiauon according to the :epon. Employer spending was up 12.4% between 2002 and 2003, more than 5 times the 2.3% incr::ase in the Consumer Price Index. EPF adjusted government calculated cos._s per

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employee hour to account for falling employee parucipauon rates. The group's analysis found that employers paid an average of $3.80 per hour for each employee who had health benefits in 2003. " ince 1999, per-employee hour cost of health insurance benefits to employers increased more than 100%," according to Pouer. "This represents a significant disadvantage for American companies as they compete against foreign Hrms whose health care cost burden is substantially less." As costs for health insurance have increased, the number of employees not covered by employerprovided health insurance has increased. In 1999, 53% of employees panicipated in an employersponsored health insurance program. By 2003, employer-sponsored health insurance covered only 45% of employees. Full-time workers are more likely covered by employer-based health insurance than are other workers, though the level of coverage has still declined. In 1999, 64% of full-time private-sector employees panicipated in employer-sponsored health insurance programs. By 2003, that proportion had decreased to 56%. "As heaiLh insurance costs continue to escalate, it is likely the level of coverage will continue to decline. The increasing cost burden is making it progressively more difficult for employers to compete," says Pouer. "It is imponant that any strategy to help the uninsured address these escalating costs." www.epforg New N.C. Commission Formed to Help Solve Health Insurance Crisis The onh Carolina General Assembly recently passed a bill aimed at solving the state's health insurance crisis. The Belk College of Business Administration at U C Charlotte will coordinate activities for the new North Carolina Health Insurance lnnovauons Commission (HilC), established to address two key issues: access to affordable health insurance for the state's small businesses, and management of high cost/high frequency medical conditions. Commission members will include physicians, small business owners, insurance brokers, advocates for the uninsured and nursing, health insurers and hospital representatives. The bill that created the HllC began as a study conducted by the Metrolina Health Initiative for the Duke Endowment. The MHI study identified critical trends that have led to the health care insurance crisis in Nonh Carolina: o More than 50% of the statewide workforce is employed by small businesses. o More than 1.1 million onh Carolinians are not covered by health insurance. o More Lhan 60% of uninsured persons either own or work for a small business, or are the dependent of a small business owner or employee. o Sixteen health insurance carriers left the Nonh

Carolina small group health CO\'erage market in 2001 , and vinually no insurers have entered that market m the past two years. o Thiny percent of Nonh Carolina small businesses offer health insurance coverage to employees, versus 65% nationally. "Health care and affordable insurance coverage are two of the top issues affecting our state," says Claude Lilly, dean of the Belk College and a nationally recognized expert on insurance issues. "IWie will work to improve both the physical well-being of Nonh Carolina's citizens and the financial well-being of the state:S small businesses." U.S. Business Leaders Survey: Rising Hiring Expectations, Helping Customers Succeed, Managing Margin Pressure More than half of U.S. business leaders e>.-pecL to hire more employees by the end of the year, according to Grant Thornton's Survey of U.S. Business Leaders. The Grant Thornton Business Optimism Index is an aggregate of three measures- economic outlook, business growth, and employment- indexed to a scale from 0 to 100. The current Index of 74% dropped from a high of 76% in January 2004. Economic outlook was the main factor to cause the Index to lag, but hiring expectations are strong: o During the next six months, 73% expect

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the U.S. economy to tmprove, compared with 83% who felt the same six months ago. • Nme out of 10, however, are optimistic about thetr own businesses' growth. • Growth optimism is further fueled by the 54% who expect hiring to increase in the neAt six months- an increase from 52% six months ago. Accordi ng to the survey, enhancing customer success IS becoming more a cost of entry: Fifty-etght percent of bus111ess leaders say it is expected as pan of the deliverable. Steps companies are tak111g to help clients succeed 111clude assisting with product tmplementauon (79%), delivenng cost sa11ngs by tdenllfJI1ng opponuntues for inn01auon and customtzauon (66%) and pr011dmg conunued tra111111g (58').,) rhrough such mtllaUvc~ . some U.S. compantes have reaped hnanctal gam 52% have expenenced mcreascd revenue and busmess. Client rclauons have also 1m proved lor man) 80% say helpmg customers be more successful strengthened thetr relauonshtps and 6 3% became a trusted ad1150r or resource partner Managmg margtn pressure has been on the nsc for bus111ess leaders 52% say 11 has 111creased com pared to one year ago The maJor dnvers of margtn pressure mclude pressure from chents to keep costs down (6 1%) and ns111g health-care and other employment-related costs (59%) lo keep marg111 pressure m check, U.S. busmess leaders have walked awa) !rom unprofttable busmess

(73%) and are elinunaung acuviues that dilute margtns (72%). wwwGrantThornton.com/BlCSurvey Survey on Workplace E-mail and IM Reveals Unmanaged Risks

55% of Companies Lack E-mail Retention Policies, 20% Have Had E-mail Subpoenaed One 111 Ave U.S. companies (20%) has had employee e-mail subpoenaed 111 the course of a lawSUit or regulatory mvesugauon, up from 14% m 2003 Another 13% have battled workplace lawsuits tnggered by employee e-mail. Yet, 111 sptte of the fact that e-mail and tnstam messages (IM) are a pnmary source of e11dence - the electromc equtvalem of DNA e11dence- man) employers remam large!) unprepared to manage e-matl and mstant messagmg nsks, accordmg to the 2004 Workplace E-mail and Instant Messagmg Survey olthe Amencan Managcmem Assoctauon (AMA) and The ePohcy lnsmute "Most alannmg IS the busmcss commumtys fat lure to retam e-mail and tnstant messages accordmg to wnnen retenuon and deleuon pohctes," accordmg to 1\ancy Flynn, execuuve dtrector of The ePolicy lnsutute Only 6% of orgamzauons retam and archtve IM bus111ess records. and only 35% ha1·e an e-matl retenuon pohcy 111 place -JUSt I% more than Ill 2003 Accordmg to Flynn. the fatlurc to properly retam e-matl and IM reflects employers' failure to educate employees about e-mail and IM nsks, rules and poliCies "The fact that 37% of respondents do not

know or are unsure about the dtiTerence between an electrontc busmess record that must be retamed I'Crsus an mstgmficant message that may be deleted. suggests that employers are droppmg the ball when it comes to effecuvely managtng e-matl and IM usc," says Flynn. Thts year, 54% of respondents say thm organizations conduct e-mail policy trai ning, a 6% increase over the 48% reponed 111 2003 Accordmg to the survey, 42% of respondents per fonn a JOb funcuon that IS governed by government or mdustry regulauons. Fully 43% of those regulated employees etther do not adhere to regulatory reqUirements governmg e-mail retenuon, or are unsure tf they are m compliance. "For finanCial servIces ftnns and mhers m regulated mdustnes, the fat lure to proper!> retam e-matl and IM can- and regularly does -lead to stx-figure fines, cnmmal charges, ctvillaw uits and damagtng publicny," say~ Flynn "Employers stmpl} cannot afford to approach e-mail and IM retenuon as a hn -or-mlSS propostuon " The survey also reveals that 86% of respondent; engaged m some personal correspondence while at work And spam conunues to plague orgamzauons. •mth 12% repon111g that more than half the e-matl they rece!l'e at work ts unsolicited electrontl JUnk matl Employers are gctung tougher about e-mail policy compliance, wtth 25% of 2004 respondents havmg term mated an employee for 11olaung e-ma1l polq versus 22% 111 2003 and l7% 111 200 I whwamanct.or~lprcsslamunewll'un_stlrverhtm

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[ontop] Street Map and Visitor Guide, has hired Toni Morris as Regional Sales Director.

Clark Nexsen, an architectural, engineering, and interior design firm, has been awarded the Region Ill ASH RAE (American Society of Heating, Refrigerating & Air-Conditioning Engineers, Inc.) Technology Award for theVirginiaAdvanced Shipbuilding and Carrier Integration Center located in Newport News, Virginia. Mulkey Engineers & Consultants has announced that Steve Thomas, PE, has joined the firm as Branch Manager. The firm has also recently named George Gibson, PE, Construction Services Operations Manager and Greg Jones, PE, Construction Services Business Development Manager. WK Dickson has announced that David L. Pond, PE, the firm 's Executive Vice President and Chief Operations Officer, received the Engineer of the Year Award by the Professional Engineers of North Carolina. ColeJenest & Stone, landscaping and design group. has

Busineess and Professional Services Alison E. Ho lmes has joined Quantum Leap LLC as Office Manager and Executive Assistant. Robert C . Sink of Robinson, Bradshaw and Hinson has been elected fellow of the American Bar Association. John Bowers has joined the law firm of Horack Talley Pharr and Lowndes concentrating in commercial litigation and real estate and title insurance litigation.

Advertising and Media Moonlight Design Group has recently received two awards, in recognition for the firm 's design work. It received a national Magnum Opus Award for "Best Overall Design" for HeadWay, the newsletter of Charlotte-based Morehead Associates. Tivoli Partners has been selected as an ABA Marketing Network 2004 Advertising Awards winner in direct mail for creating and executing the "Go for the Green" Sweeps mailing for Bank of America. President and CEO of Walker Marketing, Advertising & Public Relations, Inc. , Gary Walker, has been named the incoming president of the Business Marketing Association (BMA) of the Carolinas. In addition, the Charlotte Business journal has named the three-year-old agency to their list of top-25 area advertising and marketing agencies for the second year running. GlaxoSmithKiine, a world leading research-based pharmaceutical company headquartered in the U.K. and with operations in the U.S., has selected Charlottebased J.C .T homas Marketing Communications to develop marketing and branding strategies for their portfolio of diabetes and obesity compounds. WFAE 90.7fm, Charlotte's NPR, News Source, has expanded its local news staff and hired Scott G raf as local host for Morning Edition. La Noticia TM The Spanish Language Newspaper of Charlotte has announced that Maribe l Bastidas has been named the Chief Editor for the newspaper and Elisa Rodriguez will become its new Director of Sales and Marketing. Luquire George Andrews (LGA) Inc.'s media relations campaign promoting the 2003 Wachovia Championship has earned the "Best of Show" Award from the Charlotte Chapter of the International Association of Business Communicators. LGA has also been selected as a 2004 Healthcare Marketing Advertising Awards winner, receiving a Silver award in the Newspaper Advertising/Series category. Luquire George Andrews (LGA) has hired Steve Post as a senior copywriter. The Marketing Consortium, a fuii-

Unsworth have been named project coordinators at Tyler II Construction. Mary Clayton has been named North Carolina area manager at Parsons Brinkerhoff, an international program management, planning. engineering and construction management organization.

Commercial Real Estate The International Council of Shopping Centers has announced that Birkdale Village, developed by Pappas Properties and Crosland and owned by Inland Retail Real Estate Trust Inc., is a finalist for their annual MAXI Award in the Communrty Relations category for centers 150,00 1-400,000 square feet. LandAmerica, a leading provider of real estate transaction services, has announced John McDe rmitt's promotion to Vice President, Commercial Services.

Tourism and Travel Independence Air has announced it has chosen C harlotte-Douglas International Airport as one of its newest destinations with low-fare service scheduled to begin October I, 2004. The Charlotte Convention Center, the Hilton Charlotte & Towers, and The Westin Charlotte have formed a strategic alliance to offer a packaged combination of flexible convention and exhibition space, first-class guest rooms and professional planning services. Keit h Rowe has joined the Mann Travel & Cruises' staff as an agent responsible for corporate clients. Sandy Saburn joined Mann's marketing department as leisure coordinator, and George Schneider joined as controller. MAPSouth Publishing, the publisher of Charlotte

September 2004

1 E

service marketing communications firm, has

hired Stephanie Gra ntham as account coordinator. Her responsibilities include research and writing of media relations efforts, creation of presentations and other collateral material, and. the coordination of special events for clients.

The Arts & Science Council (ASC) has announced its 2004-2005 new board chair and members. F. Dan iel Prickett, executive vice president ofWealth Management with Wachovia Corporation is designated chairperson, Frank Blanchfi eld, managing partner with Mayer, Brown, Rowe & Maw, chair-elect. New members include: laRita Barber, Harry A. Gallis, M.D.,Angeles Ortega-Moore, Mark C .Tiberio, Hank Kahn , Paula Lester, Bruce McMillen, Jodi Mond Michel, and Jill Swain. Dee Mencer, Director of Business Development for Efficiencylab, has been appointed to the Board of Managers ofthe University City YMCA, as well as the Programs Committee of the University City Area Council of the Charlotte Chamber. Make A Wish Foundation of Central and Western North Carolina has announced Selena Rogers as its new President. Thomas Mussoni, CCIM, partner in Commercial Property Advisors, LLC. has been appointed to the Board of Directors of the Business Expansion Funding Corporation, a nonprofit organization chartered to act as a conduit for the Small Business Administration's 504 Loan Program.

John Crocker, a nine-year textile veteran, has been appointed the new Director of Sales for the Americas for textile testing innovator SOL Atlas. MclntyreSales, Inc. has announced two sales additions to its equipment and supply team, Mick McGrogan and Judi Fleming. The company has also announced that one of its employees, Regina Proce has been elected as a North Carolina Food Service Board Member. Curtiss-Wright Controls, Inc. has announced that it has acquired the assets of Dexter-Wilson Corporatio n. Curtiss-Wright Controls is the motion control segment of Cu rtiss-Wright Corporation. Dexter-Wilson will be integrated into Novatronics, a business unit of Curtiss-Wright Controls.

Residential Real Estate Pappas Properties has named Chris Jasinski as vice president of residential development. The Home Builders Association of Charlotte has appointed KB Home Charlotte Division President Jerry Pe rillo to its Board of Directors. Simonini Builders, a luxury homebuilder in Charlotte, has swept the 2003 MAME Awards for sales and marketing by the Home Builders Association of Charlotte, winning 16 Gold, two Silver and one Individual award. Janice Schafer has been appointed home loan consultant for the Huntersville office of Countrywide Home LOANS, Inc. Deanna Val eo of Washington Mutual Home Loans has been nominated to the Board of the Metro/ina Real Estate Investors Association.

Financial and Insurance Cherry, Bekaert & Holland (CB&H), one of)-

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[ontop] the largest regional public accounting firms headquartered in the Southeast, has recently elected two new members to the Executive Board, Scott Moss and Paul Fedorkowicz. First Trust Bank has announced Debbie Rouse has joined the bank as Executive Administrator; Brad Neigel has joined the bank as Vice President/ Commercial Banking at the Queens Road office in Charlotte, Rosemary Harrington as Vice President and Branch Manager of the SouthPark Branch and Sheldon Hilaire as Vice President and Commercial Loan Officer at the Queens Road location. Commercial Defeasance, LLC, has announced the addition of Dave W. Haley as a Deal Manager in the Charlotte, N.C. office. Wachovia Wealth Management has announced Madelyn L. Caple as Regional Managing Director of Charlotte Wealth ,.., â&#x20AC;˘ .,,_ . Management.

Dixon Hughes' Charlotte office has announced several appointments: jill Herman, a Senior Associate has been elected Vice President of the North Carolina -Western Chapter of the American Society of Appraisers; Bradley Newkirk, a Member with Dixon Hughes' Winston-Salem office, was recently elected President of the North Carolina Association of Certified Public Accountants; Daniel M. Welborn of CPA and advisory firm Dixon Hughes PLLC has been designated as an Accredited Valuation Analyst. Bloomberg's Wealth Manager's annual ranking of 'America's Top Wealth Managers: the nation's leading independent financial advisory firms, has listed Novare Capital Management as the 37th fastest growing firm (by assets under management) out of 450 national firms; this is Novare's second annual national ranking. Donald C . Macintyre and W.Van Smith, Jr. have joined U.S.Trust as vice presidents and private banking officers in the firm 's Charlotte office. Uwharrie Capital Corp Board of Directors has announced that Brendan Duffey, has joined the company as Executive First Citizens Bank has announced two promotions: Sonja Todd, market executive, and jeff Cashin, retail market executive.The company has also hired four new employees: Greg Dickenson, manager of relationship banking in Charlotte, Reginald Godette, relationship

First Citizens Bank has announced that it has agreed to acquire a Greater Atlantic Bank office in Winchester,Va. The acquisition is subject to regulatory approval and completion of the transaction is expected in the fourth quarter of 2004.

Health Care Carolinas HealthCare System {CHS) has been named one of the nation's I 00 "MOST WIRED" according to the results of the 2004 'Most Wired

September 2004

Survey and Benchmarking Study.' Neurosurgeon Scott McLanahan, M.D., of Carolina Neurosurgery & Spine Associates was recently elected to the American Board of Pediatric Neurological Surgery. Presbyterian Hospital has received Primary Stroke Center Certification from the Joint Commission on Accreditation of Healthcare Organizations, making Presbyterian Hospital the first hospital in the region to receive this national recognition. QMI, North America's largest leading registrar, has appointed Randall Boyle to the newly created position of Manager, Medical Devices, based in their Mississauga office.

MidrexTechnologies Inc., the leading innovator and technology supplier for the direct reduction of iron, has announced james D. McClaskey as its new CEO. Exervio Management Consulting has announced the promotion of Jon Nance from Director to Vice President of their Information Technology Consulting practice. Mergent, Inc. an independent provider of global business and financial information on publicly traded companies, has teamed with lndustryWeek Magazine to provide major information to the IW I000 listing of the world's largest manufacturing firms.

Retail/Sports/Ente rtainment The Charlotte Bobcats have named jeff Capel as an assistant coach and Martin J. Bechtold Senior Vice President/Event Booking and Marketing for the new Charlotte Arena. The Mooresville location of North American Race Parts (NARP) has been purchased by a private investment group and will now operate under the name Randall Race Parts. The Indianapolis NARP will remain under its current ownership. Diamonds Direct, South Park, has been named the "Official jeweler of the Carolina Panthers." Ballantyne Resort & Spa has been added to the prestigious list of Great Golf Resorts of the World. Edwin Watts Golf, a leading retailer of golf equipment, apparel and accessories, has announced that it will enter the Charlotte, N.C. market with three retail locations, for the first time as part of a recently signed partnership with Golf Charlotte.

Karen Schmaling, formerly the associate vice president of academic affairs and interim dean of the College of Health Sciences at the University of Texas at El Paso, has been named dean of the College of Heath and Human Services at UNC Charlotte. Marlon Lynch, chief/assistant vice chancellor for public safety at North Carolina A&T State University, has been named the new campus police chief at The University of North Carolina at Charlotte. UNC Charlotte chemistry professor Mahnaz EIKouedi has won a national award from Oak Ridge Associated Universities (ORAU) for her research project "Porous Aluminum Oxide-based Nanotechnology:â&#x20AC;˘

Wake Forest University's Babcock Graduate School of Business has announced N ico le Stephens as Assistant Director of the Wake Forest MBA Family Business Center. Dr. Tony Zeiss, President of Central Piedmont Community College in Charlotte has been announced as the recipient of the annual Chief Executive Officer Award for 2004 by The Association of Community College Trustees. Dr. Betty J. Powell has been announced the new Dean of Arts and Sciences for Queens University. Anderson and Associates, a retained executive search firm , has announced the appointment of Roger Simpson as Executive Search Consultant. John Connaughton, a noted and wellrespected regional economist and professor at The University of North Carolina at Charlotte, has been announced as "TIAACREF's Professor of Economics." Lara Sain has joined Career Transition Solutions, Inc. with responsibility for business development and administration.

Other Awards and Achieveme nts After an 18-month selection process, the National Civic League has recently designated Concord an All-American City. Being named an All-American City is known throughout the U.S. and beyond, and is used as an economic development tool due to corporate interest. The Rev. Tonyia Rawls and Tom Warshauer have been named recipients of the 2004 Charlotte Business Guild/Don King Community Service Award. Debo rah Clayton, executive director of the Charlotte Research Institute at The University of North Carolina at Charlotte, has been named one of Charlotte Business journal's 2004-2005 top 25 "Women in Business" award recipients. Three members of the Charlotte chapter of the National Association of Women Business Owners (NAWBO) were selected for the 2004 Women in Business Achievement Awards: Roberta Farnum, co-owner of Home Instead Senior Care of Charlotte; jennifer Pippin, owner, of Pippin Home Designs Inc.; and Frances Queen, President and chief executive of Queen Associates, Inc. Horizo n Line s has been awarded Best Performance for Ocean Carrier by GlaxoSmithKiine pharmaceuticals U.S. Transportation division and FedEx Supply Chain Services. Roy Roberts, President and CEO of Alliance of Professionals & Consultants, Inc. (APC), has been selected by the Minority Business & Professionals Network as one of the "Fifty Influential Minorities in Business."

To be considered for inclusion, please send your news releases and announcements in the body of an e-mail (photos attached) to editor@greatercharlottebiz.com, or fax them to 704-676-5853, or post them to our business address - at /east 30 days prior to our publication date.

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