Greater Charlotte Biz 2005.04 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

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As a resulr of your vore of confidence, we have been awarded rhe 2004 Co nsumer 01oice # 1 Award fro m rhe r-.-arional Research Corpo rati on fo r rhe sevenrh year in a row. We humbly rhank you fo r yo r confidence in our abili ry ro provide rhe finesr heal rhcare in rhe region. O ur rhanks also ro rhe hundreds of specialisrs, physicians,

nurses, rechnologisrs and suppo rr sraffi who p~ovid unparalleled servi::e ro our parienrs. When you choose any of rhe focr Caroinas Medical Cemer hospirals, you :eceive nacio:Jall? oecogr:ized care. Bur rhen you already knew rhar - se;en years ir a row. Why would you g:> anywhere else?

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cover story Pepsi-Cola Bottling Company of Charlotte Dale Halton heads up t he longest-lived and largest indepen dentlyowned Pepsi-Cola bottling franchise in t he world; ranked as the area's largest woman-owned com pany, it maintains its corporate office in Charlotte's South End.

Integrated ID Systems Pat Cosmo started th1s company in 1990 with one employee; today, it has a national presence w1th more than 2,000 clients and enjoys better growth than the nat1onal average.

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s'tyle Scott Jaguar Jim Scott, better know as "Scotty," IS the third generation Scott to oversee a familr car business w1th a h1story of more than 50 years 1n Charlotte.

SMS C ate ri ng Services Bob and Robert Freeman comprise Charlotte's largest and second-oldest private catering company. pnd1ng themselves on the1r one-stop shop.

c april 2005

Gail Brinn Wilkins Interior Design

departments publisher's pos't

employers biz:

on 'top

workforce biz:

educa'tion biz:

on the cover: Dale E Halton Chairman/P residenUCEO Pepsi-Cola Bottling Company of Cha rlotte, Inc.

SportCoins Charlotte-based SportCoins m1nts commemorative co1ns and medallions for NASCAR dnvers. teams, crews, corporate sponsors, sports collectors, corporat1ons, and 1nd1v1duals.

heal'th

Photography by Wayne Morris.

cliaflotte www.greaterc hart otte biz. com

When was the last time you did something together? Golf • Tennis • Kayaking • Social Dance • Salsa • Shag • Motorcycle Riding The Art of Grilling • Exploring the Tastes of China • Unmasking the Grape Culinary Herb Garden • Planning Your Own Home Landscape Design

To register - 704.330.4223 or cpcctraining.org

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Are CMS High Schools Obsolete?

cllaflotte

Vii

April 2005 Volume 6 • Issue 4

In the midst of controversy about Charlotte Mecklenburg Schools (CMS), Charlotte's business community, ted by Bank of

Publisher

America and Wachovia, have contributed $500,000 for an expert

John Paul Galles jgalles@greatercharlottebiz.com

study of how CMS can be redesigned to better serve a growing and changing community. This study witt review how CMS and other metropolitan school districts are managed. The report is due to be released by the end of july. Mecklenburg County Chairman Parks Helms and CMS School

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

Contributing Editor

Board Chairman Joe White launched the plan as activists were

Susanne Deitzel

advocating splitting up CMS into parts or abandoning public education altogether. Already having over 118,600 students and 140 schools in the CMS

Creative Director/ Asst. Editor

system, CMS expects to add another 53,000 students within the next decade. The adequacy of our public school system in preparing our nation's youth to be globally competitive is of national concern, especially at the secondary level. Microsoft's Bitt Gates

Sean Farrow sfarrow@greatercharlottebiz.com

recently delivered a blistering attack on the adequacy of American high schools in his

Account Executives

remarks to the National Education Summ it on High Schools. "America's high schools are

Bill Lee blee@greatercharlottebiz.com

obsolete," Gates says. "By obsolete, I mean our high schools, even when they're working as designed, cannot teach all our students what they need to know today." Gates points out that our schools were designed fifty years ago and that we need a new design to meet the needs of the 21st century.

Amy Jo Robinson arobinson@greatercharlottebiz.com

Contributing Writers

Today, only one-third of our students graduate from high school ready for college, work

Ellison Clary Susanne Deitzel Margaret Fisher Heather Head Chris Jensen

and citizenship. The other two-thirds, generally tow-income and minority students, are tracked into courses that won't get them ready for college or prepare them for a family-wage job; and nearly one-ha lf of those drop out and do not graduate. Gates maintains that this is not an accident or a flaw in the system; it is th e system that we have constructed and accepted and come to expect. Comparing U.S. schools to schools in other countries, Gates is alarmed. White 4th

Contributing Photographers Sean Farrow Wayne Morris

graders rank among the top students in the world, 8th graders have fatten to the middle of the pack, and by the 12th grade, U.S. students are scoring near the bottom of all industrialized nations. Accord ing to Man hattan Institute statistics on graduation, North Carolina had a high school graduation rate of 67% in 2002 (37 out of 50 states). At the same time, South Carolina had a graduation rate of 53% (50 out of 50 states) . In terms of college readiness, North Carolina has a 37% readiness rate compared to a 29% rate in South Carolina. The national average was 34% in 2002 . These rates are intolerable and an outrage. Gates points out that India graduated almost a million more students from college than

Galles Communications Group, Inc. 560 I 77 Center Drive • Suite 250 Charlotte, NC 28217-0736 704-676-5850 Phone • 704-676-5853 Fax www.greatercharlottebiz.com Press releases and other news-related information, please

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the U.S. and China graduates twice as many students with bachelor's degrees as the U.S., and they both have six times as many graduates majoring in engineering. In the competition

numbers above or e-mail: info@greatercharlottebiz.com.

for the biggest and best supply of knowledge workers, America is fatting behind .

or fax at the numbers above or visit our Web site:

A selection of Gates' remarks presented to that summit is included in this issue on page 44. They are important and appropriate and ought to be considered seriously as our own CMS study is being conducted. In our economy, most jobs providing an income sufficient to support a family require some postsecondary education . Unfortunately only half of all students who enter high school ever enroll in a postsecondary school. The other half of students are unlikely to get a job that allows them to support a family; those who graduate from high school earn an average of $25,000 per year; those who drop out of school have it even worse. What Gates is pointing out is that we are only getting what we have created. We created these schools; we need to redesign them. They must work regardless of zip code, ethnic origin, race or gender.

tricts- one that expects all students to graduate from high school ready for college, work

apri l 2005

www.greatercharlottebiz.com.

© Copyright 2005 by Galles Communications Group, Inc. All rights reserved. The information contained herein has been obtained from sources believed to be reli able. However, Galles Communications Group, In c. makes no warranty to the accuracy or reliability of this information. Products named in these pages are trade names or trademarks of their respective companies. Views expressed herein are not necessarily those of Greater Char/one 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 call704-676-5850 xl02. Greater Charlotte Biz (ISSN 1554-6551) is published monthly by Galles Communications Group, Inc., 560 I 77

Bitt Gates remarks should encourage Charlotte area leaders to pursue an even broader agenda than recommending systemic reforms that put Charlotte ahead of similar school disand citizenship as a fundamental principle.

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Uncommon Wisdom

Legislative and Regulatory Highlights for Area Employers

Firms Spur Retention with Successful Communication of Health Benefits Effective messages about the value of health benefits can do more to retain top-performing employees than the richness of those benefits, according to a new analysis by the consulting firm Watson Wyatt. Among employers that provide rich benefits, but have poor communication practices, the average turnover rate for top-performing employees is 17 percent, compared to 12 percent for employers that offer less costly benefits, but communicate them successfully, Watson Wyatt found. Furthermore, combining rich benefits with effective communication yields an average turnover rate of only 8 percent for top performers. Communicating benefits effectively means having a documented communications strategy, keeping workers informed continuously, and educating managers, so they can reinforce that information with workers, notes john Finney, senior communications consultant at Watson Wyatt, which surveyed about 12,000 employees. "A small

Department of Labor Updates Child Labor Regulations The U.S. Department of Labor (DOL) has released final regulations restricting the jobs minors may perform in the workplace. The regulations address such work hazards as cooking and baking, driving, roofing and working with explosives, compactors and paper balers. The final rules are effective as of March 15, 2005. Under the new regulations, 14- and 15-year-olds may not cook except with electric or gas grills and automated deep fryer baskets. Children under 17 may not drive on the job, while 17 year-olds may drive in some jobs if they have completed a driver education class, have a clean record, and a valid state license. Sixteen and 17 -year-olds are prohibited from all roofing occupations and from operating or setting up power-driven paper-product machines, including paper balers and compactors. They may load materials into scrap paper balers and paper box compactors in certain circumstances, but no one under 18 may operate or unload balers or compactors. Final regulations are on the DOl's Web site: http://www.dol.gov/esa/regs/fedreg/ final/2004027l82.htm (Employers

Resource Association) 6

april 2005

investment in communication has a significant payback in employee satisfaction and retention," he says. Kathl)11 Yates, global director of communication consulting at Watson Wyatt, observes, "If their employees aren't aware of the cost, or don't a?preciate the value of the benefits, [employers] aren't going to see a return on their investment" in health benefits. "Spending more on health benefits won't necessarily increase retention if it squeezes other types of compensation," she adds. Ever considered using the "Total Compensation Statement" approach to communicating the true value of an employees overall benefit package7 On as little as a single page, these benefit statements can provide employees with a snapshot of all company-paid benefits. Each can Je personalized to reflect individual compensation, benefit elections, and employer and employee contributions to the cost of each benefit and account balances.

Working With Interns Many companies are gearing up to recruit summer interns from local high schools, colleges and universities. Interns can be an excellent source of extra labor

to help businesses during the summer months. Below are some tips to help you establish a positive internship ex?erience for the company and the intern. Call schools now. Start developing a relationship with local high schools, colleges and universities today. Talk with them about the type of students you expect to attract, the kinds of positions other companies are offering, and, of course, compensation. When it's time to construct your positions, you'll know the competition. Interview. Each student will have different interests and career goals. Learn about their interests and goals so you can tailor a position that will provide the greatest satisfaction and fulfillment. Create meaningful work. Make sure the position you offer is more thc.n just busy work. Find out your intern's particular talents and abilities and capitc.lize on them. They'll be happier, and so will you. Establish mentors . Before the intern arrives, identify someone in the C.epartment who is willing to help them learn

what they need to know. Recruit your sponsors and mentors ahead of time. Clarify expectations. What do you expect of the intern(s)7 What can they expect from their supervisor(s)7 From the company? From their coworkers? Organizations that develop positive internship experiences can create a pipeline for valuable future employees. Hiring someone who already knows how to get things done in your organization will allow you to capitalize even more on the time invested in training them. For high school students, employers should make sure they comply with child labor laws that restrict work hours and job duties. (Workforce Stability Alert) Trainee or Employee? When to Pay Interns Question: We are considering recruiting several college students for summer internships in one of our departments. Do we have to pay them? Answer: ln some cases, individuals working for an employer in a training capacity do not qualify as "employees" under the Fair Labor Standards Act (FLSA) and therefore

www.greate rc harl otte biz. com

Message from the President Regarding Workers Compensation in North Carolina

do not have to be paid. Their activities and work completed during the internship will determine their employment status. The following criteria are used to determine if the trainees or students are employees within the meaning of the FLSA. All of these criteria must be met in order to establish the internship as unpaid. I. The training, even though it includes actual work done at the

facilities of the employer, is similar to that which would be given in a vocational school. The learning experience encompasses a sequence of activities that build upon one another, increase in complexity, promote mastery of basic skills and are coordinated with education provided via the school-based learning component.

2. The training is for the benefit of the trainees or students.

3. The trainees or students do not displace regular employees. The placement of trainees or students does not result in the employer not hiring an employee it would otherwise hire and does not result in an employee working fewer hours than he or she would otherwise work. 4 . The employer receives no immediate advantage from the activities of the trainees or students and, on occasion , may have operations impeded. Any producti ve work that the trainee perfor;us would be offset by the burden to the employer from the training and supervision provided. 5. The trainees or students are not necessarily enti tled to a job at the conclusion of the training period. This

greater charlotte biz

The Employers Association and the other three employers associations in North Carolina (Asheville , Greensboro, and Raleigh) have formed a focused coalition to improve the business climate for employers in the state. The Employers Coalition of North Carolina (ECNC) will advocate public policy and regulatory change in key areas affecting the ability of employers to create and retain j obs. Over 2,500 companies are members of the four associations. We feel that by effectively working together, we can have a voice with our legislators. One of our initial agenda items is to reform the current workers' compensation system that is in place in North Carolina. Here are some key workers compensation issues that concern us: • According to the National Council of Compensation Insurance, the average cost per claim is higher in North Carolina than in South Carolina, Virginia , and 22 other states. • Disability payments can now be mandated for a lifetime , even though the injured employee would have stopped working somewhere around the age of 65. • If an employee has an accident and subsequently tests positive for drugs/alcohol , it is virtually impossible for the company to deny the claim. • Due to court rulings, an employer cannot communicate with the attending physician without the consent of the employee - even though the company is paying the bills. Employees with lawyers usually do not give consent. Research shows that medical outcomes are better, and costs are lower, when the employer is involved in the care plan. • The Industrial Commission has developed new interpretations of "suitable employment" and employees can refuse to return to work after being released by the physician, even if comparable wages are offered . The Employers Association will be holding meetings in the coming weeks to discuss these issues in further detail. Each of our member companies will be receiving an invitation to a meeting in the near future , but in the meantime , if you would like to attend , go ahead and give me a call. I think by working together we can improve the workers compensation system in North Carolina. Kenny L. Colbert, SPHR President, The Employers Association

does not preclude employers from offering a position at the end of the training program. 6. The employer and the trainees or students understand that the trainees or students are not entitled to wages for the time spent in traini ng. (The Management Association of Illi nois) Take Our Daughters and Sons to Work Day Thursday, April 28th, is this years "Take Our Daughters and Sons to Work Day. " This year's theme is "Sharing Power

and Possibility " For more information or ideas , go to www.daughtersandsonstowork.org. biz The Employers Association IS a nonprofit Charlotte organization providing comprehensive human resources and trainmg serv1ces. Founded in 1958, the Association mamtams a broadbased membership of over 700 companies from all industnes in the greater Charlotte reg1on. 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 I I or visit the Web site at www.employersassoc.com.

april 2005

Awards & Achievements Peyton Howell , president of Lash Group, has received the 2004 BusinessWoman of

LandAmerica. More Than Just Title Insurance. LandAmerica offers a comprehensive suite of services to keep every commercia, transaction on track. You only need to make one call, to one person, to facilitate the ordering of numerous products. > Title Insurance > 1031 Exchange > Valuations > Environmental and Engineering Assessmen~ > Construction Monitoring > UCC Insurance Let LandAmerica save you time on your next transaction with a single point of contact, and the resources of a nationwide, real estate services leader. LandAmErica Commercial Services - Your solution for real estate transaction services.

: he Year award sponsored by Queens University of Charloue and Wachovia Bank recognizing the achievement of women in for-profit enterprises, based on their contribulions LO the busiPeycon Howell

ness, civic and cultural

communi lies of the Charloue region. The other top nominees were Lori Collins, se nior vice president and general manager at GetSmarL.com, a division of

~~ -

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Lend ingTree lnc.; Frances Queen, founder and presidem of Queen Associates lnc. ;

Linda Hudson , presidem of General

To find out more, contact: Hunter Meacham John McDermitt v'i'ce President- N.C. State Manager Vice President E-mail: hmeacham@landam.com E-mail: jmcdermin@landam.com Phone: (800) 868-6529 lrademark ollandAmenca financial Group, Inc.

Dynamics Armament & Technical Product ; and Linda Loclmwn-Brooks, president of Lockman-Brooks Marketing Services.

Molly Wilmer Barker, the found er and director of Girls on the Run , has been recognized with the 2004 Woman of the Year award, at the Charlotte City Club.

Advertising & Media

More Knowledge More ExJ:>erience Means less risk.

Wray Ward Laseter has won 44 awards in this years ADDY Awards Competition for creative markeling communications, including five gold medals. Public relations firm My Team of Experts Inc. has named the following individuals to its

Shield Engineering, Inc. is a

2005 board of advisors: Cynthia Carlson, Ed Gagnon, j e.ffrey L. Fuller; Cyrus M. j ohnson, Jr., Ellie M. Mclnlire, and Beth Monaghan .

common sense provider of

The Charloue office of HMH has been

Environmental, Engineering

honored with five gold and five silver awards

Design, Emergency Spill

Competition

in the Charlotte areas 2005 ADD짜 Awards

Management, and Geotechnical

The Business Marketing Association has nationally recognized Walker Marketing,

Engineering services.

Advertising & Public Relations with an "Award of Excellence" in Web site design.

Business and Professional Services Kennedy Covington Lobdell & Hickman , L.L.P. has been named one of the most aclive venture capital and private equity law firms in the country by Plivate Equity

Analyst, a Dow jones publication. Ty Boyd Executive Learning Systems bas

april 2005

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an nounced plans to donate $25,000 to charity tc commemorate the 25th anniversary of its 'Excellence In Speaking Institute.' Carolina Marking Devices and Kinney Stamp & Engraving have announced the completicn of their merger.

Heather Thompson has been named the Central Region operations manager for Crumley & Associates, PC. Darrin Edwards has joir.ed the firm as the director of information technology. Exervio has added Tom Barnett and Kelly Asbury to its management consulting practice and Kevin Szulwacltto its technology consulting practice.

Mariana Orzech has joined Customer Connect Associates as director, CRM Business Strategy Amber L Buder has been promoted to director, CRM Business Analysis. Accounting firm Vance Flouhouse & Garges , PLLC has announced Gary M. Bosl as its chief financial officer. Other staiT additions include Kristin Grabofski, Craig Reisinger, jameson M. Ellis, james E. Good, David]. Townsend and Daniel A. Puryear.

Construction & Design Shea Homes has been named one of "America's Best Builders" fo r 2005 by the National A;sociation of Home Builders and

Builder Magazine. Lindsay Daniel, president of Lindsay Daniel Architecture, Inc., has been selected to ser.â&#x20AC;˘e on the board of advisors for the College of Architecture, UNC Charlotte.

WHY WE EXIST. We a rc pass ionate abo ut advising close ly held businesses a nd th e ir owne rs in defining and ac hi ev in g their o bj ect ives. Let us do the same for you .

The American Institute of Architects, Charlotte Section , has elected the following 2005 off cers: Kevin B. Utsey , as president;

Rebecca R. Fant, as president-elect; E. Renee Casali , as treasurer; and Darrel ]. Williams, as secretary Bryan Metzler, PE has become a partner in Turnbull

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Sigmon Design, a landscape Brian Metzler, PE

architecture and civil engineering firm.

Bill Boston has joined

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Colejenest & Stone, P.A. as a design engineer l .

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Dennis]. Ha ll, FAIA of Bill Boston

Hall Architects, Inc. has been

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april 2005

elevated to the prestigious College of Fellows by the American Institute of Architects, an honor awarded to members who have made profession. Skans ka USA Building Inc. has announced that Holly

F. Houg11 has joined the company as business development manager for the Charlotte office.

Ginger R. Meshat has been named project manager at Tyler 2 Cons truction. Patrickjoseph & Associates , a custom homebuilder, has added Ron DuDonis as project superintendent.

Robert K. (Bob) Lattie has been named incoming presi-

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Association of Textile Chemists and Colorists for 2005. The board of directors of Mulkey Engineers & Consultants has named Andy

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Heath, Kevin A ustin, George Gibson, Greg jones, Neil Davis , and Ladd Gibson as vice presidents in the firm. Education/Staffing

UNC Charlotte's Office of Technology Transfer has been recognized by the Association of Uni versity Technology Managers as first in the nation per $10 million of research expenditures in forming start-up companies, first in filing patents and second in inventions reported.

Pa ul Broyhill has been named the LenoirRhyne College Business Council's 2005 "Business Leader of the Year. " This year marks the 25th anniversary of the institute.

Brady L Teague, partner and cofounder of Bradford Management Group, has launched a new di\'iSion, Talent Bridge to

c:p ri l L.OOS

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round be led by Canie Quinlan.

Boyd Davis , professor of English at UNC Charlotte, has been awa rded the 2005 "Harshini V. de Silva CarÂˇie Quinla1

Graduate Mentor Award," recognizing her dedication to the growth and success of graduate students.

Boyd Davis

1. Dea l w ith the A lbatross . If th ere is a situati o n, empl oyee, o r issue that is

draggi ng you down, deal with it. Be bold. 2. Reframe So-Called Fai lure . Exceptional business peo ple refram e failure inro

valuable info rm ati o n, move o n and ap ply what th ey have lea rn ed . 3 . Stop Working from Beh ind . Instead of reacting ro change, ge t o ur fronr. Ask

yo ur cusrom ers regul arly how yo u ca n improve. Do n't wa it, make necessa ry fi xes. 4. Be Brand Obsessed . It's abo ut co mpeti tive differenriatio n-or, yo ur bran d .

Make sure everyo ne in the house can descri be with passio n what it is that th e company does best, beginning with yo u.

CEO Inc. has promoted

5. Grow Your Referrals . Instead of fo cusing solely o n new business, delight your

Sherry Hart to Office Services

existing cusrom ers-a nd grow referrals. Listen co your idea peo ple (everyo ne).

Division Team Leader. Deanna

Diet.z has jo:r:ed CEO Inc. as an HR consultant Queens

6 . Create a Culture of Commun ication and Learning . lf you can get your

people ro embrace self-developmenr, yo u ca n make a real difference in th eir li ves, and in your o rganizatio n. Find out what th ey wanr ro wo rk on, and make th e training ava il able.

University of Charlone announced toda> Sherry Hart

Deanna Dietz

7. Develop Your Personal Vision . D escribe your perso nal and pro

dream life in writing and picture yourself liv ing ir.

that Dr. Charles E. Bamford \vill

oin .he facu r:1 of the McColl Graduate School of Business as the Dennis Thompson Chair of Entrepreneurial Studies. Bamford will also head the McColl School's new Center for Dr. Charles E Bâ&#x20AC;˘ mford

Entrepreneurship. He will begin his new post in August of 2005.

Take a break. We'll supply the drinks.

Financial & Insurance

You have enough on your

Kovare Capital Management has added

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in marketing and new business.

or your break room stocked.

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Mark D. Ryan

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jewell D. Hoover , managing director of

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Chris Savage, ] eff Martin , Vince Marcelli, Dale Frazier, and Hayes Bogen have joined goodmongage.com as loan Jewell D. Hoovet

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Governmert/Non-Profit The board of directors of Charlotte Center ~ ity Partners has anno unced that Michael Smith, CFO of the CharloLte Chamber, has been appoin:ed president of Charlotte Center City Partners . Daniel Stowe Botanical Garden has received top Michael Smith honors at the Southern Spring Ho m~ & Garden Show winning the "Best of hm路-路路 award for the second consecut:ve year and t he shows new 'Palette" awa rd for best color Health Care The Executive Board of the Sanger Clin ic, P.A. , 1as reached an agreement to be ome part ::>f Carolinas Health Care System .

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Manufacturing Mid rex 'lechnologies, lnc. has announced a contract Sif;ll ing with Qatar Steel Co . CQASCO) fo- m iron makir.g plant in Mesaieed, Q;ttar. The company has also announced c- contract with l ebedinsk')' GOK, in Gubkin, r:ussia Real Estate Commercial/Residential McG uire Properties, Inc. and Percivals, Inc. have anl.ounced plans to combine to form Percivc.l'- and McG uire Commercial Real Estate. Lake 0111an Realty Inc. has announced the grand opening of its fourth location in downtown 3-atesvi.lles City Center. Priscilla Senecal has :>een selected as broker-in-charge location. Colliers Pinkard , a commercial real estate servtces firm, has Keith Bell announced that Brad Grow a.nd Keith Bell have joined its brokerage group. Trinity Partners has announced that Bob McGiiff has joined ti-e firms Industrial Property Set-vices Group.

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Retail/Sports/Entertainment Raycom Sports and Meineke Car Care Centers have released the new logo for the Meineke Car Care Bowl. The :ogo was designed by

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B CENTRAL PIEDMONT COMMUNilY COUEGE A Letter from the President to the Charlotte Business Community, The purpose of this leuer is to provide a brief update on Central Piedmont Community College so that you remain well-informed about the services and condition of the College. I am pleased to report that we had the best year in terms of funding by the state in my 12-year tenure. Speaker of the House jim Black, along with Representative Doug Yongue and our Mecklenburg Delegation, led the charge to secure badly needed multicampus funding for our College and l2 others throughout orth Carolina. This decision has made a tremendous difference for our operating budgets'

Corporate & Continuing Education

TRAINING SOLUTIONS Our corporate trainers recognize the importance of meeting managers ard trainees in their own work environment. Training at your facility sa"es Lime, Increases employee in':estment 111 the matenal and allows for more immediate transfer o 路 skills.

Computer Training I am also pleased to report that we had the best year in my tenure for federal funding. As you know, my staff and I have been spending a great deal of time working with our congressional leaders to secure funds for new training programs. We received $1,750,000 to develop a new geospatial technology training program. We also received another $500,000 from the Department of Education, matched by Duke Power and the State Department of Commerce, totaling $1,000,000 to develop a new integrated systems technology (manufacturing) program. You will hear more about these programs soon. lf you see one of our North Carolina senators or congressional rep resentatives, please thank them for supporting the College! Our fall enrollments are up 5% and that is actually good for us since our resources have not been able to keep up with our doub le-digit growth in the past few years. We are deeply invo lved in the renovation and expansion of the Central Campus plus the expansion of the other five campuses. Everyone is excited about our new Academic and Performing Arts Buildi ng on the Central Cam pus which wi ll house a new Ealton Theater with 1,000 seats. We will be working hard to establish a new construction bond referendu m this fa ll. Please put in a good word to the county commissioners for us! Our College's $15-million Capital Campaign is well underway and is progressing even better than we had hoped. We still need all the help we can get, however, particularly for fundi ng scholarships and equipment. The new Harris Conference Center and new Corporate Training Center facilities at our West campus are now open, occupied and booming with business. The Conf::rence Center has already hosted many clients and we're excited about the Corporate Training Center. Both represent our newest oppo rtunity to serve local business and industry We appreciate all yo ur support, help and recommendations. Thanks for being great ambassadors for Central Piedmont Community College! Cordially,

P. Anthony Zeiss President

april 2005

Computer savvy is essential for employees at all levels in an organizatio n, but a firm knowledge of cesktop applications and basic computer operations is criucal to success. CCE is proud to be Mecklenburg County's largest computer training organization , providing ski lls and knowledge to approxi mately 8,000 individuals each year at companies including AT&T, Charlotte Pipe & Foundry, Family Dollar, Bell South, Lucent Technologies, and United Auto 'Norkers, among others.

Employee Wellness The 21 st century working life can be hectic. Managers and employees alike value the benefits of a happy, well-balanced workforce. As such, many companies have incorporated work-life balance courses into employees' professional development plans. CCE offers a wide array of wellness courses that add balance and energy to employees at all levels. Many of the courses can be offered in a 60 to 90 minute "Lunch & Learn" format, allowing employees to get the balance they need, without sacrificing too much time away from their jobs. Choose from teambuilding,

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cooking, yoga, pilmes, golf, arts & crafts, and other leisure LOptcs.

Finance & Licensure Even employees in non -financial ro les need to understand the business of money. CCE offers courses in personal fi nance strategies, finance for non-fi nancial managers, money management, and investing for retirement as well as Zodiac: the Game of Business in partnership with Paradigm Learning. For employees whose positions require a deeper understanding of finances, we also offer Mortgage Banking, Underwriting, Appraisals and Notary Public training which can be done on site for groups of 10 or more. Financial institutions in need of a certified Notary can take advantage of our inclass registration and text book delivery at no extra charge .

Health & Safety Creati ng and maintainin g a safe work environment does not happen by accident. It takes proper skill , planning, execution and commitment. CCE can help your company build a safety training program in compliance with North Carolina's Occupational Safety and Health Act (OSHA) by offering customized classes and workshops that reach compliance and improve your overall level of safety performance. Offerings include OSHA , Hazwoper, CPR , EMT, and Advanced Life Support available at your place of business or at one of CPCC's campuses. Leadership & Professional Development The hallmark of Corporate Training at CPCC is our customizable trai ning solutions that help organizations mee t key business goals and objectives. ln partne rship with some of the world's largest researchers and developers in leadership and management programs such as Achieve Global, Deve lopment Dimensions International (DDI) , Franklin CO\·ey and Censeo Assessments, CCE is able to o((er high quality and affordable training to hundreds of Charlotte businesses each

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c .::~cc is an importalt provider of workfu -ce and corporate :levek>pment training, delivering responsr.e and innovative pro~nms and solutions.

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Training incluics 360 degree skills to specif c training for frontire supervisors, n~ managers, execut i~s or sales professi.Jrals. Other progrc.ms include bus1•ess writing, communication skills, jme end s.ress managemEnt, e;nd :::ustome- 5ervice. CCE is Meckler.burg Coun·ys on.y licensed offictal. registered provi:l~ r of Command Spmish<l>, the m tic-n~ leading provider of SJ m ish tra:i n~n g p ro ~ams fo r the workploce. :G~ essments

Q11ality & Process Improvement Ccr quality c::>urses.l:enefn managers m d l~iers who work-.\ ith cross-functional u:ar s to define nd nc::t~..t re problems md implement imp-c vements. Many of cur quc.hty cc•urses J e nd in-class inst:-uct on with online act·v ties to maximize p nicipants· time ard learning. Im prove )'<)U bc ttoCl line wi...J Si~-:: Sigma, Lear_ Ma:nfa::turing, Precess Improvement, k:-ulytic Trouble Shuc·ti 1g and Probleo :'ol,•ing and Dec i.sicn Making. ISO 900(1

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Technical Training As the age cf the skilled technical worker reaches retirement , the manufactL ring and production mdustries will need tc transfer years of k:-tcwledge to a younger •mrkforce. From Basic Conventiona: Machining, to Blueprint Readmg or Me:rology, CCE offers targeted pra~t i cal trai ning for hou -ly workers, frortline supervisors, and ma::1age rs m technic:J positions. Our ~xpe rtisc is well roo .ed m our tecr nio l faculty, m<ny years of expcrie1cc and ou ~ ability to tni n employees at your plac~ ::>f busin ~s , regardless of shift. c : :E's technicc-1 trainmg is a cor-.·e1Ient option -or upgradi!g the skills of your emerging workforce biz This section is intendec' to higt-Jiight work(arc e trOimng

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april 20C5

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Integrated lD Systems is a survivor, and more. It performs in three market segments. Identification system sales account for about 40 percent of the business and identification card printing and supplies make up another 35 percent. The rest of the business comes largely from providing security measures and security consulting for events such as the Men's U.S. Open Golf Championship and the Grammy Award shows. Cosmo started her company in Charlotte in 1990 with one employee. Supported and backed by her two partners, Leroy Denton and Archie Livingston, she built her full-time employment to eight. The company operates in 3,500 square feet on Idlewild Road, in the Independence Office Park. With technical support, sales, customer service, human resources, a repair center and supply area in addition to executive offices, the fi nn is bursting at the seams. Cosmo plans to knock out a wall and expand into an adjacent 400 square feet. Cosmo shies from stating the investment the company has in its facilities and equipment, but she walks a visitor past multiple high definition printers and other identification card equipment with price tags in five figures. True to her security background , Cosmo is tight with financial details. She does say that in a fragmented industry, Integrated ID Systems has become a national presence with more than 2,000 clients and has enjoyed better growth than the national average except for 2003, when the firm grew at a more modest pace. By early 2004, she says, Integrated ID Systems was picking up clients that, because of a bad economy, had made security decisions based on price. Many realized their security arrangements were inadequate. 10-ing Its Market

for identification system sales, osmo

says, her company concentrates on firn1S with 200 employees or more, a size that jusufics bnnging a security system m-house. These might be banks, manufacturing concerns, hospitals or service companies. An advantage m system sales, she says, is that Integrated lD Systems doesn't use distributors. The company works directly with manufacturers, training with them on their equipment. Manufacturers have honored her 18

april 2005

company with numerous performance awards, she says. "We help companies set up systems they can run efficiently," she adds. "We provide full on-site installation and training, and we have a full product line of supplies." "We really listen to our clients for what they need and figure out what is going to be the best fit for them. Will they often be hiring a new employee who needs to have a same day photo lD badge with technology in it for access or time tracking? That may direct them to needing a system in-house," Cosmo explains An alternative that Integrated lD Systems can provide is to augment a client's security systems during times of peak stress. The company can move onto a site with a computer, a camera and a printer and connect them to a network the client is already using. "Then you have two work stations taking pictures and printing cards, doubling your production," Cosmo says. The credentialing system is a service Integrated ID Systems provides for clients such as the rock band Hootie and the Blowfish when it hosts the annual event for children's charities, Monday After the Master's Pro-Am Celebrity Golf Classic. Integrated lD Systems has filled a similar role for the Wachovia Championship PGA tournament at Charlotte's Quail Hollow Country Club since it was initiated in 2003. Christine jack, tournament project manager for the Wachovia Championship, says the tournament uses Integrated lD Systems credentialing system to make all access badges. "They're really great people to work with," jack says. 'They're always there for us." "Their customer support is outstanding," jack adds. If a photo ID camera goes on the fritz, she says, Cosmo herself does wl-.atever is necessary to keep operations running smoothly For smaller companies, or those that want to forego the capital investment of eqUipment and labor, Integrated ID Systems concentrates on secwity card printing services. Typically these are photo identification tags the size of a credit card that include a picture and other data that security guards are trained to look for. That could include a pattern in the background of an lD photo or the placement of a hologram or positioning of

access codes. Smart card technology that uses a small copper square to store an amazing amount of information is growing rapidly In the future , they could even include the owner's medical history Preventing Circumvention

But with every security innovation , Cosmo admits, there are those who succeed in finding ways around it. Bar code technology is no longer foolproof for door access, for example, because there are ways to duplicate bar code badges. Many methods for circumventing security are available by Internet, Cosmo laments. "It has forced people to get more intricate in encrypting things. It has caused us to put technology inside the card so it's not just visual. It has caused some to move to biometrics, iris scanning and palm scanning." Cosmo says providing security for events in southern California, such as the Grammys and the BET Comedy Awards, has re-emphasized to her the need for more extensive security measures. Integrated lD Systems provides photo identification cards for Deloitte & Touche accounting offices throughout the nation as well as for the Brink's Company. Clients in the Charlotte region include Carolina HealthCare Systems, Charlotte Country Day School, Calvary Church, the Pineville )>-

Integrated ID Systems, Inc.

6407 Idlewild Rd., SYSTEMS, INC.速 Ste. IIO Charlotte, N.C. 28212 Phone: 704-536-4995 Principals: Leroy Denton, President and Partner; Patricia Cosmo, General Manager and Partner;Archie Livingston, Partner Founded: 1990 Employees: 8 Customers: More than 2,000 Business: Provider of identification

(ID) services and supplies (ID cards and services, event credentials, digital photo ID services, ID card accessories, and equipment) and provides security measures and security consulting for events. www.integratedid.net

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Police Department and the Charlot:e Convention Center. At the Charlotte Regional Visitors Authority, director of information technology jorge Rodriguez praises Integrated :o Systems for providing a cost-effective progrc.m for producing identification badges. The system is easy to use and replaces one that he found cumbersome. Rodriguez says hes worked with Integrated 10 Systems for about two years. 'Their response times have been good and they're very professional," he says. Thats music to Cosmos ears, she says, because it validates the companys mission statement. The finn is dedicated to service fo r customers, prospects and suppliers, she says, and keeps a work atmosphere that fosters excellence. She praises her staff and the willingness of each member to work together. That dedication to performance coupled with providing essential products and services has served Integrated 10 Systems well, she says. Providing an Essential Service

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Everyone should have a photo 10 badge, Cosmo believes. Not only does a badge put people at ease with each other, it serves as a name tag for people who need prompting. "My security benefits you, your security benefits me," Cosmo states flatly. She remembers an incident frorr. her previous career with a company that marketed equipment to monitor employees' time at work and their attendance. urses at a large Carolinas hospital didn't like having their picture on an lD card, so they turned the badge over, exposing its blank side. In response, Cosmos company developed a card \vith two identical sides. That solved the problem but, for Cosmos benefit, several nurses made their own version of the card with a flip side that ;hawed only the back of thm head. During ·Jne of her visits, they paraded past Cosmo with these flip sides shO\ving and Cosmo couldn't help laughing, she recalls. Through the years, mnovation has been another hallmark of Cosmo and her company. Integrated ID Systems has de\·eloped a patented card accessory that solves a problem many firms face with employees who punch holes in their plastic badges to display service and award pins. This frequently damages the

card, sometimes to the point that it needs to be replaced. Integrated ID Systems makes a card strap clip adaptor of softer plastic with holes already punched for pins. "People work hard for those pins," osmo says. "They should be able to di play them. " he muses about the many technological improvements shes seen in producing lO cards. In the early 1990s, photos were film based, had to be dried and cut, placed on a card and laminated. One card could take lO minutes to produce. Today, with multi-network printing stations, Cosmos company can produce thousands of cards a day. "It's a very high energy business," Cosmo says. "You need to perfom1 customer servicewise, and your customers need to trust you because you are providing them with a security product. We don't take our business lightly. " Integrated 10 Systems routinely enjoys positive references from current customers, Cosmos beams, the future is looking bright. Starting in january, she initiated an infrastructure project to upgrade her firms servers and other equipment as well as improve accounting and contact systems. Cosmo anticipates doubling her staff in the next five years, with security for events probably growing faster than the identification system sales and secUJity badgi.ng egments. Another element that could see dramatic growth is providing event ticketing with encoded plastic cards similar to security badges. These cards make it easier to transfer tickets from one person to another and are marketed by Charlotte-based TicketReturn , Inc. TicketReturn is growing rapid ly; two area clients are the University of North arolina at Charlotte Athletics and Winthrop University Athletics. Integrated ID is their exclusive card supplier. osmo won't discuss the possibility of closer ties with Ticket Return. But the loose alliance the finns enjoy seem to fit with Integrated 10 y tems' policy of u ing a variety of products and finding innovative ways to serve clients. ··we're ahead of our competitor ,"Co mo says. "We're always bemg asked to add to our productline." biz Ellison Gary is a Charlotte-based freelance wnter

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People party, bands play, horses fly... a wonderful day for people of all ages, celebrating Spring in the beautiful Piedmont countryside. There are a variety of tailgating options and tent hospitality packages offered. But they sell out quickly, so please call early. And, as always, proceeds benefit local charities. For more information, please call (704) 843-7070 or visit our web site,

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In the beginning ScottY:s grandfather, William B. Scoll, got his stan in the car business in Memphis, Tenn ., working for a long-time General Motors dealer, Chuck Hutton. Fortuitously, there came a time when Hullon offered to help Scoll acquire his own dealership . After an initial deal for a dealership in Arkansas fell through, Hullon advised Scoll to come to Charlotte, and so in 1954 he did . Scoll bought the Atkinson Dodge dealership that used to be located on the corner of Poplar and 5th streets. That first business was operated under the name, "Hullon Scott Dodge." Meanwhile, back in Memphis, Scottys grandmother, Lydia, was left to pack up the house and move the couples three childrenJim, Bill and Dene - to their new home in Charlotte. "We arrived here on Halloween night," she recalls, "and there was a big costume parade proceeding down South Tryon Street. l couldn't help but wonder what kind of city we were movi ng to," she says with a smile. But clearly, the years in Charlolle have agreed with her. ln tme Southern style, Lydia still refers to her husband , Scollys grandfather, as "Mr. Scott. " She was born in the Mississippi Delta area, but was working in Memphis when she first met her future husband. Now 84 years old, the patriarch of this 51-year-old business remained vital and active until he fell ill about three yea rs ago. Lydia proudly recalls that he started the 100 lub in Charlotte and was elected president of the Merchants Club . "Mr. Scoll helped a lot of other local car dealers, like Scott Clark, get into the business," she says. Scally adds that his grand father received the Ambassadors Cl ub Award from the NADA ( ational Automobile Dealers Association), meaning that an an nual scholarshi p in the amo unt of $1,000 is awarded to the institution of his choice, forever. New site, new franchise After his fi rst decade in Charlolle, in the mid-1960s, the elder Scoll acquired a Buick dealership and built a new store at 50l South Caldwell Street, where the old Amold Palmer

a p ril 200 5

Cadi llac store used to stand . As an in teresting side note, anyone who follows comtT,ercial real estate in Charlotte might like to know that Scoll bought the Caldwell property when it was auctioned off by the city His winning bid $175,000. In fact, someone else bid just one dollar higher that Scoll, but that bidder was late, so the sale went to Scoll. After operating successfull y for about 20 years at the South Caldwell site, Scott bought the land where Scolljaguar sits today "At the time, everyone told him he was crazy to build o far out, so far away form the downtown area," Scally says. But with the growth that has empted in the area over past 20 years, Scoll says, 'That turned out to be the second best investment he ever made." So what was the very best investment his grandfather ever made7 The purchase and sale of the Caldwell pro perty, Scally says, smiling. With a more thoughtful expression returning to his face, Scally goes on: 'The fact that my grandfather moved the business to this location 20 years ago shows what a visionary he was." "Vision" and "values" are words that keep coming up whenever the conversal!on turns to the companys founder. And words li ke honesty, integrity, generosity "One of his favorite sayings was, 'Cleanliness is next to Godliness,"' Scally recalls from his own childhood. Ar d those who knew William B. Scoll understood that cleanliness was as characteristic of his business dealings as it was of the cars and the stores that he operated. A second generation that passed too quickly Both of the founders sons, jim call and William Scoll ll, we re brought up in the car business. jim, Scally's father, joined the family business right out of college, but unfo rtunately, he died in 1999 at the age of 58. Scotty speaks wa nnly of his fa~h e r : "He was a lot like my grandfather: honest. And the relationships he made while he was growing up in Charlolle - the people he cho e to be associated with- were quality people. They are community leaders today, and winners in life."

Jim's brother and Scottys uncle, "Bil l!l ," also worked in the business and died at a relati ve ly young age; he was only 56. Their sister, Scollys aunt, is Dene Smith of Charlotte. Some of her striking modern artwork is showcased in the Scolljaguar building today Enter Jaguar When the Scolls moved the dealership to the Tyvola Road location, they were carrying three or four fran chises - among them Buick and uzuki . lt was about this time that they decided to add the jaguar franchise. Scally says the previous jaguar franchisee "was tired of messing with jaguars," which were hand-built at the time and not particularly reliable. 'The cars had a lot of problems, but their owners loved them so much that they we re willing to accept the problems that came with them."

A lot of those problems went away just a few years later, when Ford Motor Company bought jaguar in 1989. Ford invested a great deal of money in re earch and development, resulting in a car that today is state-of-the-art and very reliable. So in the mid-1990s, the

Scott Cars, Inc. dba Scott jaguar 400 Tyvola Rd. Charlotte, N.C. 28217 Phone: 704-527-7000 Principal: Jim "Scotty" Scott, General Manager In Business: 5 I years; founded by WB. Scott (Scotty Scott's grandfather) Employees: 48 (all full-time) Awards: Recipient of the NADA (National Automobile Dealers Association) Ambassadors Club Award, which provides an annual scholarship of $1 ,000 in perpetuity to the institution of choice. Product/Service: New and used auto sales. Full-service body shop all makes, all models. Body shop is one of only about 20 in the U.S. that is certified to work on the new aluminum cars. www.scottjag.com

www.g reate rc h a r Iott e bi z. c o m

Scous made a strategic decision to drop all of their franchises excepljaguar. Has that strategy paid off for the family business? Scouy doesn't hesitate to answer, "Yes." Sales that were initially four or five per month have skyrocketed to as many as 30 per month. Grooming the third generation Like his father and his uncle , Scouy was brought up in the car business. Beginning at the age of 14 he worked at the store full-time every summer, beginning in the clean-up department and rotating through the different departments from year to year. Unlike his father, his uncle and his grandfather, however, Scouy was- and is- very mechanically inclined. He loves to work on both cars and motorcycles. Scouys first time working "out front" as a salesperson was in 1987, when Scou Cars also was operating a store in Myrtle Beach, S.C. After two years in that position, he moved into the finance and insurance department, and later was promoted to sales manager of the Myrtle Beach store. He moved back to Charloue in 1996, but initially found a full house at the Charlotte dealership. So when the service manager left, he stepped into that position for three years. Scouy credits those three years with helping him to develop a keener understanding and appreciation of the service staff. Never one to shy away from a mechanical challenge, even today, he says, "lf l can pinpoint the problem in the car, l can fix the problem." While he was working as service manager, jaguar awarded him the Service Masters Guild Award. That award came with the requisite plaque, of course, but he also received a one week trip to the U.K., where all Jaguars are manufactured. In 1998, when his father Jim was diagnosed with cancer, Scotty enrolled in the NADA Dealer Candidate Academy and graduated in 1999. When his father died in May of that year, Scouy moved out of the service department to become general manager of Scott jaguar, where he is today. Away from work As much as he genuinely enjoys running the family business, Scottys first love would

greater charlotte biz

have to be his family. He and his wife Jennifer were high school sweethearts in Charlotte, and they were married in 1992 at Pawleys Island, S.C. They arc parents of two daughters, whose photos adorn his office. And, no surprise, he is a real Jag enthusiast. "Its more like a hobby," he says. He drives a 2005 XK8 model, black. And Scouy is a bit of a motorcycle fiend, as well- the proud owner of a Road King and a custom chopper. Scott Jaguar today Today there are four family members filling key roles at Scoujaguar. Scouys first cousin Andy Smith (son of Dene Scou Smith) is the business manager, and first cousin Zack Smith (a! o son of Dene Scou Smith) is the used car manager. Scotty Scott Brother-in-law Greg Smith (a ship, ranking different Smith , married to Scottys sister, jenni) is the new car manager. Scott Jagua r customers come fr â&#x20AC;˘Ill Charlotte and the region- from Hickory, Lake orman, Rock Hill. The nearest competing dealers are in Columbia, S.C., and Greensboro, N.C. ls there a typical Jaguar buyer7 '"They are all over the board," couy says. "But most often, they are repeat buyers. For the true jag lover, there simply is no other car." What is typical is that they tend to have a real pride in ownership, so they take very goucl care of their cars, he says. There is a common mispercepti>Jn about Jaguars, however. Scouy says that l:.e runs into a lot of people- people driving $50,000 sports utility vehicles - who assume they could never afford to own a jaguar. What they don't realize, he says, is that the entry price point is a slightly more than $30,000. Scott Jaguar tomorrow SCllll)'S m<.~m business goal is to conlinue what his grandfather started some 50 years ago, to continue to operate the family business as a family business.

is general manager of Charlotte Jaguar dealerI Ith worldwide in customer satisfaction. Another closely related goal is to keep their customers happy. "Our customers trust us," he says "We realize that car dealers in general have a bad name, and we do everything we can to combat that image." Fact is, Scou jaguars customer satisfaction ratings are the ll th highest of all the Jaguar dealerships in the entire world. The employee retention rate at Scou Jaguar is similarly high- an indicator of the satisfaction and dedication of the stores 48 full-time employees. Scouy maintains an open-door policy at all times, the same as his father and grandfather before him. "I was taught to do whatever needs to be done at the moment, whether that is plunging a toilet or taking out the trash. o one here is 'too good' for any job." It all comes back to the \~sion and values that the family patriarch instilled in his children and grandchildren: humility, generosity, honest> and fairness at all times- no exceptions. biz

Chris jensen

a Charlotte-based freelance writer. april 2005

enced the company's growth perhaps as much as her grandfathers original vision.

The Pepsi 'Challenge' n 1893, a pharmacist named Caleb Bradham from New Bern, N.C. , created a select mix of carbonated

When Halwn's grandparents started up the company in 1905, they were the first bottler to incorporate using the Pepsi-Cola name

water, sugar, vani lla, ra re oils and kola nut

and became the first franchise bottler. Henry

extract in an effort to draw people to his phar-

and Sadie, along with their two daughters,

macy After a brief stint as 'Brads Drink," the

Margaret and Elizabeth, initially operated

drink was renamed in 1898 and patented as

their new business from their living room,

the legendary Pepsi-Cola in 1902. In 1905, a century ago this year, Pepsi-

but eventually moved the operation into a bam next to the citys blacksmith shop. There

Cola Bottling Company of Charloue was awarded one of the first franchises to bottle

boules were washed by hand , filled with foot

this distinctive beverage. Now the longest-

drawn wagons. At the time, Charlottes

lived and largest independently-owned Pepsi-Cola bottling franchise in the world, it maintains its corporate office in Charlotte's

population was 15,000 and the LOwns iceman became the n.edgling companys first salesman, deli vering product to a restaurant

South End. The president and CEO is none other than Barksdale ("Dale") Halton , a spunky,

and two fmit swres among other sLOps. In 1908, Mr. Fowler bought the company's first soft drink delivery tmck even though roads

straight-spoken woman who also just hap-

at that time were in limited use. Amazingly, Mr. Fowler never learned to drive himself!

pens to be the granddaughter of the original franchise owners, Henry B. and Sadie Clarkson Fowler. While Halwn didn 't antici-

pedal machinery and delivered by two horse-

In 1907, there were just 40 bottling plant producing Pepsi-Cola; in 1908 the number

pate working within, much less owning and operating the family business, she has inn.u-

april 20 05

increased dramatically to 93; and by 19 the Pepsi-Cola Company was producing syrup for 280 bottlers. It seemed as though n thing could stop its growing popularity Unfortunately, shortl y after the end of World War I, sugar prices began a series of wild fluctuations. Sugar, a principal ingredient in the syrup base of Pepsi , rose from five cents a pound to twenty-two cents a pound, and subsequently dropped to a low of three cents a pound, eventually btinging about the bankruptcy of the Pepsi-Cola Company itself and its own bottling company in 1923. Unlike other bottling franchises, PepsiCola concentrate has always been delivered without the sugar included. So when sugar prices skyrocketed, so did the cost of mixing the beverages for the bottler. Fortunately, Halton's grandfather had the vision to foresee several of the sugar shortages and purchased his own sugar warehouse, tractor-trailer, and driver to minimize the effects of the sugar shortage. Owing the Depression Henry Fowler continued to push forward ; his was one of two franchises continuing to boule and sell Pepsi while others were abandoning an apparently sinking ship as the Pepsi-Cola Company declared bankruptcy again in 1931. He was a determined and tenacious manage r. He is said to have lectured a salesman on the evils of gambling, and then gone into the gambling house to win back a truck full of product lost by the salesman in a crap shoot. Fortunately over time, and after a number of changes in ownership, the Pepsi-Cola

Company itsel f was able to "Come Alive. " Henry Fowler remained at the helm of the Charlotte Pepsi franchise until his d~ath in 1971 at the age of 93. His long-term efforts and dedication to Pepsi-Cola later earned him a place in the Beverage Hall of Fame. Mr. Fowler and Sadie also earned the title "Mr. and Mrs. Pepsi-Cola" in the industry and throughout the region. At his death , control of the company passed to his daughter, Margaret Fowler, and another family member became CEO. Margaret Fowler died in 1977 and in 1981, the current CEO left by mutual agreement. This paved the way for Dale F Halton, daughter of Elizabeth and the Fowlers' only grandchild , to become the president and CEO.

Paurtltj_ it O~t PEPSI-COLA BOTTLING COMPANY OF CHARLOTTE 1905-2005

The Choice of a New Generation Unfortunately, in the years subsequent to Halton's grandfather's stewardship, the company had entered a period of falterin g profitability and productivity By 1981 , when Halton assumed her role as president and

CEO, the company was in serious financial trouble. What she was to bring about was an historical turnaround for the company, resuscitating both the operation and it employees. Says Halton, "We were on the verge of bankruptcy Our equipment was falling apart. Our delivery trucks looked terrible and were always breaking down ; we kept finding major bills that had n't been paid ;, and our employee turnover was 400 per em higher than that of similar industry operations. We just didn't know what would come up next." What happened in the few months after Halton assumed control i phenomenal. While by some accounts, Halton was the inspiration for the company's near impossible recovery, !!alton herse lf turns to Darrell Holland , the man she calls her "closest friend and mentor; the closest thi ng l have to a brother." Halton and Holland teamed up, with Halton embracing "the front ," or administration, and Holland , "the back," or production. Halton recalls, "Many advisors thought we needed to bring in a big expensive management team , but I was adamantly against it. l knew we would be okay with Darrell , with Stu Menzel in the plant, Charlie Sull ivan in sales and Marilyn in HR. We had the right people in the crucial positions; we then needed to wring out what wasn't needed." After detennining that there was only enough money for one-half week of operations, l-l alton applied for a line of credit to get the company through the transition. Amazingly, that line of credit was never used,

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and was cancelled 3 LO 4 months later. ays Halton, "We really tightened the purse suings. If Stu came in and said , 'I need another person in the plant,' Dancll would tum back LO him and say, 'Go figure out how to get rid of two."' By eventuall y repairing the machinery and morale, increasing production and sales, managing receivables and staying on top of maintenance, the company was on solid footing the next quarter. Says Halton, "In the beginn ing of all this, Dan ell asked me what my philosophy for the

company was. I oad that we had LO get on soli :! financ:al footing and then l wanted to give back to the employees who wo rked so hard to make ou- recovery possible. " What began c.s a minor profit sharing plan, Halton say~ evolved into a "very healthy 40l(k)." It is thi ~ the company's generous benefits anci corr petitive salaries, that she is mo路t proud of. "'Ne are like family, and we take care of each other," she says. The rela:ions-lip is very healthy It produc.es r.early 9 rrillion raw case sales per year (tl:e equi va~ nl of nearly 19 million 8-

ou cases). The company has grown clollarwise 500 percem , its EBITDA has in reased 750 percent and raw case sales have tisen 300 percent. The company now has 80 employees. Join the Pepsi People Pepsi-Cola Bottling Cc mpany of Charlottehas several other significant relationshi ps upon which the company depends. Explains Halton , 'T his business has a lot LO do with cooperation and mutual respect. Fro m Pepsi-Cola orth America (PCNA; the )>-

Pepsi-Cola Bottling Company of Charlotte, Inc. 2820 South Blvd. Charlotte, N.C. 28209-1802 Phone: 704-523-6761 Principal: Barksdale ("Dale") F. Halton, Chairman, President and CEO Founded: In 1905 by Henry B. Fowler and wife Sadie Clarkson Fowler; the oldest, continuously-operating PepsiCola bottling franchise. Employees: 380 Revenues: Revenues in excess of $123 million. Production: Annual sales volume of more than 9 million cases and flu id gallons. Brands: Pepsi-Cola; Caffeine Free Pepsi; Diet Pepsi; Caffeine Free Diet Pepsi; Pepsi Twist (regular & diet);Wild Cherry Pepsi; Pepsi ONE; Diet Mountain Dew; Mountain Dew Code Red; Diet Mountain Dew Code Red; Mountain Dew AMP energy drink; Mug; Sierra Mist (regular & diet); Slice; Lipton Brisk; Lipton Iced Tea; Dole juices and juice drinks; FruitWorks juice drinks; Aquafina purified drinking water; Frappuccino ready-to-drink coffee; Starbucks DoubleShot; So Be juice drinks, dairy, and teas; So Be energy drinks (No Fear and Adrenaline Rus h). Business: Independent bottling franchisee of Pepsi soda, juice and water brands. Notable: Ranked as the leading Largest Area Women-Owned Company (ranked by the number of full-time local employees). www.pepsicharlotte.com

greater charlotte biz

april 2005

b ~=ore

refreshment beverage unit of PepsiCo

sugar, fructose, ca rbonation and water

&verages and Foods

bouling, labeling, packaging, distributim; and

orth America, a divi-

sion of PepsiCo, Inc.), to our suppliers, our canning partners, and the retailers we service, we work very hard

maintain a high quality

product with reliable and friendly attitudes." Behemoth PCNA, sells its bottling franchisees the conce ntrate to Pepsi-Cola and its

promoting the products to retailero.

heights of popularity in the Southeast. All this is not to say that there isn't an

"We have a very good relationship witll PC A, comments Halton . "We ha\e

Dew, which eventually rose to dizzying

pro ~n

our strength and our desire to wor:< toga::ter for the mutual benefit of our customers.' For her pan, Halton and her gr,mdfather

occasional bump in the road . Pepsi-Colas global prese nce has encouraged geographic consolidation of its bottling franchises, which makes it difficult for the independent bottlers to stay aOoaL. It also has commanded a more

other brands. Built into the price of the con-

have done their share for Pepsi as 'Well. Ey

prominent ro le in national accounts to chore-

centrate is marke ting costs, licensing and

nurturing the business through the roug1

ograph and synchronize billing and reporting

other fees that cover the expenses PC A

spots, Pepsi$ brand has stayed resilient.

cycles as well as marketing.

incurs to support the brands and itself. To the

Interestingly, Halton says it was her godf:t-

concentrate, the bouling franchises then ad d

ther, Bill Jones, who int roduced Mountal:-

"But," comments Halton, "as ou r retailers get larger and larger and expand their areas, it becomes more difficult to answer all of their needs. 1 believe that if done right , the necessary evil of 'bigger is beuer' wi ll pay off in the long run ."

The C-Word Then of course, there are the customers. According to Halton , 'There are three types of consumers. Loyal Pepsi drinkers, loyal Coke drinkers, and those who will buy whatever is on sale." It goes without saying that you can't menlion the word 'Pepsi,' without summoning the 'C-word: Coke,' and the cola wars that have become almost as legendary as the brands themselves. For her part, Halton says, "I don 't feel any contentiousness for Coke locally, nationall y or internati onally- as long as they play fair. " When asked what she considers unfair, Halton includes attack ads or ads that mention the competiti on in a deceptive light. Of co urse, one can't help but recall the enormous Take the Pepsi Challenge,' promotion from the 1980s. If that isn't calling out the competition, what is7 "The truth of the mauer," says Halton , "is that I would not allow that promotion to play out here. We had just climbed out of the dust onto a com fortable new playing field , and it didn't make sense to start stirring up competition." he adds, 'To this day I am absolutely convinced it was the right thing to do."

As for competition today, Halton says she embraces it, "It makes you beuer. I want the other guy to be healthy. I just want to be a little bit healthier. " Urban legend has it that Coca Cola employees were forbidden to use the "Pword" until the president himself made the fatal faux pas during a speech at an annual co nven tion. It became apparent that Pepsi

april 2005

www.greate rc h ar l otte biz. com

was a force to be reckoned with. "l remember the first time our market share ever passed Coke. We were at a meeting when the Pepsi-Cola regional manager made the announcement. Tears came LO my eyes and l had to leave the room. I can still remember what that felt like, like the family was smiling down at me." Dale Halton spends a lot of time thinking about her grandparents and the rest of the family who have left her such a rich legacy She explains, "During the time we were building the production facility we are in now, l would look at my grandfather's portrait across the room and it seemed like his eyes were just boring into me. ln my mind, l had to convince him that the money we were spending for the new facility was worth it oh, how he hated to spend money sometimes!" She also tells the tale of a copyright infringement case that Coke filed against the Fowlers. 'This young lawyer very condescendingly asked my grandmother, the Pepsi 'grande-dame,' if you wi ll , just what in the world she could know about Pepsi.

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Most people didn't know that my grandmother worked with my grandfather in the business; it just wasn't accepted at that time." "Well, she straightened her back, looked down this very patrician nose of hers and said, 'Young man, I weaned my children on

WHO DO YOU CALL?

Pepsi.' l was w id that the humbled lawyer left the courtroom and didn't return LO the trial."

Are your salaries competitive?

Halton carries not just a little bit of the same strength and feminine assertion. "There was just no way this company would be sold. I couldn't let it happen. l have Pepsi in my

blood!" Halton concludes, "l JUSt never pictured myself sitting where l am, doing what I do, but l feel so incredibly fortunate to be here. And of course I look up at their pictures and hope they are proud with the way things have gone." As the centennial of the now thriving, secure, Pepsi -Cola Bottling Company of

Charlotte is celebrated this May, and the commemorative 'Centennial Can' is passed around, one can't help but suggest that her grandfather's portrait will smile back brightly

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The

EMPlOYERS ASSOCIATION

at Dale HalLOn and the people who supported her. biz

Susanne Deitzel is a Charlotte-based freelance wnter

greater charlotte biz

april 2005

catering business

Dishe

AT THE FREEMAN'S,

•

serv1ces

SERVICE MEANS SATISFACTION

hile other kids might have been doodling i school, one imaginative fellow used to draw intricate plans for volleyball and basketball courts and miniature golf courses. Little did R. Robert "Bob" Freeman Jr. know that he was laying the groundwork for his future catering business, SMS Catering Services. SMS Catering is the larges: Jnd secondoldest private catering company in Charlouc. Lo:ated on eight and a half acres in the r.:astway area of Charloue, the full service C3tering facility features outdoor activity areas like the ones that Bob Freeman usedtc• love to draw, as well as a gam: room and 4,500-square-foJl glass-enclosed banquet room. Up to 1,300 panygoers :an also enjoy the ambiance of several founta ns, an openair patio that can he enclosed wd heated, wi:::le-screen televisions, stage events and plemy of parking. Initially served as a side dish

Bob Freeman, presidem, owns and operates SMS Catering with his son, R. Robert

§reater charlotte b •z

Freeman Ill, general manager. For Bob, catering began as a hobby 35 years ago. From 1972 to 1984, he worked full-Lime as district assistanL in the 9th Congressional District for former U.S. Congressman james G. Martin (later Gov. Jim Martin) During those years, Bob cooked barbecue and catered meals for groups of friends and acquaintances. On his lunch break, he would plan the menus for upcoming events. His chef friend, Tom Muller, provided the practical wisdom about menu planning and meal preparation. Bob also spem considerable time researching meal preparation techniques. Bob's first big catering event was in 1972 on a Lake Norman lot owned by WSOC-TV It was a barbecue held for the Mecklenburg

County Young Republican Club of which Bob was chairman. Bob's plan was to produce far more tickets- 5,000 of them- than he knew the vmious representative group of people could sell. Tiu.t turned out Lo be a successful idea, as mor: than 400 people came to the e\'eEL, and ;everal began asking him to cater their events. "The key is to get a significant number of tickets out," Bob says. "I was very fonunate becc.use cve:y penny I made I put back into the · ·..tsiness." If he did four catering jobs a month, Bob was happy with the extra money on top of hi; regular job. After 12 years, Manin was running for governor and Bob had <. small business and no debts. It was time to grew the business. ~

april 2005

At the time, Bob catered from a house across the street from where his facility is now located. He was determined to buy the property, and build a large building on it, but the banks were uneasy about loaning money for restaurant-type businesses. The owner of the property, Vince DeLuca, decided to offer Bob financing, and at one less point than the current interest ratewhich was 14 percent then. Bob didn't forget it, either. He made every payment on time. And when Vince was diagnosed with cancer, he came to Bob and asked him to plan an event for his funeral. Bob agreed, and then told him, "If it weren't for you, I wouldn't be here today " And he did the event at no charge. The name says it all

The name SMS Catering Services came about after much thought and research. Bob looked at the member listing of the Charlotte Chamber of Commerce to try to get ideas, but found nothing. He liked the look and sound of SMS. The letters SMS had the style potential Bob was looking for. "It made a good-looking oval logo," he says.

But to others, t appeared that Bob :1ad a secret backer- possibly jim MartiiL Bob liked that idea, teo. even though it .vasn't true. But it turned out that the lettcrs made good bus_ness 3ense. 3ob used then for his motto - ':ervice Means Satisfaction_ "Thats one :Jf the main things \\.e strive for - cust:Jmer service," son Robert contributes. -::-he father/sen team offers a customer-friendly Web site and one stop shopping The; sell food and beveoges in addition to offEring the facility servces. Customers can have f1eir whole ev~nt planned through SMS Catering without having to make munerom phone calls ~o get equipment, eme~ainment, flowers, limousine service, etc. "We're a o:-~e-stop shop," Robert says. '"One Call Doe.; It Al\1' is our slogar. The customer just writes one check and we take care of the rest." Their ~epeal business is a sure sgn of customersatisf:J.ction. About 80 pecent of their customer~ come back to them again. One reascn may be that Bob and Robert are always available. Even when they are busy they still mswcr the phone. Custorcers rarely

have to leave a mess::tge, and if they do, one of the Freernans will likely call back within the hour. In addition, they know their business and take it seriously Like food planning, for instance - they have never run out of food. "We know down to the ounce what it will take to serve people." Bob 3ays. "And in all these 35 years, we've never been late." Knowledge is an essential ingredient

Th younger Robet carries a repertoire of degrees. He graduated from Appalachian State University in 1997, earning Bachelor's degrees in management, marketing and hospitality He also got an MBA degree at ~e end of seven years of college. And then he went home to work with his dad. "Out of all the t~ngs he could do, he wanted to come and work here," Bob says, admiringly Bob haC.n't come to the table empty-hmded, though, either. He holds degrees in psychology and social studies from Western Carolina Ur.iversity as well as a Maste:s. As a high s::hool teacher and guidance counselor, as w J2 as campaign coordinator for Mart.n, Bob had opportunities over the years for plmning and organizing. )o-

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The combined Freemans' thinking

have even included wi ld themes such as a

power were essential in cooking up their

safari roast featuring exotic selections like

piece de resistance in the catering industry

buffalo and rattlesnake meat. They

As it happened, Bob couldn't help but

Freemans have served more than a few dis-

notice the problems in serving wa med food

tinguished celebrities, too.

associated with electricity, or the lack of it,

"We've done the presidents all the way

when catering on-location events. One of

from Gerald Ford on," Bob says. "We have

the most important tasks in catering a

yet to do one for the current president, but

memorable event is providing hot meals.

we're waiting for the call ." Bob's Republican

But electricity to heat the food warmers is

background has really beefed up his cater-

expensive and sometimes unreliable. And

ing potential. It's not surprising, given his

gas burners are dangerous in close proxim-

notorious performance of 1979 in an all-out

ity to fine linens and paper products. So

political barbecue cook-off in Washington,

Bob began working on inventing a cordless

D.C., held in his honor.

food warmer that would be both !:afe and

Former Congressman Ike Andrews had

reliable. He spent about eight years on his

told jim Martin that he knew a cook in the

own, then another four years with Robert,

eastern part of North Carolina who could

developing the product to met their needs. The resulting Freeman "SafeServ"

make the best barbecue in the land. Bob isn't sure whether he meant the state or the

Cordless Food Warmer (Patent No.

country, but at any rate, Martin contested.

6575154) is being produced by t!-eir

He was sure that Bob was the best. So, the

newest company, SMS Industries. The fully

orth Carolina Society (made up of people

patented portable UL Approved and NSF certified machine uses propane gas canisters in a unique design to keep foods hot without creating a fi re hazard indoors or out. It also keeps food at food-safe temperatures using infrared heat. The height can be

"'#9 co1sider Daniel, Ratliff &

adjusted for warming, carving or holding entrees.

Company to be true business part~ers.

"It's a nice, gentle heat that keeps fri ed foods crispy," Bob says, "and most impor-

They have assisted in -efining a.r fi1am: al systems, plan1ing our c:oh low, negotiating with our banka-.:;. 3nd ·eviewing •)ur tax strategie>. Vl.e coJid not be more satisfied ~i::h

tile serviceE they provide."

tantly, it keeps it at a safe temperature." The Free mans are working on produc-

warmer paid within six months with the money they save on electrical hook-up charges. Their SafeServ invention suits :heir needs, too. About 90 percent of SMS events

time workers can cater as many as seven www.darielratllff.com 30 I

Me[ owen Street Surte 502 ()la- otte. NC 28204

·04.r.1.5000

125 EPma [r\'e

Suite "01 Mooresville, NC 23115 704.663.01 »

Employees: Five full-time; over 50 part-time food service workers Business: Largest and second oldest private full-service catering company with 8.5 acre banquet and game facilities. Facility located within l 0 minutes from Uptown Charlotte.Aiso caters on-location events.

say that food show vendors will have their

their five full-time and more than 50 part-

Pwit!mt. freenu:nWhitt Inc.

Principals: R. Robert "Bob" Freeman Jr., President; R. Robert Freeman Ill, General Manager

In Business: Since 1972

kitchens and cookers. Bob, Robert, and

/"JI

Phone: 704-536-1500

for about half the cost of the original. They

cooked fresh on location, using mobile

/kt-r . /;.~,;{/,,

1764 Norland Rd. Charlotte, N.C. 28205-5706

ing a more compact version of the SafeServ

are held on-location With the food being <

SMS Catering Services, Inc.

events in a clay using their own equipmen t. And they have served up to 6,500 peo ple in less than 45 minutes. eedless to say, the SafeServ has survived its trial period.

Invention: Freeman "SafeServ" Cordless Food Warmer (Patent No. 6575154) produced by SMS Industries. The fully patented portable UL Approved and NSF certified machine uses propane gas canisters in a unique design to keep foods hot without creating a fire hazard indoors or out. It also keeps food at food-safe temperatures using infrared heat. The height can be adjusted fo r warming, carving or holding entrees. www.smscater.com

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SMS Catering has had a distinguished record. Some of the more unusual requests

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who work in Washin.;ton for the state of 'crth Ca·olina) put on the First (and only) Annual Pork Barrel Oassic. T'le contest pttted the two cooks ag~inst each otl-er. ju:iges consisted of some celehities, and guests topped more than 400 Today, Bob pwud y di plays his prize, a :-early foot-tall tro:Jh)' v:ith a pig on top. \Vhat LJ~kes Bob's barbecue sauce so sp~cial is .. well, it's a secret. It's vinegarba:;ed. Hcwever, Bob says the-, will make whichever style the customer prefers- ea tern or western North Carolina or "plain old smoked" barbecue But he di·:.. offer a tip abJut 3clecting pork He spent a k•t of time in the ~arly years perf~cting hs slowcoc•ked bc.rbecue and testing various brand~. of meat. He discoverc::i that Horrnel pork is the best, in his opinion. "It CO•Jks down to a nice lean and mois~ ptece of meat," he says. What began as a barbecue company has evol'Jed into a versatil~ full-service catering company TI-e outcoor grill, the fish fry, the company picnic- the FreemalS st II do these, but th~ir focus 'las broacencd to more upscale events such as wedd ngs and COJ?Oraticn and so:ia. events. ln [ ct, many

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of the topp ng off parties in upto•m Ch:trlotte ha"'e :Jecn catered by S-15. (TI-ose are parties h_ld by construction ompan es after the cre\"'S 1nish the f-a::ningwork in the center ci:y nigl-.-rises.) The caterTl~. business fluctuc.es wi ::~ the economy, bu V1S continue3 to s~rve great fare with flaiL Three years agoJ, tley were catering aJoU OOJ evems an·JUal y A3 purses tig:1te1ed up, corporation= cut l:a.:k on la\'ish ::>aric; and the numberoJf er::nt3 dropped to aJO..lt 700. Bo·J begar focJsing on more co~islenL events. such as weddings. Accordi~ ·o Bob, "Uke [:ll nning menus, you o_'lcose foods hat are1n seas::n and readily a-.·aiable, and .h ~re an:: alwa:rthe yea·-rot:nd _;taples." Lately, the: n 1mbers are loJkill?, UJ=. ·'It's our am itior to be a full serVIce atering and eve:-lls camp n} s~rving con3isterJy good fare to our m )St di~cerning gues.5 satisfactior.. With t!lo:' V3nety of culir_ary :ayles and food-related c~t-.rices SMS ffer ,··Bob says, "we're taking tle catering b~ines- to a new level," Rober cc·nti:mes. iz

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SPORTCOINS HAS A DEAL FANS VVILL FLIP FOR

eff G ordon fans are c raving somethin ÂŁ: nevv th is year, and only certain spec al children are getting it. At each race, Gordon hosts a small number of children from the Make-a-Wish foundation, and to each ch id he gives a unique, highly coveted SportCoin stamped through with his car number and boasting his signature in relief. Only 150 of these coins have been made, and the only way to get one is for Jeff Gordon himself to hand it to you. This is the business of Sp:)rtCoins, Inc.

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>april 2005

The Coin Make s Sense The idea fa Lle ._oi -_s Llert..SC:Jc:; took TOOL on the so:l :::f th~ u~- ALr To-e:;: Base Ramstein, in C:>Tn. >: len)' C~ ITJ=. Jwner d sports marketi.E ar j FF f=rm :::am; and Associates, wa:: L· u-JJg the ba;c. '.'Jill PJch.m:l Chi ldress, Mihc 'N<J- ace . a1d ~cn. r:t othE-r big names in tJ- ~ :~.-.SCA3 inCt.s::;-. Toward the end of the lo)JT =a)5 urr.p. L::.e ase commander 1-t-:rdet.. =, teres: :1 cci1 wi:h 1-r:, insignia stamrc::: Jr L Chlde;stu11ed _o Camp and saL 'Tco:sE. a~c nn _'A'c. ough: t•do these. "

Cdxidentally, Camp had already tossed id ::a around with another associate, US ).1.~rire Corps' Derek Campbell, who had =>..~~ge;ted creating a coin for one of ~amps n::.rkc.ting clients, Raybestos Corporation. Lli.ia :r, the idea had foundered. Bu now with Childress behind the conce-:>L, : amp immediately picked it up again_ 'R::h.rd Childress is the most proliEic car (o\"'Tle- at this time in NASCAR," he explains_ '1::: he thinks this is neat, this will work." 0'- the plane from Ramstein , Camp pLlleJ out a scratch pad and wrote a busi: lL

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ness plan. Meanwhile, back in the states, Campbell was also still contemplating the idea, and the day after Camp returned from his Lour, Campbell called and requested a meeting. Campbell pushed across the table a coi n he and Gregg Yetter had commissioned for their small racing team. "What do you think about that?" he asked. "l reached into my briefcase," says Camp, "and pulled out the coins l had collected in Europe, and l laid them out and threw the business plan up on the table. And l said, 'Quite honestly, Derek, l think a whole lot about it. "' Circulating Excitement It is no accidemthat the idea arose on a military base. The military has a long tradition of what it calls the "challenge coin ." The story goes that during WWl, a wealthy lieutenant had bronze medallions struck for each of his men to carry Shortly thereafter, one of his pilots was captured in enemy territory and strip ped of all identification except the medallion. The pilot eventually escaped to France but was about to be executed as a spy due to his lack of identification_ Fortunately, the medallion convinced his new captors of his fliendly intentions, and he was eventually returned to his squadron. Thereafter, it became traditional for all members of the squadron carry their medallions at all times. Like many military traditions, the concept has wide application for the civilian world , from sports to corporate, and that is where SponCoins, lnc. comes in . Realizing their idea had potential, Camp, Campbell, and YeLLer, along with Todd Headington, owner of MTM Honor Coins, a company that makes challenge coins for the military, began laying the ground work for what they felt confident would be the houest new trend in sports collectibles. Headington had researched mints around the world, searchi ng for the highest quality coin available at a reasonable cost, and chose a mint in China for use by his company The resultant coins are pleasingly heavy, deeply embossed, artistically enameled, and carefully hand-finished. Possible colors, shapes and designs are limited only by imagination, and the mint can produce medallions up to 5 inches in diameter.

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Camp brought his NASCAR connecLior.s to bear, obtaining licenses for all of the NAS:::AR owners, devers and teams, and promoting th:: idea among :u clients and conr_ections. He !:ad personal coins produced for Jeff Gordon, Bobby Labonte, Tor_y Stewart, Robby Gcrdon, Dale Earnhardt, Jr. , and ::tany other to p drivers. Additionally, the team generated buzz at a grass roots level y designing and issuing per onal coins for ;e•;eral oi the big rig dri\'ers who haul racing equipment around the cour.try for -A ::::.AR. With custom artwor:< depicting each driver's CB "handle" (the niclcame a r;ers>Jn uses for CB communic<.tions), and the qU<.lity and heft of a true Sport Coin, tl-_e medallions were an instant SUCC~SS.

The second we~ k after L·1 ~ lucky d river5 received their coins, Debbie Weller called Camp from Freightlir.e r and said she wanted coins for all cf her drivers too. Those coins

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were del ivered in Ja-mary, and were so popular they caused problems at Daytona a few weeks later. "When I got there," says Camp, "_he NASCAR officials came to me and said, 'You realize you've created quite the uproar. We couldn't get the darn trucks parked because the drivers were all JUmping out exchanging coins wi:h one another. "' Casting the Die Camp compares the multitude of applications for the SportCoin concer;tto rrany arms anC. legs. "It has so many legs it's like an octopus,n adds Mall Lewis, the sales director SportCoins brought .n to try and rrJJke use of all those appendages. Besides the Sport~oins ava:lable Jt souvenir stands, medallions can b;: offered as incentives to purchase goods. For instance, a beer company might advertise the p-esence of a speoal coin in DO,OOO cases of beer to

spur sales. =:>r they can b~ used as incenti,·es ~o r aut:: pa-Ls sales peo p~ to promote a par::cdar brard , f.Jr i::!Stanc:: by offering a collectoT's 5et to anyone teaching a set sa~s .soal. The me:laJions can b:: used in corpor;.te settings as awards and ircentives. Alread}, Coca-Cola ...ISes the med;:llions to recogni<:e ::.1e r "SPAFC Award" wirners. In fact , wren Jpproached by SponCcins early on, Cocc.~ola irr.me:liately warmed to the idea, an::! t..ses tl-.e medallions in se.-eral applicati::ms, most notably to commenorate the 20th anr_ive.rsal") of :he Coca-Cola 600 race lao-t year. The coJmmemorativ:: coins, of which there were :mly 1300 stnck, were the first :orporate a: ins minted l:y SportCoins in a :onmercia. a77lication.. Because the coins car- be turned around from design to mint in less than <. month they lend th~ mselves w ~] to commemorc..ive 3prlicatiorE fJ~ specific cvenl5, such a5 rc.::e )>-

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Eventually, says Lewis, the company will have licenses and sales staff for all the major sports, as well as staff for corporate, retail and other applications. And while SponCoins can expect some competition, it will be hard for anyone to get

SportCoins, Inc.

vict::>ries and other accomplishments. And since the coins can be minted in limited quantities and even numbered sequentially, their value can be controlled and enhanced, and they can be used for many high-end products as well. For instance, SponCoins has partnered with an artist to produce lithographs of drivers. Below the lithograph they display a coin, spli: in two to show both sides, with the driver's name, the year, and his accomplishments. Each lithograph is sequentially numbered, matching the sequential

number on its coin. The coins can be used for wine h::bels, as is being done by Childress Vineyard~, or key chains, or hood ornaments. And tha路 just begins to scratch the surface of possi::Jility Striking Gold All of this is good news for the Charlotte area where SponCoins is headquartered. Camp, who is majority partner, inter.ds to remain headquartered here, although he also envisions satellite locations in ew brk, L.A. and ashville. Currently SportCoins employs only four, but Camp expects that nu11ber to

78 Buffalo Ave. NW, Ste.l20 Concord, N.C. 28025 Phone: 704-788-3644 Principals: Larry M. Camp, Partner; Gregg Yetter, General Manager; Partner;Todd Headington, Graphics Designer, Partner; Matt Lewis, Director of Sales and Marketing Employees: 4 Headquarters: Concord, N.C. Business: Produces commemorative coins and medallions for drivers, teams, crews, corporate sponsors, sports collectors, corporations, and individuals. www.SportCoins.com

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april 2005

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an edge on them. They have an exclusive

people for a long time who will collect these

agreement with their mint in China, which

coins."

built a new factory just to meet the demand

Perhaps that's why Beckett Radng maga-

from SponCoins, and already they have

zine calls SportCoins the "next fan favorite. "

licenses for all of the major ASCAR teams.

For decades diecast cars have been hailed as

Meaning: more jobs, more revenue, and

the "fa n favorite" collectible, but some

more opportunities fo r growth for the

experts believe SportCoins may vie for that

Charlotte region.

position. Beckett Racing, which publishes a

Camp created his own coin with his per-

list of trading cards and diecast cars along

sonal logo and favorite quote. "! can speak to

with market values, has for the first time in

the fact that when l look at my coin, it gives

its history added an additional collectible

me a lot of pride," he says. "And Mike

category just for SponCoins.

Wallace, when I delivered his coin to him, he

And although personal coins and corpo-

ColeJenest &Stone Shaping the Environment Realizing the Possibilities Land Planning

took it out of the pouch and he looked at it

rate coins are usually not available for sale,

and he flipped it over, and he turned to one

fans can obtain certain driver coins, race

of the people with him and he said, 'You're

coins and commemorative coins at souvenir

the first to get my coin.' And the look on his

stands. For $19.95 , the coins represent a

face, and the twinkle in his eye, said he had a

good value to souvenir seekers, considering

coin that represented him, and he felt good

that they would spend the same amount fo r

about that."

a hat or at-shirt.

Consider also the millions of people who

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Civil

Engin~~ring

Urban Design

And if thats not enough to satisfy the

collect state quarters, despite the likelihood

craving, for about $1,000 you can have 200

that they will never appreciate significantly

of your own personal coin designed and

There is something uniquely beautiful and

minted. And that's a deal your fans will

important about coins, something deep in

really flip for.

t>iz

the human psyche that makes us crave them. Says Camp, "There are gonna be a lot of

Heather Head is a Charlotte-based freelance writer.

f~usiness Success Institute Chapters in Charlotte • Mooresville • Matthews Accomplishing goals through others is part of being a successful business owner. Ask yourself these questions about your company: Accomplishing goals through others is part of being a successful business owner. Ask yourself these questions about your company: • Do we often talk about iss ues without reaching resolution? • Do we assign tasks only to reassign them or forge t a bout them later? • D o we ha ve to follow up frequen tly to make sure things have gotten d one? If yo u answered "yes" to these questions, yo u need to attend a Business Success Institute m eetin g in April w h ere our topic is ...

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april 2005

Selected Rem arks

Bill Gates, Co-found er

Bill & Melin da Gates Found at ion

America's High School Are Obsolete Prepared Conm' nts at the 2005 -!atwrwl Fducation '>unulllt on H(t•h

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tis rare to bling together Jeople with such broad responsibilities Jnd focus their attention on one sim,le issue. But if there is one single issue worth your focused auention -it is the state c f Americas high schools. We created the Gates Millenni.lm Scholars program to ensure that talent and e:1ergy meet wi th opportunity for thousands o- promising minority students who want to gc to college. Many of our Scholars come fr•)n tough ba: kgrounds, and they could bri1 g you to tears with their hopeful plans for the fuure. They reinforced our belief that higher e::lucation is the best possible path for promoting -~quality and improving lives here in America. Yet- the more we looked attae data, the more we came to sec that there is more than one barrier to college. Thcres the barrer of being able to pay for college; and there~ the banicr of being prepared for it.

tury, we will keep limiting- even ruir.ing -the lives of millions of Americans every year. Today, only one-third of our students graduate from high school ready for college, work, and citizenship. The other two-thirds, most of them lowincome and minority students, are tracked into courses that won't ever get them ready for college or prepare them for a family-wage job- no mc.uer how well the students learn or the teachers teach. This isn't an accident or a f1aw in the systeo; it is the system. ln district after disuict, wealthy w1ite kids arc taught Algebra ll while low-income minority kids are taught to balance a check book! The first group goes on to college and careers; the second group will struggl~ to make a living wage. Lets be clear. Thanks to dedicated teachers and principals around the country, the best-

When we looked at the millirns of students that our high schools are not preparing for higher education -and we looke·i at the damaging impact that has on their lives- we came to a painful conclusion: Americas hig1 schools are ol::solete. By obsolete, l don't just mean that our high schools are broken, f1awed, and Ln::lcr-fundedthough a case could be made for ~very one of those points. By obsolete, I mean that our 1-igh schoolseven when they're working exact y as designed cannot teach our kids what they 1eed to know tO•Jay. Training the workforce of torrorrow with the high schools of today is like tryif13 .o teach kids about todays computers on a 50-year-old mainfrc.me. Its the wrong tool for the iimes. Our high schools were desigred 50 years ago to meet the needs of another age. Until we design them to meet the needs o( the 21st cen-

educated kids in the United States are the be.;t-educated kids in the world. We should be proud of that. But only a fraction of our kids are geuing the best education. Once we realize that we are keepbg lowincome and minority kids out of rigo~ous courses, there can be only two arguments for keeping it that way- either we think they can't learn, or we think they're not wonh reaching. Tl:e first argument is factually wrong; the second is morally wrong. Everyone who understands the importance o[ education; everyone who believes in equal or;ponunity; everyone who has been elected to uphold the obligations of public offic:: should be ashamed that we are breaking our promise o [ a free education for millions of students. For the sake of our young people and everyone who will depend on them - we must stop rationing education in America. I'm not here to pose as an education expert.

april 2005

l head a corporation and c foundation . One I get paid for- ti-e other ore costs me. But both jobs give me a perspective on education in America, and both perspe2tives leave me appalled. When I compare our high schools to what 1 see when I'm tr.IVeling abroad, I am tenified for our workforce of tomorro-:v. In math and science, our 4th graders are c.mong the top students in the world. By 3th grade, they're in the middle of the pa·:k. By 12th grade, U.S. students are scoring near the bouom of all industrialized nations. We have one of the highest high school dropout rates in the indus:rialized world. Many who graduate do no. go o1.to college. And many who do go on to co lege are not well-prepared- and end up drop ring out. That is one reason why the U.S. college dropout rate is also one of the highest in the industrialized world. The poor perfo-mancc of Jur high schools in preparing students for col ege is a major reason why the United States has: now dropped from first to fifth in the percent:1.ge of young adults with a college degree. The percentage of a pc pulation with a college degree is impor.ant, but so are sheer numbers. In 2C0l, India graduated almost a million more students fro11 college than the United States did. China p-aduates twice as many students with bachelors degrees as the U.S., and they have six tines as many graduates majoring in enginee:ing. In the international ccmpetition to have the biggest and best supply o knowledge workers, America is falling behind. That is the hean of tht economic argument for beuer high schools. It ::ssentially says: "We'c. beuer do something abOl these kids not getting an education, b~cau~ its hurting us." But theres also a moral c.rgurocnt for beuer high schools, and it says: "We'c beuer do something about these kids not geuing an educaLion, because its hurting them.' Today, most jobs that :1.llow you to support a family require some postsecondary education. This could mec.n a four-ye:ar college, a community college, or technical !'<:hool. Unfortunately,

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only half of all students who enter high school ever enroll in a postsecondary institution. That means that half of all students starting high school today are unlikely to get a job that allows them to support a family. Students who graduate from high school, but never go on to college, will earn- on average- about $25,000 a year. For a family of five, thats close to the poverty line. But if you're Hispanic, you earn less. If you're black, you earn even less- about 14 percent less than a white high school graduate. Those who drop out have it even worse. Only 40 percent have jobs. They are nearly four times more likely to be arrested than their friends who stayed in high school. They are far more likely to have chi ldren in their teens. One in four turn to welfare or other kinds of government assistance. Everyone agrees this is tragic. But these are our high schools that keep letting these kids fall through the cracks, and we act as if it can't be helped. It can be helped. We designed these high schools; we can redesign them. But first we have to understand that todays high schools are not the cause of the problem; they arc the result. The key problem is political will. Elected officials have not yet clone away vvith the idea underlying the old design. The 1dea behind the old design was that you could train an adequate workforce by sending only a third of your kids to college- and that the other kids either couldn't do college work or didn't need to. The idea behind the new design is that all students can do rigorous work, and - for their sake and ours- they have to. fortunately, there is mounting e\~dence that the new design works when you design a high school to prepare every student for college. These arc schools built on principles that can be applied anywhere -the new three Rs, the basic building blocks of better high schools: The first R is Rigor- makmg sure all students are given a challenging curriculum that prepares them for college or work; The second R IS Relevance - making sure kids have courses and [XOJeCts that clearly relate to their lives and their goals; The third R is Relationships - making sure kids have a number of adults who know them, look out for them, and push them to achieve.

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The three Rs are almost always easier to promote in smaller high schools. The smaller size gives teachers and staff the chance to create an environment where students achieve at a higher level and rarely fall through the cracks. Students in smaller schools are more motivated , have higher attendance rates, feel safer, and graduate and attend college in higher numbers. Yet every governor knows that the success of one school is not an answer to this crisis. You have to be able to make systems of schools work for all students. For this, we believe we need stable and effective governance. We need equitable school choice. We need performance-oriented employment agreements. And we need the capacity to intervene in low-performing schools. This kind of change is never easy. But I believe there are three steps that governors and CEOs can take that will help build momentum for change in our schools. umber l. Declare that all students can and should graduate from high school ready for college, work, and citizenship. How would you respond to a ninth graders mother who said: "My son is bright. He wants to learn. How come they won't let him take Algebra?" What would

only way the practice can survive, is if we hide it. Thats why we need to ex-pose it. If we are forced to confront this injustice, I believe we will end it. umber 3. Tum around failing schools and open new ones. lf we believe all kids can learn -and the evidence proves they canthen when the students don't learn, the school must change. Every state needs a strong intervention strategy to improve struggling schools. This needs to include special teams of ex-pens who are given the power and resources to turn things around. If we can focus on these three steps- high standards for all; public data on our progress; turning around failing schools- we will go a long way toward ensuring that all students have a chance to make the most of their lives. Our philanthropy is driven by the belief that every human being has equal worth. We are constantly asking ourselves where a dollar of funding and an hour of elTon can make the biggest impact for equality. We look for strategic entry points- where the inequality is the greatest, has the worst consequences, and offers the best chance for improvement. We

you say' l ask the governors and business leaders here to become the top advocates in your states for the belief that every child should take courses that prepare him for college- because every child can succeed , and every child deserves the chance. The states that have committed to getting all students ready for college have made good progress- but e\'ery state must make the same commitment. Number 2. Publish the data that measures our progress toward that goal. The focus on mea wing success m the past few years has been important- it has helped us realize the extent of the problem. But we need to know more: What percentage of stude nts are dropping out' What percentage are graduaung? What percentage are going on to college' And we need this data broken down by race and income. The idea of tracking low-income and minority kids into dead-end courses is so offensive to our sense of equal opportunity that the

have decided that high schools are a crucial intervention point for equality because thats where childrens paths diverge- some go on to lives of accomplishment and privilege; others to lives of frustration, joblessness, and jail. If we keep the system as it is, millions of children will never get a chance to fulfill their promise because of their zip code, their skin color, or the income of their parents. That is offensive to our \'alues, and its an insult to who we are. Every kid can graduate ready for college. Every kid should have the chance. Lets redesign our schools to make it happen. biz Selected portions of Bill Gates' prepared comments at the 2005 National Education Summ1t on H1gh Schools hosted by the National Governors Assooation and Achieve, Inc. More informatJon on 1ncreas1ng h1gh school graduation rates at www.gatesfoundation.org.

april 2005

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BALLANTYNE CE~~TER FOR DENTISTRY www.ballantynedentalspa.com As founders of the Ballantyne Center for Dentistry, Drs. Yaste and Hufanda are anxious to change the way peoplefeel about dentistry. Highly skilled practitioners of general and cosmetic dentistry, each has a distinctive blend of caring, artistic sense, conservative philosophy, and expertise. At first glance, with its gracefully-designed Web site, well-heeled location and the offerings of a dental spa, Ballantyne Center for Dentistry might appear to be "yet another offshoot capitalizing on the "Extreme Makeover" fervor that has seized the nation. That is, until you speak with its founders, Dr. Yaste and Dr. Hufanda ("Dr. Joe"). Both graduates of the University of Michigan School of Dentistry and good friends, they espouse a refreshingly down-to-earth and caring approach to dental care and treatment. "We are both genuinely concerned with meeting the needs of baby boomers, who for a long time have neglected their teeth because of the fear of pain and the anxiety it causes. We want to make the experience as comfortable as possible," says Dr. Yaste.

Large comfortable seating and aromatherapy greet the patient in the reception area, where they are offered complimentary beverages and the chance to relax with one of many foot massagers. The dental studios themselves are equipped with the latest ergonomically correct chairs and pillows, and warm face towels are pro ded after treatment in a spacious restroom to allow for 'freshening up.' Longer visits may include treatment from a massage chair, and sedation dentistry is available for those with extensive procedures or high-aru.jety patients. In addition to the spa components of the practice, The Ballantyne Center for Dentistry also offers state-of-the-art cosmetic dentistry (Continued on page 48)

BASS PRO OUTDOOR WORLD www.basspro.com All work and no play makes - well, for a very long weekend. At the mammoth Bass Pro Outdoor World, every effort is made to put fun and adventure into 'time off. ' It is truly an outlet for adventure. Whether one is planning a long weekend or spending an afternoon perusing aisle upon aisle of gear for fishing, hunting, golfing, kayaking, camping, and other any outdoor activity to speak of, Bass Pro Outdoor World in Concord Mills Mall is its own 'great destination.' At 155,000 square feet, the outdoor outfitter beckons drivers from l-85 with a chalet-style fac;;ade, and a parhlng area filled with an impressive selection of campers and watercraft. Shoppers can walk inside a pop-up camper or a full-length recreational vehicle. Watersport enthusiasts can imagine taking a cruise in a ba s boat, reclining on a pontoon, or kayaking through a narrows. Inside Bass Pro Outdoor World, chunky wooden beams line the high ceilings that cover over 3.5 acres of equipment. tateof-the-art tents, sleeping bags, cooking equipment, and hihlng tools facilitate lowimpact camping with the highest degree of

comfort. On the other hand, techies with a penchant for the outdoors can splurge from among thousands of gadgets to bring precision to their play Fish-finders and marine navigation devices, electronic gauges, GPS systems and accessories, cameras, radios, binoculars and power scopes range from basic models to the newest that technology and the professional outdoorsman have to offer. Each section of the store is arranged for easy navigation and browsing. The camping alcove faces the area for firearms, knives and other hunting supplies, which in tum leads to neatly separated aisles of rods, reels, bait and fishing gear. The core of the store is filled with high quality clothing that can be worn for fashion or serious outdoor pursuit, in any season. Here you can also find footwear of any type, from sandal to hiking boot, from waders to slippers. Golfing equipment and apparel are just down the aisle from the indoor boat display Perhc.ps among Bass Pro Outdoor Worlds most interesting offerings are the (Co ntinued on page 48)

SOUTHMINSTER CONTINUING CARE RETIREMENT COMMUNITY www.southminster.org Southminster is a continuing care retirement community committed to helping people maintain an active lifestyle, providing a vemte wherein wellness, self-worth, comfort and independence are a fact of life. More than one wise man has said that the measure of a person's

to cham1ing cottages. It is not unusual to see residents tending

success is the manner in which he cares for his family At no time has

to f1owerboxes on their patio, or

this been truer than the present.

taking a walk through the heav-

As the boomer generation ages, many businesspeople find themselves spending more time and money trying to find quality care

ily-treed, well-maintained grounds. Residents are encour-

options for their parents. Enjoying longer lives and better health, many

aged to personalize their home \vith favorite furniture and treasured

aged lead more active lifestyles with more social needs than in decades

belongings.

past. Southminster, a continuing care retirement community located off

Says Breta 0' Masters who has worked in the community for over ten years, "Southminster was founded on a blueprint of total well-

of Park Road, is a not-for-profit care community that seeks to provide a

ness. Unfortunately, many care communities focus more on treating

reliable, comfortable and caring solution for the senior adults.

ailments after they occur, rather than creating a plan and an environ-

Open to all faiths, Southminster enriches the lives of today's retirees

ment that sustains health , independence, and active physical and

from early retirement through end-of-life. It offers residences for the

social lives. While we provide the highest level of skilled nursing,

active adult with assisted living and nursing care available.

South minster is a place where our residents can continue to enjoy, or

Accommodations range from spacious apartments

GAIL BRINN WILKINS INTERIOR DESIGN www.gbwinc.com

even improve their lifestyles." (Co ntinued on page 49)

make that vision a reality." Wilkins says that it is common to go through 50 to 100 pieces of fabric and wall coverings in the initial

meeting to determine a definitive course of design. She explains, "With each sample I encourage the client to be

The mission in decorating a living or office space is not simply determining wall coverings, colors and furnishings. As Gail Brinn Wilkins of GBW Interior Design explains, "The true charge i to create an environment that reflects the personality, preferences and jtmctionality that together merge to create a unique personal expression of style." Recognized as one of Charlotte's master designers, Gail Brinn

as enthusiastic or as critical as they possibly can be. Plus, I can look at skin color, or what the person is wearing, and sometimes even discover emotional reasons for their likes or dislikes." Wilkins is nothing if not thorough. Her portfolio showcases rooms decorated with lw:urious fabrics , 1ich floor coverings, lavish fixtures and unique furnishings. She prides

Wilkins has outfitted such prestigious locales as the Charlotte City

herself in designing down to the hard-to-find detail to define a room.

Club, the downtown office for Broadway & Seymour (now Eli te Information Group), several projects for Spectrum Properties and a sig-

Says Wilkins, "We create custom carpets and paintings, and can work with craftsmen to find just the right item." For Broadway & Seymore's impressive and modern foyer, she had an artist paint a giant

nificant number of residences both in Charlotte and elsewhere. She has also been interviewed by Doug Llewelyn of the program "24/7 ," which howcases success stories in business. Of her design approach, Wilkins says that one the most important features she brings to the table is a talent for listening to the customer and asking appropriate questions. "The right questions help determine the choices that will define the space they are designing. It is a collaboration first, and then I can provide the options and the guidance to

abacus on glass with mirrored matting and a black lacquer frame. "I don 't feel constrained by any particular design style; my charge is to design in accordance with the client's taste and desires. Whether that is contemporary and minimal, or is classic and ornate , there is always a special combination where the space complements the per son. " Wilkins adds, "One thing I always do is incorporate a bit of the (Continued on page 49)

He adds, "It is important to us that people know that, in our practice, we don't believe in lost causes, and we certainly don't judge a patient based on the condition of his or her mouth. The fact is, once people realize that correcting dental problems doesn't have to be painful , and they don't have to be embarrassed, they have the opportunity to make decisions that improve their appearance and even their quality of life. We really get the most joy and satisfaction out of helping people who really thought they were beyond help." II

pursuing continuing education aod collaborating with what they call a 'comr:1unity of talent,' in addition to culling a ca~~efully selected and well-nurtured netwcrk of specialists. According to Dr. Yaste, "With odays technology and techniques, what ~nee seemed impossible has become possible. A patient who has neglected his mo1th for a long time can come into our officE: and be treated comfortably, efficiently, and affordably with the highest quality results."

(Ba llantyne continued from page 46)

procedures. One-step 'ZOOM' teeth whitening, laser dentistry, digital x-rays and the highest-quality materials are the norm. Dr. Yaste is qualified in all facets of general dentistry with advanced training in oral medicine and pathology; he also holds a faculty position at the Carolinas Medical Center Department of Dentistry Dr. Hufandas additional training includes advanced mouth restoration and esthetic restorative dentistry Both stay on top of the latest advances by

(Bass Pro continued from page 46)

Transform your cc: reer!

scheduled workshops and classes it regularly offers. lts own ny shop offers popular classes in ny-tying and ny-fishing tips. Other well-attended classes are GPS orienteering, outdoor cooking and camping techniques, striped-bass fishing tips and a saltwater fishing knot-tying course. The stores Web site also offers talkforums for avid outdoorsmen, an "outdoor library" which offers online videos and articles, camping and fishing recipes, buying guides, expert tips, maps and even a channel to locate a camping of fishing partner for an outing. Bass Pro Outdoor World also networks with professional camping, fishing and hunting guides that they can recommend for an important outing. The gift shop offers items to decorate the home, cupboard or garden, as well as unique marinades, mixes and sauces to fill the pantry. The snack shop is a popular gathering place on the weekend, and there is also a min i air-gun gallery for entertainment. Frequently, Bass Pro Outdoor World hosts special events li ke the "Spring Classic," the biggest fishing sale and show of the year, or this months "Camping Classic," occurring April 22nd to the 24th. A giant pool will be set up to demonstrate kayaks and canoes, there will be several gear and technique demonstrations, and the boallcamper display area will be fill ed with food and beverage booths plus several activities for the kids. Whether you have an hour to kill or a retreat to plan, Bass Pro Shop can outfit you with the best outdoor entertai nment arou nd. II

Derrid< Boone

WAKE FOREST MBA Associate Professor of tvarketing

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(Southminster continued from page 4 7) The amenities at Southminster are considerable, and expanding. ln the community rose garden or at South minsters La Petite Cafe, residents share lively conversation. The common areas are outfitted with large windows that fill the hallways with light, and a housekeeping staff keeps rooms we lltended and tidy The busy fitness area includes exe rcise eq uipment, and has inspired planning for an aquatics and wellness center. One of the most exemplary features of Southminster is the qua li ty of its staff. Over 180 employees work in the community, which is staffed twenty-four hours a day by professionally licensed nurses and certified nursing assistants. Currently, Southminsters campus covers 25 acres and serves 300 residents; however this number will grow once the expansion is completed. Concludes O'Masters, "We at outhminster are devoted to the families in our community lt is ou r pleasure to provide a venue wherein we llness, self-worth, comfort and independence are a fact of life." II

(Wilkin s continued fro m page 47) past, a bit of the present, and a bit of the future in each room. l find this provides the space with a depth and a permanence that is both interesting and comforting." Wilkins approaches her designs with what she calls "50 percent an and 50 percent science." She explains, "While th e process involves an understanding of fabric, color, texture and all the components that are incorporated into the creative element, there is also the necessity for logistics, a sense of

order, and balance. All these parts must be in play to achieve an opti mal resu lt. " At 4,600 square feet, Wilkins' generous

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FABULOUS NEW CONSTRUCTION Charlotte, North Carolina On the lake in Glynmoor Lakes/ Piper Glen. French Country style with 6,800 finished sf+ 1,200 unfinished SF. Cobblestone paver driveway, terrace level could be in-law or nanny suite with BR & BA plus great room and summer kitchen. Four-car garage. All the finest details built by Carolina Phoenix Builders. SBR/S.SBA MLS# 404387 • $1 ,699,000 Property Address: 5244 Bevington Place

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PIPER GLEN PRIVATE SETTING Charlotte, North Carolina Private setting with outstanding views of the #2 hole in Piper Glen. Very open and flowing floor plan with master suite on main level. Four fireplaces, surround sound and two walk-in attics. Wonderful pool and landscaping make this feel like your own private retreat. Enjoy the great views from each room. 5BR/4.5BA MLS# 476164 • $949,000 Property Address: 6719 Seton House Lane

Ron Dean -704-541-6200 www.allentate.com/rondean

SPECTACULAR GOLF COURSE LOT Charlotte, North Carolina Stately custom brick home sits on 0.8-acre golf course lot, overlooking the 4th green. Built by Dennis Scala! Main master, threecar garage, expansive bonus & exercise room, private guest suite, 2-story great rm w/fpl, built-in cabinetry. Beautiful!!! 4BR/3.1 BA MLS# 497853 • $929,000 Property Address: 7117 Seton House Lane

Jean Benham - 704-542-4300 www.allentate.com/jeanbenham

SEVEN EAGLES ESTATE Charlotte, North Carolina Traditional estate home in gated community. Open floor plan, great for entertaining. Sunroom with fpl and music room. Gorgeous pool, Jacuzzi and brick patio. All in stunning private back yard. 4BR/3.1 BA MLS# 495642 • $1,099,900 Property Address: 8841 Winged Bourne Road

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FRENCH PROVINCIAL ESTATE Charlotte, North Carolina Wonderful French Provincial estate in gated community :Jf Se•Jen Eagles. Splendid attention to architectural detail. Europeiln tou ches: lovely patios, verandas and lush landscaping. 6BR/ 6/ 1 3A on I+ acre cul -de-sac lot. 6BR/ 6BA MLS# 456937 • $1,799,000 Propert}l Address: 3007 Winged Bourne Road

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MAGNIFICENT GATED ESTATE Waxhaw, North Carolina With alm•)St 20,000 square feet built for grand entertaini1g, every luxury feature has been included. Resort-style pool area,indoo · pool, mul iple kitchens, media an d exercise rooms. Surro11nded by 17 acres with garage space for 13 cars, plus additional guest or staff home. Idea I location outside Charlotte, NC with easy access to airport and Center City. 5BR/ 6BA/2 Half BA MLS# 411331 • $4,994,000 Property Address: 8605 Bonds Grove Church Rd.

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PIPER GLEN ESTATES Charlotte, North Carolina Gorgeou ~

custom home with private setting on 16th gre-=n designed by Arnold Palmer, TPC course. Open and spacio..Js witll windows galore. Gourmet kitchen with granite and hardvocd floors opening to keeping room. Fabulous partially cover~ d veriln da and media room for your entertainment. 4BR/4.1 BA MLS# 460675 • $899,900 Property Address: 4725 Old Course Drive

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FABULOUS UPTOWN PENTHOUSE Charlotte, North Carolina Fabulous 7th floor penthouse in uptown's desirable Char:::el Wath. Open flocr plan with 11 ft. ceilings, wall of glass and largE patio overlooking courtyard and skyline views. Huge MBR witr sitting area, hardwoods, custom kitchen, 2 parking spaces and storage closet nec; r unit. 2BR/ 2BA MLS# 475640 • $639,900 Property Address: 580 N. Church Street

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AWESOME WATERFRONT RETREAT Mooresville, North Carolina Gcrgeous waterfro nt custo m home! Th ree levels of exquisite living! Formal areas for entertaining, casual areas for lake livi ng. Spectacular views from almost every room . Stunning lakeside, inground pool with large surround of tumb led pavers, an incredible spa and 2 waterfalls - the perfect area for summer entertaining. 4BR/ 5BA MLS# 499433 • $1,250,000 Property Address: 160 High Hills Drive

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GORGEOUS WATERFRONT HOME Charlotte, North Carolina CLstom-built in desirable Overlook neighborhood. Breathtaking views of Mt. lsland Lake from almost every room of the house. _arge private lot with 166' of shorelin e, covered dock and separate se3ting area. Large open living spaces. Lake level includes exercise room, office, great room and screened porch. Minutes away from uptown Charlotte.4BR/ 4.1 BA MLS# 494061 • $1 ,000,000 Property Address: 12508 Preservation Pointe Dr. ········· ... ..... ........

. ....... .

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CHARMING SPACIOUS HOME Concord, North Carolina Tl-is lovely estate home on 3.24 acres has charm and spaciousness. Fe rmal and informal areas, den w/ fireplace, study, kitchen w/ breakfast are3, 2 "i replaces, screened porch, 3-car garage, rec room, te1ni; co urt. 5BR/4.1BA MLS # 458874 • $599,900 Property Add ress: 123 Overlook Drive

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LOCATION AND LUXURY Charlotte, North Carolina Erjoy a true urban experience in The lvey's Town home lofts. Minutes walk to everything in Center City. Spacious double unit, contemporary floor plan. Gleaming hardwoods. 13' ceilings and 10' windows. Gourmet kitchen, granite countertops, Viking and Sub-Zero appliances. Dramatic city views, vaulted ceiling, gas fpl, renovated MBR with walk-in, California-style closet. 2BR/3BA MLS# 500342 • $649,000 Property Address: 127 N.Tryon Street, #509 ....

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Buying or selling a fine home requires experience, exceptional marketing and attention to detail. When it cor1es to our Realtors·®abili:y to m<J"ket ani present fine homes,

~~~~~~~~-~~~~~~~::~

we are an excEptio'l to the rule. In 2004, we v1e e involved with more than · 30 xoperti3sthat listed and sold

c:t $1 ,JOO,OOO and above. T:m percent of these prop8rtie3 r<llged in price from $2,000,000

b moce than $5,400,000. Our success is based on ou · abi ity j.() provice effective strategies fJr sellers while offering

p~ospective

buyers the atEntion ts detail they desire.

Sirce 1957, our Realtor> and Family of Companies have proudly served the Carolinas ~oviding

mortgage, insur.a ce, home warranty, title and ho11e

~ervices

to make our

customers real estate exp::Jrience exceptional. We are consistently ranked amJng the top ind::Jpendent real estate brokers nationally; our Realtors ran k seconj in productivity, according to

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We look forward to making your real estate experience an excEptional one.

(~ Allen Tne Cham•wrz and CEO

0 at

IQJey

_.,resiJem <111d COO

V ew our Exceptional Pro?erties o allentate.com