Greater Charlotte Biz 2009.11 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

Tribble Creative Group • Little Hardware Co. • Ilderton Conversion of Charlotte • Mint Condition Franchising

November 2009

A Beacon

GUIDING GROWTH BB&T's Allison Passes On A Legacy

John A. Allison IV Chairman and Retired CEO BB&T Corporation

CHANGE SERVICE REQUESTED 5601 77 Center Dr., Ste. 250, Charlotte, N.C. 28217

PRSRT STD U.S. Postage PAID Permit No. 505 Charlotte, NC

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professional goals. We’ll also help you build your personal network as you connect with our faculty, advisory board members, alumni and your fellow students. Get yourself ready for the next big thing by taking the first step. Visit us online at www.belkcollege.uncc.edu to get started.

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in this issue

cover story

BB&T Corporation During his tenure as the longest-serving chief executive officer among the nation’s 25 largest financial holding companies, John Allison steadily grew BB&T to be among the leaders in virtually every measure of performance, including client service, credit quality, capital strength and operating efficiency. Stepping down as chairman, he passes on quite a legacy.

Tribble Creative Group The day Mary Tribble launched her business is crystallized in the image of a “shy, 24-year-old sitting on her bed with a rolodex, cold-calling Charlotte businesses in a trembling voice.” Today, the firm is one of the most respected in the event planning industry.

Little Hardware Co. Founded in 1922, practically no business is as old and continuously family-operated as Little Hardware. It is unparalleled in customer service, has adapted smartly to changing circumstances and evolved its product mix to match its customer base.

Ilderton Van Conversion Originally begun in 1972 as an expansion of their High Point Dodge-Chrysler-Jeep dealership, the Ildertons have brought the mobility conversion business to Charlotte, providing mobility solutions for seniors and handicapped individuals.

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departments publisher’spost

legalbiz

Transforming the Business of Law to Meet the Needs of Business

bizhealth

Making Healthy Work and Lifestyle Choices

bizxperts

Smart Salvos, Select Strategies and Succinct Solutions

employersbiz Legislative and Regulatory Highlights for Area Employers

biznetwork

ontop

on the cover:

Tribble Creative Group • Little Hardware Co. • Ilderton Conversion of Charlotte • Mint Condition Franchising

November 2009

John A. Allison IV Chairman and Retired CEO BB&T Corporation A Beacon

GUIDING GROWTH

BB&T's Allison Passes On A Legacy

Mint Condition Franchising Business might be downright messy for a commercial cleaning company planning to steadily expand until it saturates the $120 billion industry. But this company—named an Entrepreneur magazine top 500 franchise—is cleaning up.

John A. Allison IV Chairman and Retired CEO BB&T Corporation

Photography by Wayne Morris

YEARS

1999 -2009

w w w. g re a t e rc h a r l o t t e b i z . c o m

www.sangerheart.org

Carolinas Heart & Vascular Institute at Carolinas Medical Center, Charlotte Cardiology Associates and Sanger Clinic have provided leadership, innovation and compassionate care for over 50 years. These respected groups are now Sanger Heart & Vascular Institute, the region’s undisputed leader in comprehensive cardiac care. No matter where you live, work or play, you’ll find more specialists and specialties, more in-depth capabilities, more advanced technology, a long history of success, and heart-saving access through the only medical center air transport. Our innovations and list of firsts include the region’s only heart transplant program, pediatric heart specialists, congenital surgery, clinical research, a cardiac teaching program, nationally-renowned specialists and much more. After more heart procedures with greater success than anyone else, people know who to trust with their heart. And they know their heart’s in the right place.

[publisher’spost] Confronting Change in Our Global Economy We are living in our own reality show that has been a nightmare for at least the last year, and probably will be so for many more years. Although it seems the world has changed dramatically in a relatively short period of time, it is more likely a result of the logical progression of historical events over the last twenty or so years. In that time, we have witnessed shifts towards a broader marketplace for goods and servicess—a global economy where we become John Paul Galles more readily subject to the competitive impact of the labor force, taxes, environmental prohibitions and laws of other countries around the world. Consider these significant historical events: •The demise of the Berlin Wall (1987) causing more countries to embrace democracy and capitalism as their paths to freedom and opportunity combined with the reunification of Germany (1990) resulting in an expanded work force and new economic strength for greater European economic growth. •The Free Trade Agreement between the United States and Canada (1988) removing significant trade restrictions and liberalizing conditions for investment across borders. •The European Union formed (1993) and the 27 member states collectively becoming a formidable economic and political union forming a single market with a standardized set of laws promoting the free movement of people, ideas, goods, services and capital, and providing Europe with a 30 percent market share of the gross world product. •The World Trade Organization consolidating agreements formed under the General Agreement of Trade and Tariffs (1995) reducing tariffs as well as barriers to free trade among over 141 countries around the world making the global marketplace a reality. •The fast growing developing economies of Brazil, Russia, India and China—known as the BRIC nations—embracing global capitalism (2001), having one quarter of the world’s land and 40 percent of the world population, and becoming the fastest growing economies in the world. Each of these events led us closer to interdependence, wherein our economic well-being is substantially connected to that of other nations around the globe; our problems cause ripple effects in other countries and vice versa, so much so that it is becomes difficult to discern a single origin of any market phenomenon. There is no turning back; things will never be as they were. For decades, the United States has reaped huge benefits as the number one importing nation in the world of free trade. Yet, over the same period, our economy has suffered and been diminished as manufacturing facilities have moved out of the U.S. to cheaper labor markets around the globe. Unfortunately, we have also increasingly relied upon those countries that reap the benefits of our consumption to purchase our public debt. Our current economic malaise has swollen our public debt to the highest levels since post World War II. Americans have no choice but to work harder and smarter. It is time to think differently. There is no more business as usual; we must examine how things have changed and will keep changing. We need to know more about our global economy and the developments in technology which hasten the occurrence of change. Practically speaking, we need to adjust our costs of doing business and our business models so that we can compete more effectively. To succeed, we must outwit, outplay, and outperform our competitors. biz U.S. Net International Investment Position

Percentage of World GDP (last 500 years)

[Check out the following sources to see just what our position in global economics looks like today!] Chart (left) US Net International Investment Position: en.wikipedia.org/wiki/File:Nettoauslandsverm%C3%B6genUSen.PNG Chart (right) Percentage of World GDP (last 500 years): www.visualizingeconomics.com/category/gdp/

Let me know what you think - jgalles@greatercharlottebiz.com

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704-676-5850

November 2009 Volume 10 • Issue 11 Publisher John Paul Galles x102 jgalles@greatercharlottebiz.com

Associate Publisher/Editor Maryl A. Lane x104 mlane@greatercharlottebiz.com

Creative Director Trevor Adams x103 tadams@greatercharlottebiz.com

Account Executives sales@greatercharlottebiz.com Marsha Bradford x106 Dave Cartwright x107 Bradley Jackson x107 Sandra Ledbetter x106

Contributing Writers Ellison Clary Susanne Deitzel Carol Gifford Casey Jacobus Jill Purdy

Contributing Photographer Wayne Morris Galles Communications Group, Inc. 5601 77 Center Drive • Suite 250 Charlotte, NC 28217-0737 704-676-5850 Phone • 704-676-5853 Fax www.greatercharlottebiz.com • Press releases and other news-related information: editor@greatercharlottebiz.com. • Editorial: maryl.a.lane@greatercharlottebiz.com. • Advertising: jgalles@greatercharlottebiz.com. • Subscription inquiries or change of address: subscriptions@greatercharlottebiz.com. • Other inquiries: please call or fax at the numbers above or visit our Web site www.greatercharlottebiz.com. © Copyright 2009 by Galles Communications Group, Inc. All rights reserved. The information contained herein has been obtained from sources believed to be reliable. However, Galles Communications Group, Inc. 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 Charlotte Biz or Galles Communications Group, Inc. No part of this publication may be reproduced or transmitted in any form or by any means without written permission from the publisher. For reprints call 704-676-5850 x102. Greater Charlotte Biz (ISSN 1554-6551) is published monthly by Galles Communications Group, Inc., 5601 77 Center Dr., Ste. 250, Charlotte, NC 28217-0737. Telephone: 704-676-5850. Fax: 704-676-5853. Subscription rate is $24 for one year. POSTMASTER: Send address changes to Greater Charlotte Biz, 5601 77 Center Dr., Ste. 250, Charlotte, NC 28217-0737.

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Wishart Norris Henninger & Pittman

Wishart, Norris, Henninger & Pittman, P.A.

AT T O R N E Y S AT L AW

[legalbiz]

Transforming the Business of Law to Meet the Needs of Business

Running Background Checks on Job Applicants When making a hiring decision, you might need a bit more information than an applicant provides. However, you do not have an unfettered right to dig into applicants’ personal affairs. Workers have a right to privacy in certain personal matters, a right they can enforce by suing you if you pry too deeply. How can you avoid crossing this line? Here are a few tips: ! Make sure your inquiries are related to the job. ! Ask the applicant to consent in writing to your background check. ! Be reasonable. Employers can get into legal trouble if they engage in overkill. In addition to these general considerations, specific rules apply to certain types of information: ! School records. Under federal law and the law of some states, educational records are confidential. ! Credit reports. Under the Fair Credit Reporting Act, employers must get an employee’s written consent before seeking that employee’s credit report. ! Bankruptcies. Federal law prohibits employers from discriminating against applicants because they have

filed for bankruptcy. ! Criminal records. The law varies from state to state on whether, and to what extent, a private employer may consider an applicant’s criminal history. ! Workers’ compensation records. An employer may consider information contained in the public record from a workers’ compensation appeal only if the applicant’s injury might interfere with his or her ability to perform required duties. ! Other medical records. Under the Americans with Disabilities Act, employers may inquire only about an applicant’s ability to perform specific job duties. ! Records of military service. Members and former members of the armed forces have a right to privacy in their service records; these records may be released only under limited circumstances, and consent is generally required. !"Driving records. An employer should check the driving record of any employee whose job will require large amounts of driving (delivery persons or bus drivers, for example).

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There is always a lot of confusion around ownership rights to business names. What if someone is using a name that sounds similar to yours? What if someone says you can’t use a certain name because they own it? Can I use a ™ or an ® by my name? When we refer to protecting a name or ownership of a name, we are referring to a “trademark” or a “service mark”. A trademark or service mark is a symbol, logo, design, word or phrase that identifies or distinguishes your business from another business. Trademarks are associated with products or goods. Service marks are associated with services. You do not have to register a trademark or service mark to have protection or ownership of your mark. If you are claiming ownership rights to a mark without registering the mark, you should use the “TM” or “SM” designations with your mark. You cannot use the “Registered” designation unless your mark has been registered with the United States Patent and Trademark Office (“USPTO”). How do you get rights in a mark without formal registration? You can gain ownership rights in a certain area by being the first to legitimately use the mark in business in that area (provided no one else has a federally

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

END OF YEAR TAX PLANNING It’s November. Do you know where your taxes are? As the year draws to a close, and as the tax law changes for 2010 continue to take shape, you have some important decisions to make about year-end tax planning. Some of these decisions include? ! Is it better to create capital gains and ordinary income this year under lower rates? !"Are you considering creating a Roth IRA next year by converting a current IRA? !" Should you obtain cash through lower interest rate loans to help with your overall planning now? !"Should you complete some estate planning before Congress limits your options? !"Do you know all of the options you have to consider? You need to make conscious, intentional decisions in these last two months of 2009. Please talk with your tax advisor about your options. You won’t save money by waiting. ~Robert Norris

registered mark like yours). However, formal registration with the USPTO gives you certain rights to your mark nationally, access to federal courts and a presumption that you own the mark. Getting federal registration to use a mark does not mean you absolutely have ownership of the mark. It simply means that someone else would have to prove why they had better rights to the mark because they were legitimately using the mark before you. You should keep in mind that marks do not have to be identical to raise ownership concerns. The marks only have to be “confusingly similar”. The likelihood of confusion between marks is judged on the similarity of the marks and the goods or services represented by the marks. For more information, see www.uspto.gov and www.secretary. state.nc.us/trademrk/ThePage.aspx. Wishart, Norris, Henninger & Pittman, P.A. partners with owners of closelyheld businesses to provide comprehensive legal services in all areas of business, tax, estate planning, succession planning, purchases and sales of businesses, real estate, family law, and litigation. For more information, please call Robert Norris at 704-364-0010 or visit www.wnhplaw.com.

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[bizhealth]

All About Diabetes Diabetes is a disease in which the body does not produce or properly use insulin. Insulin is a hormone that is needed to convert sugar, starches and other food into energy needed for daily life. The cause of diabetes continues to be a mystery, although both genetics and environmental factors such as obesity and lack of exercise appear to play roles. There are 23.6 million children and adults in the United States, or 7.8 percent of the population, who have diabetes. While an estimated 17.9 million have been diagnosed with diabetes, unfortunately, 5.7 million people (or nearly one quarter) are unaware that they have the disease. Pre-diabetes is a condition that occurs when

Type 1 diabetes Results from the body’s failure to produce insulin, the hormone that “unlocks” the cells of the body, allowing glucose to enter and fuel them. It is estimated that 5-10 percent of Americans who are diagnosed with diabetes have type 1 diabetes. Type 2 diabetes Results from insulin resistance (a condition in which the body fails to properly use insulin), combined with relative insulin deficiency. Most Americans who are diagnosed with diabetes have type 2 diabetes. Myth: People with diabetes can’t eat sweets or chocolate. If eaten as part of a healthy meal plan, or combined with exercise, sweets and desserts can be eaten by people with diabetes. They are no more “off limits” to people with diabetes, than they are to people without diabetes. D (www.diabetes.org)

www.visionofficesystems.com

Savin Pro C900s Color Production System

LOCALLY OWNED

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w ar e ness

! 24 million children and adults in the United States live with diabetes ! 57 million Americans are at risk for type 2 diabetes ! 1 out of every 3 children born today will face a future with diabetes if current trends continue

a person’s blood glucose levels are higher than normal but not high enough for a diagnosis of type 2 diabetes. There are 57 million Americans who have pre-diabetes, in addition to the 23.6 million with diabetes. Health care providers can conduct various tests to diagnose pre-diabetes or diabetes. There are even new tests being developed that can identify the likelihood of developing type 2 diabetes within the next five years.

November is American Diabetes Month and November 14 is World Diabetes Day, a time to shine a spotlight on a serious disease that leads to potentially life-threatening complications such as heart disease, stroke, kidney disease, blindness, and amputation.

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Scientists and doctors say it may be a year away, but they are testing out a new concept—contact lenses that release antibiotics directly into the eye. Currently, eye drops account for almost 90 percent of all eye medications, and studies suggest that only 1 to 7 percent of the medication actually get absorbed into the eye, while the rest runs down the cheek and is missed altogether. This would be a major breakthrough for sufferers of dry-eyes and glaucoma, as doctors tend to believe that nearly 60 percent of those with the sightthreatening disease miss doses of drops on a regular basis. Recent developments in technology are focusing on the rate of release of medication from the contact lenses over time. Will this become a reality? We shall SEE!

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# Bye Bye Eye Drops? We Shall SEE

Vision Office Systems offers a full line of state-of-the-art business equipment for today’s hi-tech office. High speed and network ready equipment help you keep ahead of the curve. Explore! Then contact us so we put the latest technology to work for you.

• Copiers for all size businesses • Charlotte-centric; locally owned and operated • Not a mega brand, but a mega specialist • Not just one brand of equipment; tailors equipment to your needs • Company owner right here in Charlotte, not in Japan • Treats customers individually; not one-size-fits-all • Able to accommodate special needs and requests • Knows you personally; not by equipment number

w w w. g re a t e rc h a r l o t t e b i z . c o m

Making Healthy Work and Lifestyle Choices

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30 minutes of exercise a day can reduce your risk of developing type 2 diabetes by 40%

november 14

Mental Fogginess? Oh No! Good nutrition is the basis for vibrant health. Nutrition affects ALL aspects of our health, including physical, mental and emotional. Our bodies crave the naturally occurring nutrients in whole, unprocessed foods. When we provide our bodies with the nourishment they were designed for, we increase our possibility of experiencing optimal health and performance. Healthy food choices will help maintain blood glucose levels and prevent mental fogginess. The following are the do’s and don’ts of providing healthy foods for your family.

The blue circle of the World Diabetes Day logo adopted in 2007 signifies the unity of the global diabetes community in response to the diabetes pandemic. Across cultures, the circle symbolizes life and health. The color blue reflects the sky that unites all nations.

#Track my Wellness Status ... Really?? Good health is about making wise choices and there are online resources that allow consumers to personalize, plan and track factors related to their health and wellness. One such portal, by Charlotte-based ProdigyMeter.com, has a unique health and wellness resource that allows people living with diabetes to better manage their well-being. By clicking on My Wellness Center, one can plan, track and report meals, exercise and medication. Though the site benefits individuals living with diabetes, it is also useful for those at risk

[bizhealth]

for developing the disease. By taking a proactive approach to guarding your health, chances are reduced for developing the disease through proper diet, exercise and planning. In essence, healthy living requires us to take preventative measures and by using online resources, you too can become your own health care advocate.

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#Do’s ! Eat lots of fruits and vegetables !"Ingest healthy fats !"Choose whole grain or sprouted breads !"Opt for healthy sources of proteins !"Drink plenty of water

#Don’ts !"Over-consume sugar !"Eat partially hydrogenated oils (trans fats) !"Consume artificial flavor/colorings

CharlotteDrs.com facilitates the active sharing of information between consumers and doctors by providing comprehensive health and wellness resources including: research on health and wellness topics, articles written by local experts, online forums and discussions, and community events and career listings. Become an advocate for your own health and visit www.CharlotteDrs.com.

~Dr. Michael T. Smith, N.D.

And They Call These “Common” Areas? At the Design Center, our surroundings are anything but ordinary. That’s why we are known as a home for those who dream big and find inspiration in our unique architectural details and strong vintage vibe. It’s not just the buildings that make our space so special–the Design Center’s ideal location, diverse mix of tenants, and unique focus around events make us Charlotte’s hub for forward thinking businesses. Contact Meredith Dickerson at 704-971-6517 to see for yourself what makes us truly unique.

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[bizXperts]

Smart Salvos, Select Strategies and Succinct Solutions

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rediscover the power of strategic e-mail marketing !

More than 247 billion e-mail messages are sent over the Internet each day. With so many messages circulating online and cluttering our inboxes, is the use of e-mail for business sales and marketing purposes still a viable option? The answer is “yes,” but only if you utilize e-mail strategically. Keep in mind that nearly 60 percent of all U.S. users open, read and send messages daily. To connect with these customers, e-mail marketing remains the most cost-efficient and most impactful business communications tool available. If your broadcast e-mail messages are getting lost in the shuffle, perhaps it is time to fine tune your process. Think “Smart E-mail.” Establish a relationship with the customer. You wouldn’t open your front door to a stranger; recipients won’t open e-mail from a stranger either. The stronger the relationship between sender and receiver, the greater the chance that the message is opened, read and generates a positive response. Make sure to clearly identify your company within the message’s subject line and reply address. If you have never contacted the recipient before, leverage your established brand awareness in the marketplace for added attraction and credibility to increase your open rate. Make it count. Build your relationships by consistently presenting content that is relevant and addresses a compelling need. No one has time to waste. If your e-mail content is typically irrelevant, prospective customers will ignore and block your future mailings. Sharpen your relevancy by soliciting feedback,

inviting customers to choose the type of information they want receive, submit their own content suggestions, and participate in online surveys to better define their interests. Deliver a valued service, not just words. Use e-mail as a tool to provide a clear, tangible and desired service to your customer, not just a sales pitch. For existing customers, blend personalized account information, product application Kip Cozart tips and important service reminders within your messages. For prospective customers, use e-mail to deliver useful training tips, offer a free trial, explain industry trends, present a case study, or demonstrate a solution to a common problem. Timing is everything. For best results, messages should address the client’s specific need at the moment the need arises. Consider offering an automated, self-service e-mail “knowledge bank,” allowing customers to request immediate product guides, white papers, service appointments, coupons, and rate quotes through an interactive request form. Individual e-mail messages can also be pre-scheduled and triggered by defined milestones, such as anniversary dates, purchase levels, buying habits, or through an incentive rewards program. Kip Cozart is CEO of CC Communications, a Web design, programming and Internet media company. Contact him at 704-543-1171 or visit www.cccommunications.com/ bizXperts for more strategic e-mail marketing suggestions.

andrewroby.com Your home. It’s the one investment you can’t ignore no matter what else happens. When the time is right, we’re ready to help you invest in your home’s future – in the kitchen or bath, with a value-adding addition, or an ROI renovation. When you invest in your home, your daily returns are better. Helping people invest in home since 195O. 7O4.334.5477

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Remodeling !"New Construction !"Handyman

making it home since 1950

General Contractor w w w. g re a t e rc h a r l o t t e b i z . c o m

Smart Salvos, Select Strategies and Succinct Solutions

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[bizXperts]

don’t self-diagnose…toast year-end with your trusted advisor !

’Tis the season for best-intentioned to make tactical mistakes affecting their taxes, retirement and overall business planning. They are bombarded with year-end tax-saving strategies distributed via newspaper, television and even personal friends who have “a friend” who did it this way. They self-diagnose, applying those strategies to their own situations, and, in most cases, misapplying them, not achieving the outcome they had anticipated. Despite the flurry of valuable year-end tax-saving tips, the most valuable tax-saving tip may be to get together with your trusted tax advisor.

Despite the flurry of valuable year-end tax-saving tips, the most valuable tax-saving tip may be to get together with your trusted tax advisor. Merely reading brief descriptions of tax-saving strategies, trying to understand them and then apply them without a thorough knowledge of the current tax code, is almost impossible. Trusted advisors such as accountants, attorneys and financial planners—professionals who deal in these matters everyday—are best qualified to assist you in the evaluation and application of these ideas to your personal situation in order to maximize your benefit. For example, some of the items an individual should discuss with an advisor may include: Postponing income until 2010 and accelerating deductions into 2009 to lower your 2009 tax bill. This strategy may enable you to claim larger deductions, credits, and other tax breaks for 2009 that are phased out over varying levels of adjusted gross income (AGI). Perhaps it may be advantageous to try to arrange with your employer to defer a bonus that may be coming your way until 2010. Timing of income also is desirable for those taxpayers who anticipate being in a lower tax bracket next year due to changed financial circumstances. Note, however, that in some cases, it may pay to actually accelerate income into 2009. For example, this may be the case where a person’s marginal tax rate is much lower this year than it will be next year or if subject to the Alternative Minimum Tax (AMT). Realizing losses on stock while substantially preserving your investment position. There are several ways this can be done. For example, you can sell the original holding, and then buy back the same securities at least 31 days later. If you believe a Roth IRA is better than a traditional IRA, and want to remain in the market for the long term, consider converting traditionalIRA money invested in beaten-down stocks (or mutual funds) into a Roth IRA if eligible to do so. Keep in mind, however, that such a conversion will increase your adjusted gross income for 2009. As an option, convert in early 2010, when the conversion limitation is more easily met, while still

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

achieving the same long-term tax-free benefits of a Roth. You may be able to save taxes this year and next by applying a bunching strategy to “miscellaneous” itemized deductions, medical expenses and other itemized deductions. You can save gift and estate taxes by making gifts sheltered by the annual gift tax exclusion before the end George Bohlé of the year. You can give $13,000 in 2009 to an unlimited number of individuals but you can’t carry over unused exclusions from one year to the next. Depending on your particular situation, you may also want to consider deferring a debt-cancellation event until 2010, electing to deduct investment interest against capital gains, and disposing of a passive activity to allow you to deduct suspended losses. High-income-earners have other factors to keep in mind when mapping out year-end plans. Many observers expect top tax rates on ordinary income to increase after 2010, making long-term deferral of income less appealing. Long-term capital gains rates could go up as well, so it may pay for some to take large profits this year instead of a few years down the road. On the other hand, the solid good news highincome-earners have to look forward to next year is that there no longer will be an income-based reduction of most itemized deductions, nor will there be a phaseout of personal exemptions. For businesses, some tax deductions will be available through the end of this year unless Congress passes additional legislation: 50 percent bonus first-year depreciation for most new machinery, equipment and software; an extraordinarily high $250,000 expensing limitation; the research tax credit and the 15-year write-off for qualified leasehold improvements, qualified restaurant buildings and improvements and qualified retail improvements. Very important and often overlooked items related to business year-end tax planning are understanding your basis in your partnership or S corporation so you can deduct losses from it for this year. Often a gentle reminder from an advisor to consider using a credit card to prepay expenses that can generate deductions for this year is well worth the discussion. As you can tell from the short list above, there are many tax savings ideas for individuals and businesses that in most cases are applicable to everyone. But these are highly complex issues that must be handled properly for you to obtain maximum benefit. So I encourage each and every one of you to end your year on a high note and toast the year-end with your trusted advisor to discuss your tax-saving strategies. Once the clock strikes midnight on December 31st, many planning options will be foreclosed and you may not be celebrating with champagne when your tax bill arrives. George W. Bohlé Jr. is a managing partner at Blair, Bohlé & Whitsitt, PLLC, a CPA firm that provides accounting, assurance, tax compliance and planning services in addition to strategic planning and tax minimization strategies to privately held businesses. Contact him at 704-841-9800 or visit www.bbwpllc.com.

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[bizXperts]

Smart Salvos, Select Strategies and Succinct Solutions

.#)/,*0*-1

effective change management in today’s marketplace !

Change is key to success in today’s recovering marketplace, but determining what it is you need to change and how to get there can be a puzzle. The best formula to effectively manage and deliver change while minimizing obstacles and diffusing resistance is to integrate the change across three dimensions—people, process and technology—through the principle of Portfolio Management. T.J. Eberle Portfolio Management is the practice of managing, aligning and optimizing multiple independent programs to improve an organization’s performance, focusing on measurable benefits and returns. It is the center of the puzzle to which all other pieces connect. This concept delivers change using the facilitating “tools” of program management and project management, stakeholder management and communications, process excellence, and training. Program Management and Project Management are the second pieces of the puzzle. Program management selects the best mix of projects to achieve desired objectives and deliver organizational and functional improvement. Project management executes flawless, consistent project delivery with a finite scope and duration. Focus on project-level execution by meeting goals, objectives, budgets and timelines to integrate these techniques. The next piece of the puzzle is Stakeholder Management and Communications, which facilitates the integration of people, process and technology. To effectively

adopt change, identify the issues and impacts for each of your stakeholders. Target communications based on your stakeholders to proactively decrease the risk of resistance and increase the acceptance of your change initiatives. To survive today, an organization must have a goal of continuous Process Improvement, the fourth piece. By developing a more refined set of core business processes based on measurement systems, an organization can increase the quality of its products and services, while decreasing overall costs. Six sigma and total quality management (TQM) are common techniques used. The last piece of the puzzle is Training. Design and implement a comprehensive training strategy to ensure all employees acquire the knowledge and skills necessary to implement change. Leverage training as a stepping stone to success, allow employees to fully understand training requirements early in the process, align training with the communications strategy, and create opportunities for stakeholder engagement. These puzzle pieces represent tools necessary to manage change within your organization. Adopting the portfolio management philosophy will allow you to survive in challenging times and thrive in good times. Finding the right pieces for your organizational puzzle will enable you to plan, execute, track and effectively manage change that delivers results. T.J. Eberle is president and CEO of NouvEON, a regional business and technology consulting firm. Contact him at 704-944-3155 or visit www.NouvEON.com.

building a career developmental plan !

There is an increasing need for individuals to take charge of the development of their own careers. Reasons include the rapid rate of change within companies, increasing knowledge and skills required, changing / shrinking corporate promotional opportunities, rapid changes in industries, and shrinking corporate training and development budgets. A solid self-assessment is the foundation for everything Bill Crigger that you will do relative to a developmental plan. Your SWOTT analysis started this process. In order to develop a career action plan, you need to have a target to build towards. Answer these questions: • What is your ideal position in terms of responsibility now, three to five years, six to 10 years? • What skills do you need to get there? • How will you measure success? With these responses in hand, explore viable career options within your company (and perhaps externally). The Plan: • Complete your self-assessment. Consider external competency assessments to help identify needed education, current skills that need development, skills that need to be acquired, and required training. • Develop your personal vision and long term goals (five years or more). • Access and view the company’s organizational business objectives for your area.

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• Create short-term developmental goals and develop an action plan to achieve those career and business objectives goals. An action plan is a career GPS map to get you from the starting point to the finish line. An example of a vision and long term goal may be to become COO. Shortterm goals could include: 1. Obtaining an MBA; 2. Working in another division; 3. Obtaining a Project Management Certification; 4. Mentoring with a strong financial person. Develop timelines for accomplishment of action plan items. Identify the needed and available resources for plan implementation. Determine how you will measure your progress and identify success. Solicit a Board of Accountability for your Development Plan—mentors that can advise you along the way and help hold you accountable. Document all of your individual business and personal career objectives and results. You will need this data at performance review time. If possible, share your career development plan with your supervisor and Human Resources. Not only might the company assist with your plans, but they may offer other helpful suggestions. The career planning process is ongoing and should be reviewed from timeto-time. A well thought out and written career development plan will be a very useful instrument in your career success. Bill Crigger is president of Compass Career Management Solutions, a career transition and human resource consulting firm. Contact him at bcrigger@compasscareer. com or visit www.compasscareer.com to learn more about career SWOTT analysis.

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THE EMPLOYERS ASSOCIATION Trusted HR Advice, Tools & Training

Legislative and Regulatory Highlights for Area Employers

[employersbiz]

#Inadvertent Evaluation Mistakes To Consciously Avoid As the song says, “It’s the most wonderful time of the year.” That is, unless you’re a manager preparing to conduct annual performance evaluations. Just the idea of critiquing employee performance is enough to make some managers’ hearts race, palms sweat, and heads throb. Wanting to overcome this feeling of panic, managers can unknowingly succumb to performance evaluation traps, which seem to make the process “easier,” but certainly not beneficial to the employee, or, in some cases, not even legal. Give your managers the gift of knowing what to be conscious of not doing this evaluation season. Trap #1: Using stereotypes, rather than firsthand observations, e.g., rating male employees higher than female employees in leadership skills based on gender alone.

QUESTION:

As the holidays are approaching, we are looking for ideas for employee gifts. If we give gift cards or gift certificates, will they be taxable to the employee? What about bonus checks?

ANSWER: Anything that equates to giving cash must be considered taxable income for the employee. This includes gift cards, gift certificates (even if they cannot be redeemed for cash and can only be used to purchase certain items) and bonus checks. The value of all of these must be included in the employee’s income and are subject to employment taxes. However, if the employer buys a gift that is not equivalent to cash and gives it to the employee, it is not included in the employee’s income. An example would be if the employer buys $20 boxes of Godiva chocolates and gives them as gifts to the employees: it is not taxable income for the employee. However, if the employer gives Godiva gift certificates to employees, it has to be included as part of the employee’s income. Likewise, if the employer buys turkeys or hams and distributes them to the employees, it

Trap #2: Letting personal feelings influence the assessment, e.g., rating employees favorably because they are friendly with the manager outside of work; rating employees poorly because they’ve previously butted heads with the manager. Trap #3: Inflating the ratings of poor performers. Some managers assume an inflated

is not considered taxable income. However if the employer gives a gift certificate for a turkey or ham to the employee, it must be counted as income and is therefore taxable. Items such as turkeys, hams, chocolates and some entertainment tickets are considered “de minimis” benefits, which is “any property or service you provide to an employee that has so little value that accounting for it would be unreasonable or administratively impracticable.” (IRS Publication 15-B, Employer’s Tax Guide to Fringe Benefits, 2008). These gifts must have a low market value and be given infrequently; otherwise, the IRS may question the practice. The IRS has determined that if an organization pays its employees a specified percentage of their monthly salary as a holiday gift, the gift is paid as a result of the employment relationship and is therefore taxable. It is immaterial that the gift is not paid pursuant to work quality, quantity or tenure. In view of this, a common practice among employers is to “gross up” cash gifts so that the employee gets the full value of the gift. “Grossing up” is a procedure to calculate the gross payment that the employee must receive when the employer pays the employee’s taxes.

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rating will motivate employees to improve their behavior. Others do so to avoid having a confrontation. Trap #4: Equating long tenure with positive performance. An assumption that an employee has been with the company for a long time because they are a good worker can be erroneous. Trap #5: Failing to explain reasons for the ratings. An evaluation with no comment fields completed is unacceptable. So, too, are comments that aren’t specific. Trap #6: Making backhanded compliments. Think of Sen. Joe Biden “complimenting” Sen. Barack Obama: “You got the first mainstream African-American who is articulate and bright and clean and a nice-looking guy.” Trap #7: Interpreting motives behind behavior instead of just stating the behavior, e.g., “Shane isn’t committed to the job. That’s why he was late to work 21 times.” (www.AHI.com)

HOLIDAY PAY AND OVERTIME Many employers will close their facilities for upcoming Thanksgiving and Christmas holidays. The Federal Fair Labor Standards Act requires that overtime be paid on hours worked in excess of 40 in a workweek. So, if an employee worked three 12-hour days, then had two paid holidays, there were only 36 hours worked in the week. Thus, you would not be required to pay the employee overtime for that week. The 52 hours (36 worked plus 16 holiday) could be paid at straight time. However, many employers choose to be more generous and include the holiday hours in computing weekly overtime. According to The Employers Association Policies and Practices Survey, approximately 50 percent of companies counted holiday hours toward computing of weekly overtime for nonexempt employees.

Cont. on p.42

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(l to r) Randall C. Hitt Director of Marketing and Communications Cassie R. Brown Director of Events Mary C.Tribble Founder, President and CEO Rick Fitts Vice President of Production Services Patty Trepp Drummond Business Operations Manager Tribble Creative Group, Inc.

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by susanne deitzel

CELEBRATING PURPOSE + PEOPLE # POSITIVE CHANGE Tribble Creative Group Blooms Ideas

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“The developed world has a vast, under-utilized asset that is not being leveraged to its best advantage: idealistic people who want to make the world a better place…”

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Michael Strong

[bizprofile]

ary Tribble will soon toast the silver anniversary of Tribble Creative Group. The day she launched her event production business is crystallized in the image of a “shy, 24-year-old sitting on her bed with a rolodex, coldcalling Charlotte businesses in a trembling voice.” By her own admission, she was “young and naive.” Her father, an attorney, put it more bluntly: “He thought I was nuts. He didn’t know an industry even existed,” she says. And back in 1985, one hardly did. Today, Tribble Creative Group is one of the most respected names in the event planning industry. The former art history major from Wake Forest University with the entrepreneurial streak has proven herself a major player in the corporate event arena; Mary Tribble has also become one of Charlotte’s most energetic, well-connected, and fearlessly idealistic leaders. She has been featured in Cosmopolitan, Kiplinger’s Financial and Southern Living magazine; recognized as Entrepreneur of the Year and Charlotte Business Woman of the Year; received the Women in Business award and voted into the “40 under 40” by the Charlotte Business Journal; named a finalist for National Event Planner of the Year by Event Solutions Magazine; and received the Hall of Fame Award presented by the International Special Events Society. Growing a Business Mary Tribble choreographed her first black-tie gala in 1985, while working as an account executive for an ad agency. The glamour and the applause inspired her to create her own event production firm. She remembers, “I figured the worst that could happen is that I would fail and have to get a real job.” Over the past couple of decades, Tribble and her staff have built a show-stopping repertoire of events. A small sampling includes a breathtaking transformation of an ancient barn into a breathtaking candlelit dinner with performance by Wynonna Judd; a four-event grand opening for Levine Children’s Hospital complete with black-tie gala, a live elephant, circus performers and Dionne Warwick; and a fundraiser for the Johnson C. Smith University Band that included a 43-mile march to get into the Guinness Book of World Records. While Tribble has figured out how to create a mind-blowing experience, she will be the first to say that in her business, learning never stops. “If you are any good at this, everything you do must have its own uniqueness. By definition, it’s not replicable. So every time we go to meet with a client, there is new energy, and a new creation.” When asked to relate memorable stories about events they’ve produced, Tribble points out that the more memorable ones usually require a sense of humor to remember them fondly—either from their perspective, the clients’, or both. “I can look back at the topping out ceremony for the (then) NationsBank Corporate Center where we had constructed a huge replica of the building carved out of ice, with neon imbedded in the facsimile of the crown. At the appointed time, Hugh McColl Jr. pulled a fake lever, and supposedly the room would go dark, a laser show would begin and the ice-building would light up. A very, very long 45 seconds later the lights went off, the lasers came on, the ice lit and my heart started functioning again.” “I can also laugh about the time an elderly South Carolina politician all but chased me around the table at the Governor’s mansion while I ran an event; $

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when I had to visit the Johnson C. Smith University band director in the hospital after we attempted to break that Guinness Book record; when a mime got drunk and passed out under the hors d’oeuvre table at the grand opening of Spirit Square; when a caterer unplugged the sound system during Chuck Grace’s remarks as the outgoing chairman of the Chamber of Commerce; when the sound guy plugged in the confetti cannons at the wrong moment during the grand opening of the Charlotte Apparel Center; when the goat ate through the drywall at the grand opening of the Jack Wood men’s store; when the baby ducks escaped into the parking lot at a broker party in Raleigh; and when the clients forgot to send the invitations to their party and no one showed up. “Thomas Carlyle, a Victorian-era essayist, wrote, ‘No man who has once heartily and wholly laughed can be altogether irreclaimably bad.’ I try to keep that in mind when we’re faced with a challenge in the heat of the moment. We can’t control what goes on around us, and face it—special events are about the most uncontrollable things one can attempt. But we can temper our reaction to it,” Tribble nods wisely. “None of the happenings were funny at the time. They were mistakes or miscalculations that had to be dealt with, atoned for, or fixed—usually on the spot with no time to see the potential humor in them. That is where one’s mettle is put to the test—the test of running an event successfully,” she says confidently. A newspaper clipping in Tribble’s office tells the story of a group of children who produced a play, and promptly marched $4.23 in admission receipts to the local hospital—in a Dixie cup. The face on the page has a familiar smile. Says Tribble, “I suspect that what inspired that little fundraiser still drives me today. In fact, in most small, closely held companies, you simply cannot disentangle the thoughts, feelings, and values of the owner from the business itself.” This could explain why the majority of Tribble’s business associates grow into close personal friends, and why her personal evolution dramatically influences the course of her company and the society it serves. A Watershed Moment Growing her business was no easy task for the creative Tribble. After about 15 years in the business, she “hit the wall.” Although company revenues swelled in the then-vibrant corporate event arena, she struggled with its footing in the areas of operations, budgeting and people management. It caused her to do something remarkable: walk across the desert. Surprisingly, it was this silent spiritual trek across the Sahara desert with a group called Cross Cultural Journeys, which yielded insights

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into what brought meaning and fulfillment to her personally. Her enlightenment was reinforced by her reading at the time of E-Myth by Michael Gerber, when she realized that she was also at a professional crossroads. “I realized that I had to choose between working on the creative events in my business, or find satisfaction by creating the business itself,” says Tribble. “I woke up one day and said, ‘Maybe there’s somebody out there who likes to do the stuff I suck at.’” Tribble says that her decision to place her personal focus on creating the business brought immediate clarity about the direction of the company. It was a few months later that she took on Linda Libby as her second-in-command. Although Libby has since retired from the firm, Tribble is quick to credit her, “Together, we created the vision we have today: to create experiences that inspire people toward positive change.” Shortly after what Tribble calls this ‘intentional shift’ in the business, new opportunities appeared. She partnered with Chris Williams of the Carolina Business Review to produce the 2003 Forum for Corporate Conscience, enrolling Hugh McColl to convene 150 CEOs, thought-leaders and activists for an extended conversation about corporate leadership. Well-ahead of its time, the event included topics like governance, environment, social responsibility, justice, ethics and family, with such distinguished speakers as Warren Buffet, Marian Wright Edelman and Tom Wolfe.

Recalls Tribble, “The forum was a milestone in every sense of the word. It redefined our company’s work and proved we could produce our own events. It also de-compartmentalized the values, meaning and purpose between my personal life and my life as a business owner. And, it reframed my contribution from event planning to thought leadership and increased my access to community and business leaders.”

Truly Blossoming The momentum from the Forum for Corporate Conscience provided the inspiration and energy to create a new event called the North Carolina Conference for Women, which originated in conversations with friend Shannon McFayden, at the time head of human resources and corporate relations at Wachovia.

“Shannon’s leadership at Wachovia was always feminine and compassionate, yet strong— and as we talked we could see that connecting women with the ability to access that in themselves would make a huge difference,” remarks Tribble The two worked tirelessly to coordinate the first

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grade girls to pursue political careers by learning how politics work, developing natural leadership, and learning skills including how to write a bill; as Tribble says, “harnessing the ability to create change at an early age.” (left) ! BB&T ribbon dancers. Dancers entertain at an Asian-themed event. !"Guests enjoy hors d'oeuvres at the grand opening of Imaginon. !"An elephant makes an appearance at a circusthemed grand opening. !"An elegant dinner setting for a corporate awards dinner. (right) !"Mitchell Gold garage with candles. A VIP room was dimly lit for a corporate celebration. ! Pepsi Centennial. A dinner was held in an arena for a corporate centennial celebration. ! Life-size mannequins serve as centerpieces at an ’80s-themed party.

conference in 2006, assembled a board of advisors (now a distinguished list of 47 key figures in women’s leadership, filled the event with celebrity and expert speakers, and funded it though corporate sponsorships and registration fees. McFayden says the ride has been nothing but energizing. “Lots of people wish they could change things for the better, but few stop at nothing to create a solution. Mary finds a solution and then keeps thinking about how to make things even better.” Board member and president of Southern Shows, Joan Zimmerman says, “Mary is a unique combination of an old-fashioned caring friend and new-age entrepreneur. In everything she does, she has a wonderful ability to really hear what is being said, and to sift through conversations to mine nuggets of meaning.” The 2007 conference also yielded another big win: a new initiative called Girls Rock the House, a program designed to educate and empower 8th

Economy Seeds Opportunity These large, signature projects are sustaining Tribble Creative through this tight spot in the economy. Tribble has already reduced her staff significantly—she says corners have been cut “from travel, to employee development, to paperclips.” The recession has tightened purse strings around corporate incentives and awards ceremonies. “Many companies cancelled events that they had already paid for, just to avoid the public lambasting that occurred after TARP funds were distributed. Suddenly all corporate events were being lumped into the same category as a corporate jet,” she says. She points out that the political vitriol and cutbacks have a considerable impact upon morale, company culture, and productivity when an organization suddenly stops recognizing the work of its employees. She is encouraged that some lawmakers have come to realize that they can be more responsible about how they language the issue. She is also confident in Charlotte leadership. “It is only a matter of time until someone leads the way by reintroducing corporate incentive events. When they do, everyone will add them—because these events create a competitive advantage.” In the meantime, the economic climate is provoking companies to find new ways of spending to attract business, and Tribble Creative Group is well-equipped to facilitate these objectives. In many cases, the company’s experience creating brand awareness alongside positive social change is just what the doctor ordered. Mary Tribble is also personally sought-after for her unique insight and ability to connect it with meaningful action and effective relationshipbuilding. “New ideas when shared set off a chain

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reaction—the world changes, person by person,” says Tribble. She should know. Tribble was an early adopter of sustainable practices in the hospitality industry and she got others on board quickly. Says CRVA President Tim Newman, “Mary’s strong professional reputation is well-earned, but her personal commitment to sustainability is equally outstanding. She asked me to help form the Charlotte Green Team in 2007 to reduce, reuse and recycle in the meetings industry and we have received both local and national recognition for this effort.” Comments Chamber President Bob Morgan, “Mary brings a passion for creative leadership to anything she takes on. We have been especially fortunate at the Chamber to have her lead and shape our efforts. She moves us from just talking about diversity to making it a core value that is a part of everything we do.” One would think with this vision, success and connectedness, Mary Tribble is a business mastermind. She says this couldn’t be further from the truth. She credits a carefully chosen network of talent, beginning with her employees—to managing the operational picture and executing the important details. Tribble is clear that her gifts lie in creating purpose and connecting people with a vision of positive change. But another thing is just as clear. Whether her company is creating a celebration, event, or a bigger, brighter future—for Tribble, the party is just getting started. biz Susanne Deitzel is a Charlotte-based freelance writer.

Tribble Creative Group, Inc. 129 W.Trade St., Ste. 202 Charlotte, N.C. 28202 Phone: 704-376-1943 Principal: Mary C. Tribble, CSEP, Founder, President and CEO; Rick Fitts,Vice President of Production Services; Cassie R. Brown, CSEP, Director of Events; Randall C. Hitt, Director of Marketing and Communications; and Patty Trepp Drummond, Business Operations Manager Founded: 1985 Employees: 8 full-time; some seasonal Mission: To create experiences that inspire positive change. Business: Award-winning approach to event and multi-media production and marketing for corporations, conferences, celebrations and causes. www.tribblecreativegroup.com

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Established !"## (l to r) Alec Little Vice President / Treasurer / Purchasing Kearns Little Vice President / Insides Sales Manager / Purchasing Leslie Little Merchandising / Sales Support / Purchasing Gray Little Vice President / Secretary / Purchasing Nevan Little Vice President / Outside Sales Manager / STAFDA & Sphere 1 / Purchasing Little Hardware Co., Inc.

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by casey jacobus

[bizprofile]

#$%%#&''''()*+,)*&

NAILS T

They’ve Got It or They’ll Get It!

ost newcomers to Charlotte don’t know about Little Hardware. They are accustomed to the chain box stores that offer a regular staple of products. It is not until they have a pressing need or are discerning enough to hunt it up or come upon it by happenstance, that they find the absolute gem of a—well—hardware store. Often referred to by comparison, practically no business in Charlotte is as old and continuously family-operated as Little. It sells hardware, of course, but much, much more.

Although he drives past other hardware stores to get there, The Family Tradition: Adapting Coleman Cagle shops at Little Hardware on South Mint Street The Little family business started in 1922 when A.J. Little, near uptown Charlotte. a bookkeeper for Auto Parts and Salvage Co., bought out his “They have virtually everything you need,” says Cagle. employer. He brought his family including his brother John “And they carry the good stuff.” D. Little into what was then an automobile-based SU On this particular trip, Cagle has purchased business, selling car parts and gasoline as well as AL P I P LIE TR four padlocks and had them keyed to salvage on South Mint Street in uptown US S D HARDWARE IN match. He touts the good service he Charlotte. finds at Little. In the 1930s, the “Most places would Littles bought the store tell you to come back the next door, Wilmore next day,” Cagle says. “At Hardware, knocking a hole CH Little, it took me ten minutes max.” in the wall to connect the two 2 AR COMPANY 92 LO Founded in 1922, Little Hardware stores. From then on, the company .1 T TT ES E Co. is a family-owned business which has built began to focus more on hardware sales. its reputation on two pillars: excellent customer serRight from the start, the Littles established their vice and an extensive inventory. philosophy of customer service. Alec Little illustrates with “We stock those ‘hard to find’ items,” says principal Alec an example: “During the depression, nails were scarce. When Little. “And, if we don’t have it; we’ll get it.” an allotment came in, Granddad (John Little Sr.) would only Alec’s cousin Gray Little adds, “We’ll go the extra mile allow a certain number per customer. When one customer to help the customer find a solution. If we have to send the offered a large sum for the total shipment, Granddad turned customer somewhere else to get it, we’ll make sure they have him down. He wanted to watch out for everybody even though it before we send the customer there.” he could have made more money on the single sale.” $

LITTLE

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Over the following decades, the Littles showed a remarkable ability to adapt as times changed. They expanded the car salvage business into first a used car company and, later, a new car dealership, selling Pierce Arrows and Hudsons. They stopped selling gas when gas rationing was instituted during World War II. In the 1960s, they acquired Doggett Lumber and started selling doors, locks, and a paint line. During the late ’40s and ’50s, they sold appliances including TVs and refrigerators, which they also delivered. During the ’60s and ’70s they sold gas log fireplaces, which they installed, and even toys, which they wrapped. One salesman, Hoover Nance, would even bring in extra eggs from his farm outside town to sell. In 1972, the Littles bought the old Union Electric building at the corner of South Mint and West Bland Streets, and, in 1976, the next building on the South Mint Street block, the Rowe Corporation. By now, Little Hardware was part of the town center for a working class neighborhood and had secured its reputation as the store where you could get “practically anything.” In the meantime, the third generation of Littles was growing up in and around Charlotte. Gray, Leslie and Nevan, the children of A.J. Little’s son Donald, grew up in Dilworth. They would join cousins Alec and Kearns for fun at “the river,” six acres with cabins on Lake Wylie that their grandfathers A.J. and John D. Sr. had leased and later bought. Some of this third generation also

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spent summers and holidays working in the hardware store. “Little Hardware has always been the lifeblood of our family,” says Gray simply. “It is very personal to all of us.” Today, seven members of the Little family are actively involved in the store’s operation. Douglas Little, son of John D. Sr. and father of Kearns, is the last of the second generation. He still comes into the office every day. In addition to siblings Gray, Nevan and Leslie, and cousins Kearns and Alec, Alec’s son Kyle is also on the payroll. The second oldest of the fourth generation, Kyle worked in a law office for two years before joining the family firm. While the rest of the fourth generation are in the service or too young to predict their future, everyone has their eye on Nevan’s thirteen-year-old son Carter, who enjoys helping out in the stock room. The Product Mix: Evolving In 1986 a fire almost destroyed Little Hardware. The main showroom, retail area and offices all burned to the ground. That was a Friday. The following Monday, the store reopened for business out of its warehouse. A year later operations resumed in its new rebuilt facility at 1400 South Mint Street, where it currently resides. In the 23 years since then, the Littles have continued to grow and adapt to the changes in the business climate. When downtown residents moved out to the suburbs, and, later, returned to condos and high-rises, the family

changed the mix of products on its shelves to match its changing customer base. Gradually, the balance of business has shifted from the individual to commercial customers, creating today’s ratio of about 2/3 commercial and 1/3 individual. An increased emphasis on power tools and related accessories led to the creation of a power tool repair center, headed by manager Paul Dawson. Dawson, formerly connected to Bosch’s regional repair facility, has watched the Little repair center grow from one employee to four and quadruple the space it fills in eight years. Today the staff repairs all the brands of power tools found on Little’s shelves. “If we sell it; we repair it,” says Dawson quite simply. The opening of the repair center led directly to an increase in power tool sales, as well as increased volume in the sales of blades, drill bits and related accessories. “In the last four years, our power tool sales have had double-digit growth,” says Nevan. “We’ve developed new relationships with Milwaukee, Hitachi and Festool, for example, to go with existing relations with Bosch, DeWalt, Fein and Makita.” The product mix at Little is constantly evolving. “There are tons of items I grew up with that we don’t sell now,” says Gray. “But, even if we don’t carry it, we can order it for customers, which we do regularly.” One product line is safety equipment for

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Established !"##

workers on the high-rise condos and office buildings going up uptown. Little carries the Falltech Roofers’ Kit along with all the harnesses and lanyards a contractor needs to protect workers requiring fall protection. Little added more building materials to its inventory in the ’70s and ’80s. While the selection of lumber is limited to plywood and basic structural lumber like 2 x 4s and 2 x 6s, it has proven to be a profitable addition. Bagged concrete-related products have also proven to be profitable. Little receives a tractor trailer load each week and more and more contractors are having truckloads of bags sent directly to job sites.

“your business development advisors”

“Daniel, Ratliff & Company has been more than an accountant to us; they have been a true business partner in helping us get the right information to manage our business.” ~ Ron Herbert, Co-owner Red Rocks Cafe

More than an accountant... trust+strategy+integrity+planning+insight+experience

it all adds up!

We're not your typical CPA firm. Instead, we go beyond traditional accounting services, adding valuable insight and guidance to your growth process. Think of us as the business development partner you always wished you’d had—a Champion for your business!

Daniel, Ratliff & Company

301 S. McDowell St., Ste. 502, Charlotte, NC 28204 704.371.5000 • www.danielratliff.com

J No oin w! “We stock those ‘hard to find’ items. And, if we don’t have it; we’ll get it.” Alec Little Vice President

“Listening to our customers is the key,” states Kearns. “They’ll tell us what they need, what works best and what doesn’t work as well. If we react to these conversations, we’ll have what they want when they come looking for it.” The way in which Little does business is also evolving. Ten years ago virtually 100 percent of business was done across the counter. Today, Little has three outside salespersons who travel to the job sites outside the uptown area. “In the past we depended on walk-in customers,” says Nevan. “As job sites began moving further and further away from $

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“We are in the information age, and people tend to go online for answers, which is what makes CharlotteDrs.com so valuable. It allows people to build relationships with medical professionals without the pressure of commitment, but with the reassurance that they can be helped. Most importantly, CharlotteDrs.com is local, and having a site that caters to the Charlotte area where doctors are willing to make themselves available is a tremendous resource for consumers. To be able to go online, talk to doctors, interact with them, build a relationship and then to go see them is a novel idea.” ~Dr. Christian Yaste, DDS Ballantyne Center for Dentistry

"""256#$7+11%8$'23+4 CharlotteDrs.com is a FREE portal for consumers to directly communicate with local doctors and health care professionals. The site hosts comprehensive health and wellness information from local experts, and facilitates the sharing of information with interactive components like forums, polls and virtual activities.

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Doug Little President and patriarch of the family business uptown, we needed to find a way to reach customers who might not come in to the store on a regular basis.” Little Hardware also has a delivery service to reach these widespread job sites. Two to five delivery trucks come and go from the store every day, responding to orders from both inside and outside sales. These deliveries are part of the Little service; there’s no charge for deliveries in the Charlotte area. The Service: Unparalleled While Little Hardware no longer sells the camping, boating, hunting and fishing equipment it did during the ’60s and ’70s, it is still a traditional hardware store in many ways. There’s still a display of pocket knives at the front entrance and you can still buy screws and nails by the piece. Most importantly, it has a dedicated and loyal staff that will help wire a light socket or find a washer for a leaky faucet set.

“Listening to our customers is the key. They’ll tell us what they need, what works best and what doesn’t work as well. If we react to these conversations, we’ll have what they want when they come looking for it.” Kearns Little Vice President

The Littles are proud of their dedicated employees, many of whom have longevity of 20 years or more. Many of the staff have established personal relationships with customers

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SU AL PP RI LIES ST DU HARDWARE

COMPANY 22 19 LO T. TT ES E

EMPLOYEE BENEFITS

BONDING & SURETY

FINANCIAL SERVICES

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PROPERTY & LIABILITY

1400 S. Mint Street LITTLE Charlotte, N.C. 28203 Phone: 704-333-3133 Principals: Douglas K. Little, President;Alec Little,Vice President / Treasurer / Purchasing; Grayson “Gray” M. Little,Vice President / Secretary / Purchasing; Nevan Little,Vice President / Outside Sales Manager / STAFDA & Sphere I / Purchasing; Kearns Little,Vice President / Inside Sales Manager / Purchasing; Leslie Little, Merchandising / Sales Support / Purchasing Founded: 1922 by A.J. Little and brother John D. Little Sr. Employees: 36 Facilities: 50,170 square feet, including a 19,065-square-foot sales area, a 4,200-squarefoot office, a 26,905-square-foot warehouse, and an 8,500-square- foot outdoor yard Associations/Affiliation: STAFDA, Sphere 1 Business: Distribution of industrial supplies, hardware and tools to corporations, retail companies and individuals in the uptown Charlotte market and surrounding area. www.littlehardware.com

Casey Jacobus is a Charlotte-based freelance writer.

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as well. They know each other’s names and sometimes see each other outside of the store, hunting or socializing together. The Littles says they encourage this atmosphere by respecting their employees’ abilities. “We’re a family business and we treat our employees as if they were family, too,” says Alec. “We recognize their individual abilities and reward their contributions.” Employees like Paul Dawson agree. “This is a great place to work,” Dawson says, “These are good people. I feel free and uncrowded.” When A.J. Little started his family in business 85 years ago, he could hardly have foreseen the role that Little Hardware would

Little Hardware Co., Inc.

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Gray Little Vice President

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“We’ll go the extra mile to help the customer find a solution. If we have to send the customer somewhere else to get it, we’ll make sure they have it before we send the customer there.”

play in the development of Charlotte to this day. He can be credited for much of the family’s success for adopting a work ethic that valued personal service. Through the years, the succeeding generations have supplied an uncanny talent for adapting their inventory to current customer needs. Little Hardware is proud of its reputation for excellent customer service and for helping customers locate those “hard to find” items. As a result, it has many satisfied repeat customers who wouldn’t shop anywhere else. One such customer is Robert Wilson, who recently drove uptown from the Montclair neighbor to get a couple of window screens repaired. “I’ve been coming here for 47 years,” Wilson said. “Anything I want, they usually have.” Little Hardware has grown every year since the fire of 1986, although it showed a flat line last year and is down a little this year with the economic downturn affecting the construction industry. Nevertheless, the Little family is confident that 10 years from now, Little Hardware will be right where it is now, on South Mint Street, helping Charlotte as it expands. “We’ll be doing what we do now, but doing it better,” asserts Gray. biz

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[bizprofile]

by ellison clary

A Beacon

GUIDING GROWTH BB&T's Allison Passes On A Legacy

“

BB&T’s position and performance …will stand out like the beacon on the lighthouse.” ~BB&T 2008 Annual Review

eople and the free enterprise system are closely intertwined passions for John Allison. The long-time leader of BB&T Corporation—and recently turned university professor— enjoys teaching capitalism. It means more to him than pure business success, although he’s experienced plenty. Consider that he pushed his bank from $275 million in assets when he joined in 1971 to more than $136 billion before its recent takeover of $22 billion Colonial Bank. “We grew, but not to get bigger,” Allison says. “We really were focused on how we could get better. We passed on a lot of acquisitions we thought were overly expensive.” During a tenure that made him the longest-serving chief executive officer among the nation’s 25 largest financial holding companies, BB&T steadily grew to be among the leaders in virtually every measure of performance, including client service, credit quality, capital strength and operating efficiency. “I’m extremely proud of all that we’ve accomplished and the meaningful impact we’ve had on the lives of so many clients, employees and shareholders,” says the man who will relinquish his title of chairman at year’s end, after serving as CEO for 20 years. When he does, he will continue to interact with students at the school of business at Wake Forest University, where he is a distinguished professor of practice. At 61, Allison will be one of the youngest inductees ever to the North Carolina Business Hall of Fame when he is brought in on November 5 at Charlotte’s Westin Hotel. Hall of Fame inductees are chosen annually by the North Carolina Chamber of Commerce and Junior Achievement of Central Carolinas. This year’s class also includes Golden Corral founder James Maynard of Raleigh and Raleigh developer and former mayor Smedes York. ! Moore on Allison Louis Moore leads BB&T’s operations in the eight-county Charlotte region and is responsible for its 68 banking offices and the 680 people who work in them. He presides over various initiatives that affect customers, such as commercial and corporate lending as well as mortgage. $

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“For nearly two decades, John Allison has inspired all of us at BB&T to focus on a singular vision: creating the best financial institution possible. It is hard to overstate his influence on BB&T’s success.”

Photo:Wayne Morris

~Kelly S. King, President and CEO

John A. Allison IV Chairman and Retired CEO BB&T Corporation

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

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Average Loans

% 5.0

99.0

BB&T Colonial

Average Deposits

99.7

100.0

th ow Gr

99.6

96.0

9% 8.

94.0

th ow Gr

93.9

KY 90 Branches $4.0bn Deposits #4 Rank

92.0

($bn)

97.2

97.0 95.9

90.0 90.0

Texas Branches: 22 Deposits: $824 mm State Rank: #53

DC 12 Branches $1.1bn Deposits #7 Rank VA 392 Branches $19.8bn Deposits #2 Rank

96.0 94.9

88.0

95.0

86.7

86.0

94.0

TN 57 Branches $2.5bn Deposits #6 Rank

84.0

93.0 92.0

Headquarters WinstonSalem, NC

82.0 2Q08

3Q08

4Q08

1Q09

2Q09

2Q08

3Q08

4Q08

1Q09

2Q09

NC 360 Branches $28.4bn Deposits #2 Rank

Source: SNL and Company Reports

AL 93 Branches $5.8bn Deposits #4 Rank

SC 116 Branches $6.3bn Deposits #3 Rank

ASSET GROWTH DURING THE ALLISON YEARS

John Allison became CEO of BB&T in 1989. The numbers In billions of dollars $160 140 120 100 80

GA 176 Branches $9.4bn Deposits #5 Rank

achieved during his tenure as CEO are extraordinary:

!"Growth from an eastern North Carolina bank with $4.7 billion in assets into the nation’s 11th largest banking organization spread over 11 states, with $152 billion in assets; !"An 8.1% compound annual growth rate in earnings per share over 20 years; !"A 20-year compound annual total return to shareholders that exceeds the performance of the S&P 500 Index and our peers; and ! An unbroken record of dividend increases.

$152

FL 306 Branches $14.1bn Deposits #5 Rank

60 40 20 0

'89 '90 '91 '92 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08

In Billions of Dollars

John Allison became CEO of BB&T in 1989

BB&T enjoys the third highest market share in Mecklenburg County, behind only Wachovia/ Wells Fargo and Bank of America. For the region, which stretches from Iredell County to Chester County in South Carolina, BB&T trails only Wachovia/Wells Fargo. Moore’s territory counts more than $4 million in deposits and those increased at a 10 percent clip in 2008. This year’s growth will be slower, he says, and predicts that will continue until mid-2010. Still, he likes the resiliency he sees in the Charlotte region as it faces the sharp economic downturn. “Our approach is to try to work with our clients through their problems,” he says. “It’s better for us and it’s better for them. A lot of these folks are going to come out of this and do well when things improve, and we want them to be clients then.” In Charlotte since 2006, the 53-year-old Moore has been with BB&T since 1983. Asked about Allison’s leadership, Moore lists four points that make him a standout: communicating a vision, a participatory management style, a passion to be the best, and an emphasis on training and learning. He’s happy to see Allison take his place in the North Carolina Business Hall of Fame. The best word I can use to describe John Allison is ‘visionary’; John clearly had an idea of where he wanted us to go and he outlined that vision very well,” says Moore.

Indiana Branches: 2

MD 130 Branches $6.2bn Deposits #7 Rank

WV 78 Branches $5.0bn Deposits #1 Rank

94.4

92.0

98.0

($bn)

GROWTH IN AVERAGE LOANS AND AVERAGE DEPOSITS

! BB&T Coverage

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“I told John when he stepped down as CEO that I appreciated him making me a better person, a better leader and a better banker,” says Moore. Moore also likes Allison’s participatory management style. “He thinks the more input you get, the better off you are,” he explains. “And debate is a good thing. You get better ideas.” High achievement figures into the Allison profile. “John has always instilled in us to be the best you can be at whatever you do—be the best financial institution possible,” Moore says. Then there’s the emphasis on training and education. “Just as important as the technical things about being a competent banker,” he says, “is learning that develops your brain in other ways and challenges you to think critically.” Allison echoes that sentiment. “The development and growth of people has been the most enjoyable part of my career,” he says. After growing up in Charlotte and Chapel Hill, Allison attended the University of North Carolina at Chapel Hill, earning a bachelor’s in business administration. He went straight to work for BB&T, which then was a small eastern North Carolina bank based in Wilson. He found he liked banking so much he ditched plans for law school, instead earning his master’s in business administration from Duke University while working at BB&T. While still a BB&T rookie, Allison collaborated with another associate to devise a true

management training program. That basic course remains in effect today. “We have invested dramatically more in employee education for a long time,” Allison says. “We are really the only major bank that’s hiring intensely into a leadership development program in the current environment.” He thinks this investment has paid big dividends long-term. “Good people attract good people,” he says simply. Allison progressed from managing the leadership development program to regional loan administrator. He joined executive management in 1980 and became manager of business loan administration. A year later, he was named manager of the BB&T Banking Group and in 1987 he took the firm’s presidency. When he succeeded Vincent Lowe as chairman and chief executive in 1989, the bank had $4.5 billion in assets. A high point in Allison’s career was the 1995 merger with Southern National in which the bank kept the BB&T moniker and moved headquarters to Winston-Salem. Allison and Southern National head Glenn Orr agreed he would be chief executive and chair the combined companies. Allison is proud of BB&T Insurance Services, a business built from a tiny agency in Wilson. Now BB&T is the fifth largest insurance provider in the United States and ranks sixth worldwide. He’s quick to credit insurance chief Wade Reese.

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“The best word I can use to describe John Allison is ‘visionary’; John clearly had an idea of where he wanted us to go and he outlined that vision very well.” ~Louis Moore Group/Regional President and Charlotte Metro Regional President

“Wade is a classic example of the success of BB&T’s investment in growing leaders,” he says. ! Emphasizing Values Through the years, Allison developed and honed a business culture that emphasizes values. “We are very much a principle-driven organization,” he says, “and those principles are long-term guides to action.” For example, BB&T refused to offer negative amortization mortgages because leadership could see that many candidates for the loans couldn’t pay them back. “So we passed on something that was very profitable short-term, but would harm our customers long-term, not for economical reasons but for ethical reasons,” Allison points out. An avid reader, Allison likes many of Ayn Rand’s theories. “Rand is an advocate of reason, individual rights and capitalism,” Allison says. “In the long run, if the government violates individual rights, including the right to the product of your labor, the philosophic principles which have made America great will be destroyed.” BB&T sponsors programs on the moral foundations of capitalism at more than 50 universities. These studies caused controversy at UNC Charlotte and Marshall University, but interest in the academic community has grown rapidly and the number of programs has expanded. Allison estimates he’ll deliver 50 talks this year, “defending free markets and trying to make people understand that a free society includes economic freedom.” He thinks current government policy is taking the country “in the wrong direction with blinding speed.” With Wake Forest students, he plans to talk about principles of leadership. “I think there’s been a failure of leadership both in business and government,” he says, “and it’s because we’ve become very pragmatic, very short-term oriented, and we need to take a longer-term perspective.” When Allison steps down as chairman, he’ll have more time to read philosophers such as Thomas Aquinas, John Locke and Thomas Jefferson. “There is a group of philosophers that have greatly influenced my thinking,” he says. “Aristotle and Ayn Rand would be on top of my

list. They are the fundamental defenders of reason and scientific method.” He will also enjoy his model railroad. “I didn’t have a lot of money growing up, so I couldn’t get the trains I wanted,” he explains. “Now I’ve bought plenty of them.” If that’s surprising, it’s among the few details about Allison that are. “It’s very predictable what I’m going to do,” he smiles, “because it’s based on what I say.” ! Successful Transitioning That sentiment is reflected in Allison’s succession plan, providing an orderly transition for Kelly King, formerly chief operating officer who took over as BB&T’s chief executive January 1. “There were five of us that pretty much drove BB&T,” Allison says, explaining they were about the same age. “So we started over five years ago working on a succession plan. If you haven’t planned for the future of the company after you retire, you really weren’t a good CEO.” Marking King’s first year at the helm is this summer’s acquisition of Colonial Bank. Reeling from bad loans, Colonial was failing and the FDIC picked BB&T as the buyer. That acquisition adds $22 billion to BB&T’s $136 billion in assets and brings it a presence in Texas, a new territory, and jumps the bank to 8th largest in the country. Moore played a critical role in the Colonial takeover. He found 28 retail associates from his territory to travel to Dallas and Austin and ease the transition to BB&T. They were part of a force of about 400 who flew to Colonial branch destinations on a Thursday evening and couldn’t tell their loved ones where they were until the deal was closed late Friday afternoon. “It was a great testament to our employees that they would be willing to do that,” Moore says. Moore clicks off the ways the Colonial franchise helps BB&T. “We were able to fill out our Florida footprint,” he says. “We were missing south Florida, but we were missing mass in Jacksonville, Orlando and on the west coast. We had 100 branches; they had 200. It changed the whole dynamic of our Florida presence. “And we picked up fourth in market share

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

in Alabama,” he continues, adding that BB&T is also ready to test the waters in Colonial’s Texas footprint. “It probably doesn’t sound like a John Allison acquisition,” says Moore. “But this was a failed bank. In John’s era, there really weren’t many of those.” And while Allison and King are very much alike, the acquisition may show an important difference. “John’s probably a little more of a philosophical person,” Moore says. “Kelly has been the execution person.” Moore recounts speaking with Allison on a recent evening when Allison delivered a speech at Queens University of Charlotte. Moore feels Allison’s comments to him were telling. “One of the things he’s proudest of is that the company is doing well without him,” Moore says Allison told him. “He had folks who were ready and able to lead the company, even in unprecedented times. “That’s really his legacy,” Moore concludes. “He left behind a group that could perpetuate the company.” biz Ellison Clary is a Charlotte-based freelance writer.

BB&T Corporation Charlotte Metro Main Office 200 South College Street Charlotte, N.C. 28202 Phone: 704-954-1000 Principals: John A.Allison IV, Chairman; Kelly S. King, President and CEO; C. Louis Moore, Group/Regional President and Charlotte Metro Regional President Headquarters:Winston-Salem, N.C. NYSE: BBT Employees: 32,250 full-time equivalent Founded: 1872, as Branch and Hadley in Wilson, N.C.; subsequently Branch Banking and Trust Co.; presently BB&T Corporation (1997) Financials: $165.3 billion in assets; 1,800 financial centers in 13 states and Washington, D.C. Distinctions: Named Forbes Platinum 400 Best Big Companies (8th time); 289th on 2009 Forbes Global 2000; consistently recognized as one of Fortune Magazine’s “Most Admired Companies” Business: Nation’s 8th largest financial holding company by assets, offering a full range of financial services including retail and commercial banking, insurance, investment, international services and leasing. www.bbt.com

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(l to r) Tim Ilderton Dealer and General Manager Odell McBride Regional Manager Catherine Martin Conversion Specialist Ilderton Conversion of Charlotte, L.L.C.

t began as T. Carey Ilderton Sr.’s observation in 1972 that he could fulfill a need in the marketplace for increased mobility for seniors and handicapped individuals by expanding his High Point Dodge-ChryslerJeep dealership to provide conversion vans and accessories for the disabled. He had done some research and learned through working with government agencies that there was quite a need to provide modified vehicles to various government-supported organizations for the disabled, elderly and those with special needs to maintain their mobility. He enlisted the assistance of family members, daughters Beth and Caroline, to drive the prototype vehicle, modified by a company in the Midwest, from St. Louis to High Point. Today, it still takes the help of family to get

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the job done at Ilderton Conversion. The family makes it their mission to see that elderly, disabled and partially mobile people who come to them for guidance are able to regain their independence easily and affordably. Making Converts In 1926, Horace G. Ilderton founded the family’s dealership in High Point, N.C. Father and son Carey Ilderton worked closely, and when Horace reached retirement age, Carey Ilderton carried on his father’s family-oriented approach to selling cars. Today, the Ilderton companies have an impressive and unique family presence. Carey Sr., 89 years young, is still an active force in the Ilderton automotive businesses. Carey’s son Tim leads the Ilderton automotive empire with the

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by jill purdy

[bizprofile]

# to Mobility

COMMITTED

Conversions are a Family Affair for Ilderton

Conversion Vans -./0123'4156'/'417746'6/8169:

“We think of each employee as a member of the extended Ilderton family. They become part Ilderton when they come on board. We have something unique in that respect—high expectations and caring—that permeates the business.” Tim Ilderton Dealer and General Manager

support and assistance of his brother Steve. And Laura Gellerstedt, Catherine Martin and John Ilderton, Tim’s three children, help their father and uncle make Ilderton Conversion and Ilderton Dodge-Chrysler-Jeep thrive. The family affair doesn’t end there, though. Tim’s wife, Linda Ilderton, spent 20 years as the champion of Ilderton’s advertising campaigns, passing her responsibilities on to her daughter Laura five years ago. And T. Carey Ilderton Jr., the eldest of Tim’s siblings, was a driving force in the businesses until his death five years ago. The Ildertons provide a strong family foundation for their business and family values have been at the core since 1926, even as the companies have grown to include four locations: three conversion showrooms in Charlotte, Charleston and High Point, and one Dodge-Chrysler-Jeep

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

franchise also located in High Point. “We think of each employee as a member of the extended Ilderton family. They become part Ilderton when they come on board. We have something unique in that respect—high expectations and caring—that permeates the business,” says Tim Ilderton, general manager and dealer of Ilderton Conversion and Ilderton DodgeChrysler-Jeep. “If you’re a family, those qualities just come naturally.” With the expertise of mechanical genius Chuck Willard on board at the company’s inception, Ilderton had the skills required to make any sort of modification to a van that could be imagined. The challenge of finding the right supplier for the conversion mechanisms was another story. Ilderton tested out various suppliers before meeting Ralph Braun, who had launched a $

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mobility products business in 1973, just one year after the launch of Ilderton Conversion. Winamac, Indiana-based Braun Corp. was founded by Ralph Braun. He had been diagnosed as a child with spinal muscular atrophy which confined him to a wheelchair by age 15. So he built an electric scooter, then a wheelchair lift and eventually products such as the Entervan, a minivan with a lowered floor to help people in wheelchairs get around. Then he lined up dealerships across the country to carry his line of vans. Braun’s own mobility challenges enable him to draw from his personal experiences to be an innovator in mobility products. He understands the fears of those with mobility needs, what is required to earn their confidence, and how they need to be served. Carey Ilderton already understood his role as a resource for the mobility-challenged and was thrilled to identify a supplier whose business approach was in sync with his own. Meeting Ralph Braun was a breakthrough for Carey Ilderton. By the early ’80s, Ilderton was so confident in Braun’s mechanisms that he began to use them exclusively in his conversions. Referrals from Braun’s extensive marketing efforts gave Ilderton Conversion a steady flow of customers and Ilderton’s expertise earned the company a solid reputation for providing the right products to mobility-challenged customers. Over the years, rapid changes in technology and in laws, such as the Americans With

BRAUN & #BRAINS Ilderton Conversion is the area’s exclusive Braun dealer. Ralph Braun, founder of The Braun Corporation, was diagnosed with spinal muscular atrophy and confined to a wheelchair by the age of 15. Through perseverance, Ralph completed his education, found employment as a clerk at a nearby hospital. Ralph’s exhaustion and frustration with wheelchairs available at the time, “iron monsters,” became his inspiration to find better solutions for mobility. In his cousin’s farm shop, he began to tinker with a new kind of wheelchair, what Ralph called the Tri-Wheeler. Word spread quickly and orders rolled in. Ralph created invention after invention, using himself as a mobility test dummy and producing each product personally. Soon his mobility products business was so time-consuming that he left his full-time job to pursue it exclusively. Incorporated as The Braun Corporation, the demand for Braun mobility solutions has skyrocketed. Many of Ralph’s first customers have become dealers and use of Braun products has spread across the country. The descriptor BraunAbility illustrates Ralph’s personal mission to celebrate the abilities rather than limitations of people. He knows, from his own experience, that mobility becomes ability.

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“We have respect for our customers and high expectations of our employees. Those concepts ensure that each customer has the best possible experience with us and reaches their mobility goals.” Tim Ilderton Dealer and General Manager

Disabilities Act of 1990, have kept the business on its toes, so much so that Carey Ilderton called on family for additional support. This time it was from his son, Tim. In the early ’90s, Tim Ilderton began an active role at Ilderton Conversion. Modernization and expansion had enhanced Ilderton’s reputation for being good business people and good people to do business with. With the encouragement of Ralph Braun, Tim began to explore expansion to Charlotte where the market was underserved in terms of mobility solutions. In 2006, Ilderton Conversion of Charlotte opened for business and, immediately finding customers from city organizations to state agencies to special needs individuals. And in 2008, the Ildertons expanded into Charleston, S.C., as well, opening a new facility. The proximity of High Point and Charlotte and Charleston mean many of Ilderton’s customers are within fifty miles of one of Ilderton Conversion’s locations. However, the company’s expertise and reputation draws those with mobility needs from hundreds of miles away. “We’re incredibly fortunate,” comments Tim Ilderton. “We have customers that live ten minutes away and those who drive from areas like Blacksburg, Virginia, several hours away. We are

given the opportunity to see their lives unfold. As they graduate from college, get jobs, get married and have children, we help them meet their mobility needs and carry on active lives.” Finding Solutions Ilderton specializes in offering end-to-end products and services that have been carefully planned to meet the mobility needs of its customers. From the simplest modification to the most complex conversion, Ilderton works with customers to fit the best product and vehicle to their needs and goals. “We sit down with our customers in their homes and talk to them about their families and their challenges. We discuss safety and security, ease of use and durability,” says Catherine Martin, conversion specialist at the Charlotte conversion location. “We include caregivers in this conversation because our services and vehicles can save them time and make it much safer for them to transport their clients. Only after we know the details of their situation, can we look at a solution from their perspective and accurately identify the mobility solution for them. We make sure that what they purchase meets their goals, supports their lifestyle and accommodates their budget,” continues Martin. Lisa Shelley, Ilderton customer, is so pleased with her relationship with the Ilderton team that she participated in a television commercial for a recent Ilderton Conversion advertising campaign. “Ilderton Conversion made sure I got the van that met my needs. I can go places and do things. I’m not afraid for my safety as I’m driving,” says Shelley. “Ilderton Conversion is the best thing that has happened to me.” Ilderton has expanded their product line to provide all ranges of conversions, basic to high-end, on multiple makes of vans as well as modifications to any make and model car. Dodge and Chrysler are the most popular vans for conversion, but there is growing popularity in conversions for Toyota vans. Ilderton also offers full-size vans and Champion Buses with lifts which are heavily utilized by governmental organizations and group residence providers. Another unique product offering of Ilderton Conversion is the GEM (Global Electric Motorcars), popular with a broad range of organizations. [They look like enhanced golf carts.] SouthPark Mall and UNC Charlotte use GEM cars to monitor and manage their facilities and grounds. Ilderton’s insight into the family situations

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of its customers has also inspired the offering of rental services for mobility vehicles so that sons and daughters can visit parents and transport them in safety and comfort. In addition, Ilderton provides parts and repair services for its vehicles, and a complete line of accessories including hard-to-find items such as seat belts for converted and modified vehicles. All sales consultants and service technicians are factorytrained and certified by Chrysler and Braun for adaptive equipment up-fits for both private and commercial vehicles. The Ilderton team holds multiple certifications for providing vehicle modifications for mobility needs and routinely works with public resources in both the Carolinas, Virginia, Kentucky and Pennsylvania. On top of it all, the company even goes the extra mile. “We provide pick-up services that help coordinate logistical challenges for our customers, their caregivers and their family members. We make sure that our showrooms are accommodating and comfortable for those who may have driven for several hours to get here,” explains Martin. “We treat them like family because they are our family of customers.” The family attitude is interwoven throughout the Ilderton enterprises. “We have respect for our customers and high expectations of our employees. Those concepts ensure that each customer has the best possible experience with us and reaches their mobility goals,” says Tim Ilderton. Unique Challenges The mobility equipment industry is quite unique. Even among competitors there is a unified effort to enable the mobility-challenged. Ilderton often consults his peers and works together with other dealers to find particular vehicles for customers.

“We don’t hesitate to reach out to one another. The services we provide create a common bond between us and we work in partnership to fill the mobility needs of the region,” comments Tim Ilderton. “It is a very tight-knit community.” The Ilderton companies are quite unique, as well. Regardless of which location you visit or which team member with which you speak, a genuine desire to help draws you into the family like an automatic response. With a four-generation Ilderton history and six Ildertons actively involved in the business, the caring, attentive and genuine family undertone prevails. During today’s economic challenges, the need for mobility vehicles and vehicle modifications is steady for Ilderton Conversion. Ilderton regularly searches for used vehicles to use in conversions. This is partially driven by customer budgetary requirements but is also the result of reduced manufacturing output from automakers. “We’re beginning to feel a shortage of new vehicles. Manufacturing output is down for our major brands and there are fewer options in new vehicle lines,” says Tim Ilderton. “If we can provide a customer with a used option that eases the financial stress of obtaining transportation, we’ve still reached our goal.” Economics has encouraged a tightening of the belts across all Ilderton locations, but the need for mobility conversions is only growing, as evidenced by Ilderton’s expansion into the Charleston area during the 2008-2009 downturn. Tim Ilderton continues to watch for additional opportunities for expansion. Through its partnership with Braun, Ilderton

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Conversion will be able to maintain a controlled growth. The aging baby boomer population demands mobility. As the region’s exclusive Braun dealer, and winner of the Braun President’s Club for 23 consecutive years, Ilderton can respond to rising mobility needs in cities across the Southeast with its unique formula for meeting family-style challenges with family-style service. “My father expanded into the conversion business because he saw a way that he could build a business to help others,” comments Tim Ilderton. “Today, Ilderton Conversion has the same goal: We’re here to improve the quality of life through the mobility products and services we offer.” biz Jill Purdy is a Charlotte-based freelance writer.

Ilderton Conversion of Charlotte, L.L.C. 416 Tyvola Road Charlotte, N.C. 28217 Phone: 704-523-2022 Principal(s): T. Carey Ilderton Sr., Founder;Tim H. Ilderton Sr., General Manager and Dealer; Odell McBride, Regional Manager; Catherine Martin, Conversion Specialist Locations: Charlotte, N.C.; High Point, N.C.; and Charleston, S.C. Founded: 1972 in High Point, N.C.; 2006 in Charlotte; 2008 in Charleston Employees: 26 employees across all locations, five in Charlotte Affiliated Company: Ilderton DodgeChrysler-Jeep, High Point, N.C. Industry Affiliations: National Mobility Equipment Dealers Association (NMEDA); Veteran’s Administration & Vocational Rehabilitation; authorized Braun dealer and recipient of the Braun President’s Club Award for 23 consecutive years Representative Customers: City of Charlotte, CATS,York County, Department of Veterans Affairs North Carolina, CorVel, Carolina Specialty Transportation, Metro Transportation Services and Goldencare Adult Daycare Business: Conversion vehicle sales and service; area’s exclusive Braun dealer; specializes in the assessment and installation of adaptive equipment; has the largest selection of new and pre-owned accessible vans in the Southeast. www.ildertonvans.com

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(l to r) Ron Colello, Director of Operations Michelle Welch, Administrative Assistant Jack Saumby, President Marcy Saumby, Office Manager Joseph Hendricks, Regional Director Mint Condition Franchising, Inc.

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by carol gifford

[bizprofile]

MINT KEEPING IT IN MINT CONDITION Franchisor Cleans Up in Commercial Cleaning Industry

usiness might be downright messy if you are a commercial cleaning company planning to steadily expand until it saturates the $120 billion industry. But for Fort Mill, S.C.-based Mint Condition Franchising—named one of Entrepreneur magazine’s top 500 franchise operations in 2008—is cleaning up, with business continuing to grow during the recession. “Even in this economy, businesses still need a cleaning service,” says Jack Saumby, president of Mint Condition Franchising, Inc. “Our model is recessionresistant. Our industry is probably one of the most fragmented of any; nobody dominates the market in any geographic region. You can take over just two to four percent of a marketplace, and you will have a successful business. “Right now, unemployment in the Charlotte metro area is about 12 percent, but we’re still growing. We target small to medium-sized office buildings and stay away from those sectors experiencing some upheaval, such as housing or automobile-related companies.” Mint Condition Franchising offers commercial cleaning and janitorial services for businesses, including medical, banks, office and professional buildings. Two key attributes of a successful commercial janitorial company, says Saumby, are having strong systems in place and hiring and retaining the right people.

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Learning How to Clean Up “People think that since they know how to clean their home, they can run a cleaning business,” says Saumby. “But it’s not the same thing as cleaning your house. You have to be able to differentiate between the business end and the actual cleaning.” For example, he said one key to pricing cleaning jobs accurately is to understand how to figure out the cost of cleaning different-sized spaces. “We purchased a software program designed for the janitorial industry to figure out exactly how long it will take us to vacuum 1,000 square feet or clean the desks, rest rooms and break rooms,” he says. In addition, customers want janitorial services to do several things: provide competitive pricing, use safe products, and provide a dependable consistent service, says Saumby. “What would you think if you found out that the person cleaning your office had first cleaned the urinal with the rag they were using to wipe the top of your desk?” asks Saumby. “That would never happen with our cleaning system. And we use the same color-coded cleaning system whether its medical, office or professional buildings.” According to Saumby, Mint Condition Franchising uses reusable and ecofriendly products that are more costly upfront, but allow for increased usage and are better for $

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“People think that since they know how to clean their home, they can run a cleaning business. But it’s not the same thing as cleaning your house. You have to be able to differentiate between the business end and the actual cleaning.” Jack Saumby President

the environment. The microfiber cloth system used for cleaning patient rooms in medical office buildings is the same system used in any office environment. Their specialized cleaning system is and taught to all franchise owners in the company’s headquarters by Ron Colello and Joe Hendricks, two of the company’s Fortune 500 executives hired to manage training, sales and operations. They’ve introduced the color-coded system that avoids cross-contamination. The system uses different color microfiber cloths for different cleaning purposes, laundered after each cleaning, that last for 1,000 to 2,000 machine washes. Instead of the traditional mop and bucket to clean the floor, the company uses a two-compartment bucket design and germicidal cleaner, so personnel are only putting clean water on the floor. Additionally, the company uses only S.C. Johnson green seal-approved chemicals. For vacuuming purposes, the company uses a four-stage HEPA vacuum ergonomically designed as an 11-pound backpack with a 99.7 percent effective filter endorsed by the American Lung Association that allows for cleaner, more efficient vacuuming. “Today with the swine flu scare, people are really concerned that their offices and working conditions are clean and sanitary,” says Saumby. “But it doesn’t cost any more to clean

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offices at a hospital grade level than it does with conventional cleaning. “Our use of green cleaning materials and a systematic cleaning routine makes our company more health-friendly as well as cost effective,” says Saumby. Customers Recognize the Difference “I like the way they run their business,” says customer Ann Reap, facility manager at Senderra Funding, a mortgage bank located in Fort Mill. She has worked with Mint Condition for over two years now to clean their 45,000-square-foot professional office building. The company cleans five times a week and, on a monthly basis, maintains its 15,000 square feet of unfinished space. “They are very professional, responsive and proactive,” Reap explains. “Instead of just assuming that things are going well, my cleaning crew manager checks the work personally and is in regular contact with me to make sure I’m satisfied with the job.” Marsha Burch, an administrator for Davis, Steele & Iron, a steel fabricator, has employed Mint Condition cleaning crews for the past three years and she appreciates the company’s trustworthiness and flexibility. A cleaning crew cleans the two-story building two nights a week. “A few months ago we asked Mint Condition to change the days it cleans our office and it was quickly accommodated. Also, the cleaning crew is trustworthy,” says Burch, who trusts them and their ability to keep the building secure. “They come and let themselves in,” says Burch, “and then lock up, set the security alarm, and leave the building. We’ve never had any problems.” Mint Condition Franchising has grown to 80-plus individual franchises in Charlotte and 145 in total, with a diverse clientele base that includes office, professional, medical, schools, churches, and other buildings. The company also has 10 master franchises, or executives, who have bought the rights to develop “hot” regional areas with a 400,000-plus population.

Through its tested and successful model, Mint Condition Franchising offers individuals two levels of opportunity. They can join the company as individual franchisees as a way to either work full-time or supplement another income stream, or begin a master franchise, recruiting new customers and training other individual franchisees how to grow their own area cleaning businesses. Saumby attributes his company’s success to three factors: using a special software program to provide accurate cleaning estimates to customers; utilizing the same comprehensive cleaning system for all sites throughout their franchise model, and an in-house telemarketing center that eliminates cold-calling and provides on-going assistance with developing and maintaining a customer base. Starting From the Ground Up Mint Condition Franchising began in 1987 in Charlotte as Maintenance World, Inc., an independent commercial cleaning company started by Saumby, who had relocated from the Houston to Charlotte area. A Buffalo native, Saumby was a former sales executive with Honeywell in Houston until the 1984 recession led him to a new profession. He took over a floundering janitorial business, growing the company from $200,000 to over $1 million in revenue in just four years. Saumby and his wife, Marcy, a co-owner of Mint Condition Franchising, decided to relocate to Charlotte in 1987 to be closer to their families on the east coast. They opened a cleaning company in an area with a strong and growing office environment. “Business was booming in the Charlotte region,” says Saumby. “We worked really, really hard, making cold calls all day and cleaning at night. It was a hard way to start a business. I had to learn from all my mistakes—and I made plenty— but I had a strong desire to own my own business and be successful.” The Saumbys grew their new company to the eighth largest in the Charlotte market in just

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â&#x20AC;&#x153;I plan on staying and growing with the company. Itâ&#x20AC;&#x2122;s a way for me to have my own business while Mint Condition handles most paperwork and finds the accounts.â&#x20AC;? Andrew Strong Mint Condition Charlotte

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eight years. Then when the company reached the 100-employee mark, Saumby realized he needed to make some changes to grow further. He took time to study the franchising business and evaluate different models before he converted his Charlotte business into a franchise model in 1995-96. His quality model attracted interest and new franchise owners, but was a path very different from most other franchise company models. The Mint Condition model includes guaranteed cleaning contracts and low franchise turnover. Other franchise models have higher upfront fees and increased fees for lost accounts, leading to failures, often resulting in 30 to 40% turnover, and litigation against the franchisor. In contrast, Saumby studied and built a scalable franchise system, allowing individuals $

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and master franchises to buy in at a certain level and grow if and when they desire. His patience paid off. The Entrepreneur’s Source (TES), a national multi-franchise marketing program now offers Mint Condition Franchising, Inc. master franchises for sale. The company expects to add eight to 10 master franchises each year, a rate that will take another 10 years to saturate the U.S., says Saumby, who adds that steady growth is fine. Master franchise owners can buy a territory for about $100,000, based on size, a fee that is much less expensive than some competitors, says Saumby. The 10 master franchisees own the rights to major metro areas across the country from Pennsylvania to California. “At the master franchise level, we attract executives who may have worked in other businesses and been downsized, or decide to take more control of their lives instead of being dependent on corporate America,” explains Saumby. “These are people with proven skill sets who know what they want and recognize the value in our system that allows them to concentrate on building their business and know that a quality assurance system is in place to retain customers.” Sunil Marolia, who owns an Orange County, Calif., master franchise, says he wanted to find a business that he could grow in spite of the recession and it was Mint Condition Franchising’s business model that attracted him. “The recurring revenue stream was a major attraction and I could see the long-term benefits of developing the business,” explains Marolia, an engineer who had owned a software company that he later sold to Hewlett Packard. “The early years of business development lead

to sustainable and profitable revenue for subsequent years, and the model includes a strategy of customer retention.” Individuals can become franchise owners with an investment of about $3,000 and most enter the business to supplement another source of income. They decide how much business or hours they want to put into the company and how they want to structure their cleaning. Some do it themselves, while others hire employees that they supervise, or some combination of the two. Since most cleaning is done at night, franchise owners can often work daytime hours at another job and then head to work at the Mint Condition franchise in the evening. Saumby offers them guidance and help reviewing legal documents such as the federal disclosure document that all franchisees must sign, showing them, step by step, what they’re paying for and what will be provided for them. “I started with the company about three years ago and built up my business to where I have seven employees and spend about 40 hours a week supervising their work,” says Andrew Strong, who lives in Charlotte and supplements his school district janitorial job with his Mint Condition work. “It’s a great company to work with. They are very responsive to what I need and want. I can decide how many hours I work and how many employees I want to hire.” Strong said his franchise has nine cleaning accounts with offices in Charlotte, Fort Mill and Rock Hill and most of his jobs are done in the evening. “I plan on staying and growing with the company,” says Strong. “It’s a way for me to have my own business while Mint Condition handles most paperwork and finds the accounts.” Saumby says franchise owners can make as

much money in their secondary income with Mint Condition, Inc. as they do in their daytime jobs, and that some owners who were downsized in the recession, made up the deficient by increasing the hours they spend on their franchise work. “Our model includes the customer base so franchises can keep working on what’s important to them—providing high-quality service resulting in recurring revenue,” says Saumby. Saumby’s franchise business philosophy is to “look for the right people, not necessarily the people with the most money.” “You don’t work this hard if it is all just about money,” says Saumby. “My idea is to build a highquality franchise system that will last.” biz Carol Gifford is a Charlotte-based freelance writer.

Mint Condition Franchising, Inc. 1057 521 Corporate Center Dr., Ste.165 Fort Mill, S.C. 29707 Phone: 803-548-6121 Principal: Jack Saumby, President; Ron Colello, Director of Operations; Joseph Hendricks, Regional Director; Marcy Saumby, Office Manager; Michele Welch, Administrative Assistant Employees: 11 full-time, 6 part-time Established: 1996 Recognition: Entrepreneur magazine’s top 500 franchise operations in 2008 Business: Franchisor of commercial cleaning and janitorial services. www.mintconditioninc.com

If you worked here, you’d be cool by now. Can your office space actually make you “cooler”? Some doubt it, but the Design Center is working hard to prove those naysayers wrong. With an ideal South End location, a diverse mix of tenants and an inspired schedule of events and creative activities, we’re showing that there’s merit to the famous saying “You are where you work.” OK, we made that part up–but the vintage vibe, inspired aesthetics and innovative environment that we call home are very real…and really cool. Want proof? Contact Meredith Dickerson at 704-971-6517 to see for yourself what makes us truly unique.

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[ontop] Awards & Achievements The National Association for Stock Car Auto Racing (NASCAR) has announced the inaugural class of the NASCAR Hall of Fame: Dale Earnhardt, Bill France Sr., Bill France Jr., Junior Johnson and Richard Petty; the Class of 2010 will be officially inducted in a ceremony on May 23, 2010, at the NASCAR Hall of Fame. The Charlotte Chapter of the Entrepreneurs’ Organization (EO Charlotte) has announced the following members have been named to the Inc. 5000 list of fastest growing private companies in America: Integra Staffing & Search (#2037 overall and #67 in Human Resources), Park Inc. (#2969), and WebsiteBiz (#3558). Advertising & Media Karen Ponischil and Dawn Newsome, founders of Moonlight Creative Group, have accepted the

Moonlight Creative Group

2009 Charlotte Regional Ethics in Business Award in the Small Business

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Category from the Charlotte Chapter of Society of Financial Service Professionals. Business & Professional Attorney Danica L. Little, of Wishart, Norris, Henninger & Pittman, P.A., has been appointed Charlotte Women’s Bar vice presi-

Danica Little

dent for 2010; she is a founding member and has served as a chair and board member. Both an attorney and CPA, she has also been recognized as a Charlotte 2009 40 Under 40. Donald P. Ubell, a partner in Parker Poe Adams & Bernstein’s

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Sarah Katherine Robinson has joined the Charlotte office of Wishart Norris Henninger & Pittman as an associate.

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[ontop] LET US SHOW YOU HOW TO MAKE A LASTING FIRST......

LaTosha Barnes has joined Poyner Spruill LLP as an associate.

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tional (FSBI) conference. Confidential Records Management, Inc. (CRMI) has hired John Williams as executive account manager in its Charlotte office.

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The Daniel Group, which

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helps business-to-business companies keep profitable clients and find new ones, has hired Meredith Ritchie as director of business Meredith Ritchie

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James Warder has joined GDC-Total Business Solutions as marketing director. Duvall Investment Group, Inc., provider of homeowners, condominium and townhome ownersâ&#x20AC;&#x2122; association management services, has named Jessica Miller as association manager. Construction & Design Batson-Cook has appointed R. Randy Hall senior vice president and general manager of its Atlanta construction office where he will Randy Hall

oversee the firmâ&#x20AC;&#x2122;s work in Charlotte

including the Duke Energy Tower. Prior to this, Hall had been project manager for the Ratcliffe on the Green as well as Three Wachovia Tower. Brixham Green One, a 5-story, Class A office building managed by The Bissell Companies, Inc. located in Ballantyne Corporate Park, has been awarded the 2008-2009 Office Building of the Year (TOBY) Award recognizing excellence in office building management and operations. Education & Staffing Wingate University President Jerry E.

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the school has doubled enroll-

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wayne@wmphoto.biz www.wmphoto.biz

704.545.7001

ment, expanded its status from college to university and

Jerry E. McGee

has become a doctoral granting institution. Michelle Dalrymple has joined Professional Portrait Services

Jeffery Kane, Charlotte Branch Manager Federal Reserve Bank

CEO Inc., a direct-hire placement, temporary staffing and human capital services firm, as executive assistant to the president.

Michelle Dalrymple

David Privitera, executive vice president and COO of Concorde Construction Company, has been appointed by Union Academy to serve on their board of directors.

David Privitera

Engineering McCracken & Lopez, P.A., a mechanical and electrical consulting engineering firm, has appointed Anthony Brandon, James Currie, and Kevin Richey to vice president. Finance & Insurance Eileen Vargosko has been named vice president for North Carolina Bank and Trust (NCBT). Mark Antonich of Ameriprise

Eileen Vargosko

Financial has been recognized as a 2009 FIVE STAR Best in Client Satisfaction Wealth Manager by Charlotte Magazine. Wisemar, Inc., a management

Mark Antonich

consulting firm to the financial services industry, has appointed banking industry veteran Brian King as its president. David V. Cove of Hinrichs Flanagan Financial has been promoted to vice president of sales operations; he is also a founding partner of their Personal Strategy Group.

David Cove

Boston National Settlement Services LLC, a privately held real estate and mortgage services provider, has appointed Todd C. Baur as president and CEO and member of the board of directors. Government & Nonprofit The Charlotte Chapter of the Association of Fundraising Professionals (AFP) has recognized Deborah Whitfield, Child Advocate Attorney at the Council for Children’s Rights, as an Outstanding Champion of Diversity.

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[ontop] Ellis C. Fields, executive director of the Mental Health Association of Central Carolinas, Inc., has won the 2009 Mrs. J.B. Ellis Fields

Spilman Award for Outstanding Executive Director. McColl Center for Visual Art has appointed Michael Andrews as director of development and

Michael Andrews

marketing.

The Light Factory Contemporary Museum of Photography and Film has announced their new director of film, Linnea Beyer. Health Care For the second year in a row, Modern Healthcare has named Dixon Hughes PLLC as one of the 15 largest U.S. healthcare management consulting firms; Dixon Hughes now sits as the 14th largest, up one spot from its position of 15th last year. Retail & Sports & Entertainment

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Daniel Stowe Botanical Garden has appointed Hank Bruno director of horticulture; Bruno comes to the Garden from Georgia’s Callaway Gardens, where he most recently served as director of horticulture. Technology/Telecommunications Internet security firm Calyptix Security has been awarded Best in Show at the 7th Annual SMB Nation Fall Conference against competitors that included some of the largest technology compa-

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nies in the world (Cisco and Microsoft). Eric Dudley, president of interactive marketing agency WebsiteBiz, has been awarded membership to the Entrepreneurial Leadership Circle of the McColl School of Business at Queens University of Charlotte. Transportation Southeastern Freight Lines has been

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honored with the 2009 Quest for Quality Award in the South/South Central Region; Southeastern has earned the highest score two out of the last three years. biz To be considered for inclusion, please send your news releases and announcements in the body of an e-mail (only photos attached) to editor@ greatercharlottebiz.com, or fax them to 704-6765853, or post them to our business address—at least 30 days prior to our publication date.

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Call 1.877.780.5883 or visit www.carolinas.twcbc.com today. *Up to 100% off free installation offer applies up to maximum amount of $220.00. Offer valid for new customers who subscribe to Business Class High-Speed Internet and a minimum of three lines of Business Class Phone for a minimum three-year term. If the three-line BCP minimum is not met, standard installation rates apply. Standard construction rates (if applicable) apply. Offer not transferable and may not be combined with any other offer. Excludes applicable taxes and fees. If any service is cancelled prior to the end of the term, early termination fee may apply. Business Class Phone does not include back-up power and should there be a power outage, Business Class Phone, including the ability to access 911 services, may not be available. Additional charges apply for taxes, fees, Directory Assistance, Operator Services and calls to International locations. All services may not be available in all areas. Some restrictions apply. Time Warner Cable Business Class reserves the right to discontinue any feature or offer at any time. Subject to change without notice. Offer expires on November 30, 2009. ©2009 Time Warner Cable, Inc. All rights reserved.

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Cont. from p.11

Seven principles for keeping your employee handbook out of court Can your employee handbook be used against you in court? Does it give your employees rights that you never intended? You need to be careful about what you put in your employee handbook because every word can be used against you, according to Paul Salvatore and Allan H. Weitzman of Proskauer Rose LLP. They recommend following seven principles when creating an employee manual. 1. Make sure your handbook is not an employment contract. Donâ&#x20AC;&#x2122;t stop with only disclaimers in your manual. Inform employees that the policies and procedures contained in the handbook are not intended to create a contract. Distribute the manual and make sure your employees sign a receipt acknowledging that they received a copy. And reserve the right to modify or change those policies and procedures at any time. 2. Plainly state your rules, regulations and procedures. What is your attendance policy? How often do you conduct performance appraisals? Are there any restrictions on the use of e-mail? Clearly stating your procedures and rules, and then making sure they are consistently followed, helps ensure that employees understand what is expected of them. 3. Describe policies intended to assist employees. Doing so allows your handbook to function as an internal public relations system. Describe your employee assistance program. Explain your family and medical leave policy and your pregnancy, disability and child care leaves. This shows your employees that you understand the laws and rules and intend to follow them. 4. Communicate your commitment to equal opportunity. Your handbook should include an equal employment opportunity policy. Courts will look for this if you are sued for discrimination. Also include an anti-harassment policy. Define harassing behavior and give examples. Clarify supervisory responsibility and clearly set forth your internal complaint procedure. Designate more than one person who can receive complaints. What are your organizationâ&#x20AC;&#x2122;s investigation obligations? Do you have a no-retaliation

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[employersbiz] provision? These all should be clearly addressed in your manual. 5. Set termination guidelines. Include required notifications, severance pay policies and any grievance or complaint procedures and alternative dispute resolution procedures. Also consider tying severance pay to the requirement that employees execute the release acknowledging they received the handbook. This may help ensure that employees sign and return that acknowledgement. 6. Develop technology policies. The informality of communicating by e-mail makes an e-mail policy a necessity. Employees should clearly understand that there is no expectation of privacy in company equipment or in their electronic communications. Reserve the right to monitor e-mail and make sure that employees realize that all communications are “discoverable” and can be used in any legal proceedings. In addition, with the growing popularity of instant messaging in the workplace, consider a policy governing this form of communication as well. Although instant messages cannot be recorded electronically, employees, and especially managers and supervisors, should remember that they can be printed off when they appear on the screen. You may want to consider banning the use of instant messages or adopting a policy similar to your e-mail policy. 7. Include state and local legal requirements. Although keeping up with federal laws may seem like challenge enough, don’t forget that state laws also are important. Not only can state laws provide more generous benefits and protections than federal laws, they can also affect many of your policies. For example, state laws may govern your jury duty leave and workplace smoking policies. It is important to incorporate these, and other state and local legal requirements, into your employee handbook. If written properly, your handbook shouldn’t contain any information to be used against you. (CCH Online) The Employers Association provides comprehensive human resources and training ser vices to a membership of over 865 companies in the greater Charlotte region. For more information, please call Laura Hampton at 704-522-8011 or visit www.employersassoc.com.

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STEVE HILDEBRAND Deputy Campaign Manager for President Barack Obama Feb. 12, 2010

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DANIEL SHAPIRO Founder and Director of the Harvard International Negotiation Initiative April 9, 2010

JIM NANTZ Emmy Award-Winning Voice of CBS Sports April 30, 2010

HUGH MCCOLL Chairman of The McColl Group, LLC Sept. 10, 2010

CHIP BELL Founder of The Chip Bell Group, Customer Loyalty Expert and Best-Selling Author Oct. 8, 2010

FRANK ABAGNALE World’s Foremost Authority on Fraud and Identity Theft, Author of Best-Selling Book “Catch Me If You Can” Nov. 12, 2010

Hood Hargett Breakfast Club is a “category exclusive” organization that develops and hosts some 36 events throughout the year for its members and guests. Members include men and women from more than 40 local and regional businesses who have built their companies to 704-602-9529 or jenn@hoodhargett.com. Visit www.hoodhargettbreakfastclub.com.

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