Greater Charlotte Biz 2011.01 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

in this issue

cover story

Keffer Management Company

Alongside lawyers and politicians, car dealers feature as the villain in many a bad joke. But Dick Keffer has always had a knack for seeing potential where others haven’t. And to him, being a car dealer means an opportunity to make a positive difference in the world. From promoting women and minorities into leadership positions, to taking underprivileged children to the beach, his successful automotive career has been accompanied at every step by quiet acts of benevolence.

Verian Technologies

A leading provider of purchase-to-pay software, Verian’s goal is to help clients maximize the value of their organizations’ spending, minimize the amount of working capital they need to operate, and provide easy visibility into their purchasing, inventory, asset management and invoice processing. They measure their success by their customers’ successes.

28 Hampton Inn & Suites SouthPark

Location, location, location is the mantra of residential real estate, but it is also key to commercial real estate success. Location plus top-notch amenities and first-class service equals a great guest experience at the Hampton Inn & Suites SouthPark at Phillips Place in Charlotte.

34 Charlotte Speech

departments publisher’spost

legalbiz

webbiz

accountingbiz

Transforming the Business of Law to Meet the Needs of Business New Media Strategies, Secrets and Solutions Accounting, Tax and Consulting Solutions

bizoutlook

consultingbiz

bizprophet Engaging and Inspiring Thought Leadership in the New Millennium

employersbiz

workforcebiz

biznetwork

Regional Economic Analyses and Forecast Managing and Delivering Change to Optimize Business Value

Legislative and Regulatory Highlights for Area Employers Work Force Training and Development

& Hearing Center

“It’s hard enough,” says Shannon Tucker, “to be 55 or 60 and functioning at a high level in our fast-paced, 24/7 world. If your communication skills are not up to where they need to be, it will affect you one way or another. You really can’t afford to be communicating at less than 100 percent.”

on the cover:

j a nu a r y 2 0 1 1

january 2011

Richard W. Keffer Jr. Chairman Keffer Management Co., LLC

40 Scholz and Associates

“We tend to fall into the things that we’re intentional about,” explains Chip Scholz. “Intention is knowing where you are going and what you want, having those goals written down and choosing deliberately the people, activities, networks, and resources you expend your energy with. It may seem cold, but when we focus and pay attention, we accomplish things.”

Quiet

Benevolence

  Verian Technologies   Hampton Inn & Suites SouthPark   Charlotte Speech & Hearing Center

Dick Keffer Opens Doors for Others’ Dreams

  Scholz and Associates

Photography by Wayne Morris

Scan to view greatercharlottebiz.com Richard W. Keffer Jr. Chairman Keffer Management Co., LLC

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

? What is It’s being able to see around corners. It’s connecting, engaging, collaborating and debating. It’s inspiring a new generation of business leaders. is a new speaker series from the Belk College of Business.

is Tomorrow’s ideas. Today.

The

event:

FEB. 01, 2011 join us for an evening WitH

as We expLore

What Motivates us? danieL H. pink is tHe best-seLLing autHor of

Drive: the surprising truth about What Motivates us and A Whole New Mind

Learn more at:

belkcollege.uncc.edu/nexT tHis NEXT event is presented by

in partnersHip WitH

[publisher’spost] Let's Move Forward... Last month, during the lame duck session of the 111th Congress, it seemed quite amazing that Republicans and Democrats actually reached agreement on a negotiated tax package so that a consensus bill was written, passed and signed into law by President Obama before Christmas. Of course, there was considerable acrimony from right and left wingers about the impropriety of the bill, but the critical factor which produced this sudden bi-partisan effort John Paul Galles was public pressure. Thank goodness! It seems the American public would not tolerate any more partisan bickering—the levels of anxiety and annoyance that these tax issues were unresolved at such a late date, especially given the current state of the economy, were palpable. Talk about strange bedfellows… Republican Senator Mitch McConnell and President Barack Obama are two of the most unlikely leaders to reach an agreement. Just one month previously, Senator McConnell said his primary goal was to make President Obama a one-term president. In fact, this nearly $1 trillion stimulus package may go a long way toward helping the President get re-elected. If the economy stages a greater recovery by 2012, the public may show greater support for the sitting President. Nevertheless, the passage of this bill sets the stage for business to move forward in 2011 and 2012. Immediate concerns about tax rates are laid to rest. Business planning over the next two years can proceed. The unemployed will continue to receive benefits and reduced payroll taxes may support employment growth and increased consumer spending. We will see. With the new 112th Congress, the political debate will center on the federal budget and the will to impose spending cuts and/or tax increases to chart a course for deficit reduction. What combination will result, the specifics will emerge when the public demands that a package be delivered. Both Democrats and Republicans will claim credit for what they like, and blame the other party for what they don’t. With Republicans in the majority in the House and Democrats in the majority in the Senate, little progress will be made on any further initiatives unless or until the public expectations become clearer and stronger. And that may be what the public wanted from the elections of 2010…no more major changes in our economy while the economy is still anemic. As Otto Von Bismarck said, “Politics is the art of the possible.” Consensus, compromise, and agreement can be reached when the public supports a change or an action. Another pair of strange bedfellows was Bill Clinton and Newt Gingrich. They were found together agreeing to balance the budget in 1997, and producing the first balanced budget in 30 years. We will see what agreements Speaker Boehner and President Obama will produce in the next session. We clearly need to make progress on the federal deficit. But, before we can be confident about our ability to bring down the deficit, we need to boost employment and the economy. That takes time and public support. As the debate unfolds, the pathway will become clearer. I heard Hugh McColl speak about taxes this last fall. He said he didn’t think the actual tax rates were a critical factor for economic recovery as much as the need for certainty about tax rates to move forward for business planning purposes. Global pressures will also play on public pressure. Interest rates, inflation rates and the value of the dollar will all impact our will and ambition to address the deficit. With nearly 40 percent of our federal budget being borrowed, any increase in interest rates will have a profound impact on our ability to reduce the deficit. We also need growth on Main Street for jobs to be created. We need time for businesses to adapt and be reinvigorated. We need economic growth. With the future a little more clear, let’s get busy and move forward! And let’s continue to put pressure on our elected officials to do the same!! biz

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

j a nu a r y 2 0 1 1

704-676-5850

January 2011 Volume 12 • Issue 01 Publisher John Paul Galles x102 jgalles@greatercharlottebiz.com

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

Creative Director Trevor Adams x107 tadams@greatercharlottebiz.com

Sales Manager Scott C. Mayer x106 smayer@greatercharlottebiz.com

partners CC Communications, Inc. Central Piedmont Community College Elliott Davis, PLLC NouvEON Technology Partners, Inc. The Employers Association Wishart, Norris, Henninger & Pittman, P.A.

Contributing Writers Zenda Douglas Carol Gifford Heather Head

Contributing Photographers Trevor Adams Wayne Morris Galles Communications Group, Inc. 7300 Carmel Executive Park Dr., Ste. 115 Charlotte, NC 28226-1310 704-676-5850 Phone • 704-676-5853 Fax www.greatercharlottebiz.com • Press releases and other news-related information: editor@greatercharlottebiz.com. • Editorial: mlane@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 website www.greatercharlottebiz.com. © Copyright 2011 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., 7300 Carmel Executive Park Dr., Ste. 115, Charlotte, NC 28226-1310. Telephone: 704-676-5850. Fax: 704-676-5853. Subscription rate is $24 for one year. POSTMASTER: Send address changes to Greater Charlotte Biz, 7300 Carmel Executive Park Dr., Ste. 115, Charlotte, NC 28226-1310.

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

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

[legalbiz]

Transforming the Business of Law to Meet the Needs of Business

›What Did You Say? The United States Occupational Safety and Health Administration is considering a new way to address noise exposure hazards in the workplace. Being able to address noise levels through the use of ear protection is not enough if it is “feasible” to address the issues through administrative or engineering controls that do not require the use of personal protective equipment. The current use of the word “feasible” means that you are able, to a certain extent, to balance the costs and effectiveness of different programs to determine how best to meet the requirements. The new use of the word “feasible” would mean that you have to implement an administrative or engineering control if it is capable of being done without threatening your business’ ability to remain in business. It appears the costs and benefits of any course of action would no longer matter. The question would simply be whether it can be done and can be done without threatening the survival of your business. This new interpretation is not yet in effect, but a decision should be made in 2011.

›What Can a Creditor Do?

You may have had experience with or heard of certain creditor’s rights with regard to ownership interests in limited liability companies (LLCs). Many states provide that creditors can have a “charging order” put in place with regard to a debtor’s ownership interest in an LLC. This allows a creditor to obtain distributions from the LLC that would have otherwise been made to a debtor. However, the creditor is not allowed to take the actual ownership interest and sell it.

A case in Florida has highlighted how important language in a statute can be. In Florida, the court allowed a creditor (in this case, the Federal Trade Commission) to take ownership of an LLC. The court reasoned that the Florida statute did not say a charging order was the “exclusive” remedy for a creditor. It held that other remedies, including taking the ownership of the LLC, could be obtained. While most commentators on the case think it was important that the debtor owned 100 percent of the LLC in question, the court did not limit its decision to only those LLCs that were owned by a single debtor. Be careful about exactly what your state law says when considering limiting liability for you, your business and your business partners. One word can be extremely important.



›Incentive Stock Option Filings The IRS has a new reporting requirement for 2010 with regard to incentive stock options (ISOs). The requirement is for informational purposes and must be provided annually to the IRS and the employee in each year that the employee exercises an ISO. The information to be reported includes the date of grant and date of exercise for the ISO, the price per share paid and the fair market value of the shares on the date of exercise of the option. Also, keep in mind that your business’ financial statements may need to

have stock options accounted for in ways they have not been previously. For most privately owned businesses, the change in accounting on financial statements may impact financial covenants to which you are subject. Be sure to ask about all of the effects of implementing a stock option program or other incentive program in the beginning so that you are not caught by surprise either with regard to taxes, reporting requirements or impacts on other agreements you might not ever consider.

›Workplace Safety

A new law may be coming that will significantly impact how you handle employee concerns. The Robert C. Byrd Miner Safety and Health of Act of 2010 would add protections for employees who refuse to work because of “reasonable apprehension” that the work would result in serious injury to or serious impairment of the health of the employee or other employees. This provision would apply to protect employees whether the employer knows of the concerns or does not know. The Act currently only requires that the employee’s reason for refusing to work be based on these apprehensions. This Act would also put stricter penalties in place, including criminal penalties, for failing to address workplace hazards. Keep in mind that this Act may not become law. However, it is a good idea to have plans in place to identify workplace concerns even if the law is not passed.

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

Don’t Lie, Really A wholesaler found out that it does not pay to lie about customer satisfaction. The customer, a retail clothing chain, sued the wholesaler alleging a violation of the Lanham Act. The wholesaler advertised that the retail clothing chain was a satisfied customer. In fact, the wholesaler had sold counterfeit products to the chain. The chain stopped doing business with the wholesaler as a result. The claims by the customer against the wholesaler included registered trademark infringement, false endorsement and unfair competition. The trademark infringement and false endorsement claims seem obvious. The Second Circuit found that the wholesaler’s use of the chain’s trademark in connection with advertising its services was sufficient to support those claims. The claim for unfair competition is a little harder to follow. The wholesaler and chain are not competitors. Also, the chain does not own the trademarks associated with the counterfeit products. However, the court considered that the chain could be harmed by the sale of counterfeit products to other retailers. The counterfeit products could be sold for lower prices than the real products which could hurt the chain’s business and, potentially, damage the chain’s reputation. However, the court did recognize that any damages would be hard to prove.

~Gary Smith Content provided by Wishart, Norris, Henninger & Pittman, P.A., which partners with owners of closely-held 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, contact Robert Norris at 704-364-0010 or visit www.wnhplaw.com.

j a nu a r y 2 0 1 1

AT-NET Services Invites You to Our Annual

Phone: 704.831.2500 Toll Free: 866.708.0886

Technology Summit

www.at-net.net

Marriott Charlotte SouthPark January 27, 2011 8.00am - 5.00pm

Dear Business Executive: How secure is your data? Have you ever logged into your computer and found you’ve received hundreds of spam emails? Have any of your computer systems fallen victim to viruses, designed to destroy your data? Now imagine if that same virus was programmed to steal your proprietary data, including data on your clients. I’m Jeff King, the owner of Charlotte-based AT-NET SERVICES, the Southeast’s Best Network Company. I would like to invite you to our annual network security event I am holding on January 27th. I understand that someone in your position can’t possibly keep up with Information Security trends. It’s a time-consuming, technical discipline that is ever-changing. Issues of compliance, liability and classification of information are becoming more critical each day. One obvious fact remains - you need to know how to keep your data, your systems, your business, and even yourself protected. I have invited David Stelzl, a national security expert and author of Data@Risk, the 7 Essential Mindsets toward Securing your Data to speak. Mr. Stelzl will help you learn what threats are real and what’s hype. He’ll help you understand the key points of information security, help you identify where your greatest liabilities are, and - most importantly - you’ll receive valuable knowledge and ideas you can employ for your protection. So what’s the catch? No catch. My goal is to offer my clients and local business leaders the knowledge they need to protect themselves. I want to extend a personal invitation to you as I believe it will be of great value to you and your company. The event, at its foundation, will facilitate an executive level discussion and dialog about information security threats. Time is a great asset and frankly, a luxury most of us can’t afford. As a result of your commitment to protecting yourself and your company, we are offering a complimentary security review just for attending. This assessment will reveal what, if any, risks your systems currently have. I will be sending invitations shortly, but wanted to ensure that you had this date on your calendar. I look forward to speaking with you at the event. Sincerely,

President and CEO AT-NET Services, Inc.

CC Communications

[webbiz]

New Media Strategies, Secrets and Solutions

QUESTION

ANSWER

my company need a Q: Does Facebook page? ~Charlotte, NC

Let’s analyze this question with some others. Is your business audience on Facebook? What are your competitors doing? Do you have time and resources to update the page(s)? How will Facebook success be measured? These important questions can help you make initial decisions about creating and maintaining Facebook pages. Many businesses are very successful using Facebook to enhance awareness, communication, community, customer service and even sales.

At the same time, Facebook isn’t for everyone, so look before you leap. One thing’s for sure: With over 500 million active users, Facebook is certainly worthy of consideration. More Facebook facts are available in the Facebook press room at http://www. facebook.com/press/info.php?statistics. Have a question about Web design or online marketing? Submit your question to www.greatercharlottebiz/webbiz. Questions & Answers may be reprinted here in upcoming editions of Greater Charlotte Biz!

work ›

Specialty Shops on the Park— Elegance and Appeal

Visitors to the SouthPark neighborhood can’t help but notice Specialty Shops on the Park, the beautifully landscaped open-air shopping center on Morrison Boulevard, just across the street from SouthPark Mall. Specialty Shops on the Park is home to many exclusive retailers, from privately owned boutiques to national brands, and a wide variety of dining options from Italian to Mexican to All-American fare. In an effort to improve marketing, and to ensure that patrons and prospects always find something special, Aston Properties recently launched SpecialtyShopsonthePark.com. Website visitors will find this site equally elegant and appealing, offering the latest specials, events and instant access to exclusive special offers!

Content provided by CC Communications, a Web design, programming and Internet media company providing a full array of services to businesses and organizations to enhance and produce effective Web, e-mail, multimedia marketing initiatives and business process improvements. For more information, contact Kip Cozart at 704-543-1171 or visit www.cccommunications.com/resources_articles.cfm.

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

(…and What To Do About It) Our year starts with an explosion of new and expanding online marketing channels that will dramatically impact how our products and services are promoted, perceived, sold and supported. The vast number and diversity of these available online tools present significant opportunities, as well as significant challenges, to businesses operating in this new decade of media fragmentation. As sales and marketing managers, it is increasingly difficult for us to know where to invest our limited time and budgets to produce the greatest return. Should I build a larger presence on Facebook or update my current website? How can I better integrate my traditional advertising campaigns with my growing online media activity? Should I spend more to improve my search ranking on Google or produce a YouTube video to attract new customers? When facing today’s fast-spinning marketing channel “roulette wheel,” where do we place our chips? Think “Multi-Channel Management.”

Online Media Channel Checklist

✓ Traditional Websites ✓ Mobile Websites & Apps ✓ Landing Page Campaigns ✓ Social Media Marketing ✓ Social Media Blogging ✓ Social Media Couponing ✓ Search Engine Marketing ✓ Mapping (Geo-Marketing) ✓ Web Video & Webcasting ✓ Web-Interactive TV & Radio ✓ QR Code Cross-Marketing ✓ Enhanced Document Sharing ✓ Chat & Text Marketing ✓ Broadcast E-mail Marketing ✓ Banner Advertising ✓ Link Exchange Programs ✓ Digital Display Advertising

Select the channels that best support your marketing goals… Not all media channels do all things equally well. Consider the strengths and characteristics of each marketing option before investing precious resources. For example, social media coupon distribution channels, such as Groupon.com or LivingSocial. com, are great for generating quick sales of (heavily) discounted products and services from new customers, but they offer relatively little product information or overall brand reinforcement opportunities. Further, overuse of online couponing can cheapen brand perception and inadvertently lower “price point” expectations of established customers.

Don’t necessarily follow the crowd… Emphasize media channels that will best reach your target audience and convey the full value of your product. For instance, while Facebook certainly offers a large audience, consider if your energies might produce more targeted results using smaller channels, like LinkedIn or MerchantCircle. Or, perhaps a Web video demonstration may present a more compelling argument than a text-based blog or tweets. Rely on your website as the focal point of your online marketing strategy… Position your website as the strategic heart of all your ongoing online marketing activities. Nowhere else can you fully manage and control how your business’ products and services are represented, sold and serviced. Think of your website as the unifying hub of your evolving marketing plan, with each additional new media channel serving as an individual spoke that strengthens the wheel and leads customers to the official online “persona” of your business. Measure, evaluate, adjust, and measure again… One thing is certain. Online marketing choices will continue to evolve and new media channels will be introduced at an increasing rate. Smart choices arise from diligent observation and careful monitoring. Track the performance of your current initiatives. Evaluate and adjust your tactics frequently. Then, repeat. ~Kip Cozart

j a nu a r y 2 0 1 1

Now it is easier than ever to get people to your website and all the investment you have put into it. QR codes can take your customers directly to your:

Websites Applications Videos Photos Maps Surveys Coupons Advertising Manuals Listings

Breathe Life Into Your Print Advertising

t From Prin to Digital

Call us today and we will show you how! 704-676-5850 x106

â&#x17E;Ľ

skyrocketing health care costs! Knauff can help.

We have creative cost-saving strategies. your trusted advisors at knauff are here to help you.

1001 Morehead Square Drive, Suite 400 Charlotte, NC 28203-0013 800.849.8008 | knauffins.com

j a nu a r y 2 0 1 1

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

Elliott Davis

[accountingbiz]

Accounting, Tax and Consulting Solutions

›It’s Tax Time—Is Your Business Ready? D

o you know how recent legislation will impact your business’s tax liabilities for 2010 and beyond? Everything from capital expense deductions and deductions for startup expenditures to incentives related to hiring and employee benefits could impact your company. Here are several businessrelated deductions that may help mitigate your tax burden as you wrap up your 2010 tax requirements and focus on the New Year. ■ Capital expenditures. Businesses that acquired assets, equipment or property in 2010 may qualify for additional tax deductions through the Small Business Jobs Act. This act increases Section 179 expensing to $500,000 for the 2010 and 2011 tax years for the purchase of machinery and equipment. The new, enhanced deduction is phased out once qualifying fixed-asset additions reach $2 million and is fully phased out when qualifying fixed-asset additions exceed $2.5 million. In addition, the definition of qualified Section 179 property has been expanded to include up to $250,000 of qualified leasehold improvement property, restaurant property and retail property. ■ Bonus depreciation. Business owners who bought new property also should be aware that certain equipment placed in service also qualifies for a 50 percent bonus depreciation deduction for 2010. This bonus depreciation is in addition to the normal Modified Accelerated Cost Recovery System depreciation deduction. To qualify, equipment must be new and placed into service in 2010. The Small Business Jobs Act extended—through December 31, 2010—50 percent first-year bonus depreciation, which had expired at the end of 2009. The extension is retroactive to January 1, 2010. The new law also extends, through 2011, the additional year of bonus depreciation allowed for property with a recovery period of 10 years or longer, and for transportation property (tangible personal property used to transport people or property). ■ Startup expenses. If you started a business in 2010, you may be allowed to deduct up to $10,000 in qualified startup expenses. This deduction starts to phase out when total startup expenses exceed $60,000. There are many expenses that are considered startup expenses including legal, accounting, promotional, and marketing types of expenses. The increased amounts apply only to 2010. ■ Manufacturing Deduction. Code Section 199 allows for an often overlooked deduction related to qualifying domestic production activities. If you are engaged in production activities within the U.S., the deduction for 2010 and forward is equal to nine percent of the lesser of (1) qualified production activities income for the tax year, or (2) taxable income that does not take the deduction into account. The deduction cannot exceed 50 percent of W-2 wages allocable to the domestic gross receipts. ■ Cell Phones. The Small Business Jobs Act removes cell phones and similar personal communication devices from their current classification as listed property under Code Section 280F thereby lifting the strict substantiation requirements of use and the additional limits placed on depreciation deductions.

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

In addition, the provision enables the fair market value of personal use of a cell phone or other similar device provided to an employee predominantly for business purposes to be excluded from gross income. ■ Hiring/Retention Tax Incentives. The Hiring Incentives to Restore Employment Act (“HIRE Act”) put in place incentives that combine payroll forgiveness for Social Security taxes paid on qualified new hires, along with tax Richard Battle credits for keeping them on the payroll for at least 52 con- CPA and Tax Shareholder secutive weeks. Under the HIRE Act, a qualified employer’s 6.2 percent Old Age Survivors Disability Insurance (OASDI) Social Security tax liability is forgiven for wages paid on previously unemployed new hires for any 2010 period starting after March 18, 2010 through December 31, 2010. A “qualified employee” must meet certain requirements. The credit for keeping these individuals on the payroll for at least 52 consecutive weeks generally will be taken on the employer’s 2011 income tax return because of the 52 consecutive week prerequisite. The retention credit is generally the lesser of $1,000 or 6.2 percent of wages paid by the taxpayer to the qualified retained worker during a 52 consecutive week period. ■ Small Business Health Care Tax Credit. The Patient Protection and Affordable Care Act (“Health Care Reform Bill”) put in place a health care refundable credit for certain qualified small employers to encourage small employers to offer health care coverage for their employees. This credit starts in 2010 and continues into future years. To qualify an employer must (1) cover at least 50 percent of the cost of health care coverage for some of its workers based on a single rate, (2) must pay average wages below $50,000 per year, and (3) must have fewer than 25 full-time equivalent employees. If qualified, the employer may be able to claim a credit of up to 35 percent of the premium cost in 2010 through 2013 and potentially higher amounts starting in 2014. The full credit is available for employers with 10 or fewer full-time equivalent employees and average annual wages of less than $25,000. The full credit begins to phase out at levels above these amounts. Above are only a handful of the new or expanded deduction and incentive opportunities for business owners which should be considered as you close out 2010 and look into 2011. These deductions and incentives may not apply to all businesses. It is best to seek advice from a tax professional to determine how the rules apply to your specific situation. Content contributed by the Charlotte office of Elliott Davis, PLLC, an accounting, tax and consulting ser vices firm providing clients the solutions needed to achieve their objectives in 10 offices throughout the Southeast. For more information, contact Dan Warren at 704-808-5210 or visit www.elliottdavis.com.

j a nu a r y 2 0 1 1

[bizoutlook]

Regional Economic Analyses and Forecast

North Carolina Economy Ends 2010 with Modest Expansion Past Year Has Not Felt Much Like a Recovery

he North Carolina economy is expected to end 2010 with a modest expan-

sion, according QUARTERLY GROWTH RATES IN to UNC Charlotte economist John Connaughton in his economic forecast for the state. FORECASTEDquarterly REAL GSP

Connaughton expects the state to grow by 1.4% over the 2009 level, following a decline of 2.9% experienced during 2009 The North Carolina economy experienced a small increase in Gross State 2 3.3 3.3 3.2 3.7 Product (GSP) during the first quarter of 2010. During this quarter, GSP grew by John Connaughton, 1 Ph.D. an annualized real growth rate of 2.5%. During the second quarter, North Carolina 0 GSP dipped and recorded an annualized real growth rate of 0.3%. During the second half of the year, 2011 I 2011 III 2011 IV 2011 II GSP growth is expected to be stronger than the growth experienced during the first half of the year; third quarter GSP is forecast increase by an annualized rate of 3.2%, while fourth quarter GSP is Year-End Seasonally AdjustedtoNorth Carolina forecast to increase by an annualized rate of 3.5%. Unemployment Rates 14“The national economy has been able to put together five consecutive quarters of expan12 sion, while the North Carolina economy has struggled to put together three quarters of growth,: 10 Connaughton says. “The state’s economic growth during this time has only been sufficient to stem 8 11.1 job6losses, but not to generate job growth. 9.5 9.2 4 “We have been able to struggle through 2010 without a ‘double dip,’ but the sluggish economic 4.9 4.6 2 growth during the past year really hasn’t felt much like a recovery,” Connaughton adds. 2007 2008 2009 2010 2011 3

Annual Growth Rates In Real GSP 3 2 1

2.4

-0.9

-1 -2

2007

3.2

1.4

2008

-2.9

2011f

2010f

2009

QUARTERLY GROWTH RATES IN REAL GSP 4 2

2.5

0.3

3.2

3.5

-2

-4 2010 I

2010 II

2010 III

2010 IVf

2010 Sector Analysis: Connaughton expects eight of the state’s 11 economic sectors to experience growth during 2010. The sectors with the strongest expected increases are: • Mining, with a real increase of 11.3%; • Agriculture, with a real increase of 6.2%; • Services, with a real increase of 4.1%; • Government, with a real increase of 2.8%; • Transportation, Warehousing, Utilities and Information (TWUI) with a real increase of 2.2%; and • Wholesale Trade, with a real increase of 1.4%. Two other sectors—Retail Trade with a real increase of 0.9% and Nondurable Goods Manufacturing with a real increase of 0.3%—are also expected to grow, but with increases of below the overall GSP growth of 1.4%.

2010 Employment: For 2010, North Carolina establishments are expected to have a net gain of 30,000 jobs, an increase of 0.8% over the 2009 level. The 2010 job gains follow the loss of over 282,000 jobs during the 2008-09 recession. North Carolina’s seasonally adjusted unemployment rate began 2010 at 11.1%, over 1.5%age points higher than the United States rate. By October, the state rate had dropped to 9.6, matching the national rate of 9.6%. Both the U.S. and North Carolina unemployment rates are expected to continue to decline slightly during the year, and by December 2010 the North Carolina unemployment rate is expected to decrease to 9.5%. “While the recovery in GSP is underway, job growth is likely to lag,” Connaughton notes, “North Carolina lost over 282,000 jobs during 2008 and 2009, and it is likely to take four to five years to regain the lost jobs. Job growth will be the biggest problem for both the U.S. and North Carolina economies over the next several years.” 2011 Forecast and Sector Outlook: For 2011, Connaughton is forecasting state GSP to increase by 3.2% over the 2010 level. First quarter GSP is expected to increase by an annualized real rate of 3.3%. During the second quarter, GSP should again increase by an annualized real rate of 3.3%. In the third quarter, GSP growth is expected to remain stable and record an annualized real growth rate of 3.2%. In the fourth quarter of 2010, GSP is expected to increase by an annualized real rate of 3.7%. Only seven of the state’s 11 economic sectors are

j a nu a r y 2 0 1 1

forecast to experience output increases during 2011. The sectors with the strongest expected growth are: • Transportation, Warehousing, Utilities and Information (TWUI) with a projected real increase of 6.2%; • Finance, Insurance and Real Estate (FIRE) with a projected real increase of 5.1%; • Government, with a projected real increase of 4.7%; • Services, with a projected real increase of 3.4%; and • Retail Trade, with a projected real increase of 3.0%. Two other sectors are also expected to experience output growth but at rates less than the overall state level: Mining, with a projected real increase of 2.7%; and Wholesale Trade, with a projected real increase of 2.1%. 2011 Employment Outlook: For 2011, North Carolina establishments are expected to gain 38,300 net jobs, an increase of 1.0% over the employment level in December 2010. Seven of the state’s 10 nonagricultural sectors of the economy are expected to experience employment increases during 2011. The sectors with the strongest employment increases in 2011 are Wholesale Trade at 5.2%, Retail Trade at 2.3% and Services at 1.8%.

QUARTERLY GROWTH RATES IN FORECASTED REAL GSP

3 2

3.3

3.2

3.7

2011 I

2011 II

2011 III

2011 IV

1 0

Year-End Seasonally Adjusted North Carolina Unemployment Rates 14 12 10 8 6 4 2

4.6

4.9

2007

2008

9.2 2009

11.1

9.5

2010 f

2011f

Content Annual provided Growth by JohnRates Connaughton, professor of In Real GSP economics in the Belk College of Business at UNC Charlotte and director of the UNC Charlotte Economic 3 Forecast published quarterly by the University 2 3.2 of North 2.4 Carolina at Charlotte since 1981. The1.4full UNC Charlotte 1 0 Economic Forecast-0.9 (December 7, 2010) is available at -1 www.belkcollege.uncc.edu/forecast. -2.9 -2

w w2007 w. g re a t e rc h a r 2010 l o t t e b2011 iz.com 2008 2009 f

NouvEON

[consultingbiz]

Managing and Delivering Change to Optimize Business Value

Project Controls:

A More Effective Way to Manage Your Project Management Data Access to both historical and current operational information is integral for a project manager (PM) prior to and during a project. The ability to view archives of a similar project gives the PM a very supportive longitudinal depiction of situations he or she may potentially face and mitigation knowledge to navigate the operational risk. The ability to access and review current project information allows the PM to initiate corrective action if warranted, accurately restructure the project based on change control or, most satisfying, continue on course knowing that all is well. Operational information is compartmentalized into two categories—financial and schedule—and should be captured, managed and reported on a consistent and frequent basis. Financial information includes, but is not limited to, budgeting, forecasting and accounting.

A project controls approach standardizes project operations leveraging a metrics-driven approach to validate the activities. Functional project resources are freed to focus on outcomes linked to the project goals. Activities are choreographed within a disciplined approach which is transparent and builds confidence by creating reliable output. Success becomes a team effort. Collaboratively, schedule information includes project charter, project plans, work breakdown schedule, change control, metrics and everything else operational in-between. Individual project teams have routinely been subject to building their own unique operational infrastructure and unfortunately, without benefit of a committed resource; the effort falling on the PM’s shoulders. Typically viewed as additional workload, there clearly are inherent challenges in terms of quality, time and cost at the project level and even greater at the program level. Contemplate the financial issues that arise from inconsistent activities across the enterprise: project funding requests, budget preparation, capitalization guidelines, journaling, add-on funding requests and financial reporting to project/program/senior management among others. Compound the financial issues with inconsistent schedule processes around Rick Nicolini, on-boarding, project planning, Senior Managing schedule development, schedConsultant ule monitoring and reporting,

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

change control and project metrics. Wrap all of this into an interpretation of the inconsistent data and it’s a wonder a project can be successful. Unfortunately, this environment is prevalent throughout the business world. You might be asking, “Why add overhead to the project with another resource?” Consider the concept of a Project Control Center of Excellence (PCCOE) to efficiently and effectively capture, manage and report operational data in support of the Project Management Office (PMO). The benefit: a PM puts a laser focus on the functional aspects of multiple projects, and the tasks within each, knowing full well that a project controller (PC) is tending to the operational activities in much greater detail than the PM could alone. A standardized project controls toolkit and supporting processes are key ingredients for the PCO. Like its big brother, the PMO, the motive to create a PCO is simple: to build and manage a repeatable, scalable and sustainable environment across the enterprise. Its primary function is to identify and report deviations from the budget and project schedule at the earliest possible moment; tasks that may be secondary for the busy project manager. Organizationally, a project controls office is typically deployed in one of the following forms: the larger fully-staffed FTE departmental view, and the smaller functionally supported matrix view. The fully-staffed FTE view is the traditional tiered management structure. The matrix view can/should be a small functional office supported by one or two staffers/former practitioners who build, maintain and disseminate the PCO tools, then train the PC practitioners on the use of the tools. A project controls approach standardizes project operations leveraging a metrics-driven approach to validate the activities. Functional project resources are freed to focus on outcomes linked to the project goals. Activities are choreographed within a disciplined approach which is transparent and builds confidence by creating reliable output. Success becomes a team effort. The resultant benefits are many. The economies of scale (i.e. less cost per unit of work) and management efficiencies translate to substantial cost savings. Decision-making is pushed down to a lower-level given the more precise knowledge of the project status. Metrics tell a tale that experience sometimes ignores. Consistent data moves up the chain of command, is more easily consolidated and much more readily available for consumption at each level. Metrics are employed to proactively identify challenges and opportunities while also providing a glimpse into trends. Project success depends on planning and execution. Since effective execution is dependent upon a shifting plan, the ability to determine deviations in operational data at the earliest possible moment is crucial for adjustments in order to meet expected outcomes. It is evident that poor planning and lack of monitoring play a major role as the cause of project failures. A comprehensive PCO provides the methodology, guidelines and tools to uncover, capture, manage and report the deviations leading your organization to a higher probability of project success. Content contributed by NouvEON, a management consulting firm. For more information, visit www.nouveon.com. To contact NouvEON’s expert, e-mail him at rnicolini@nouveon.com or follow on Twitter@NouvEON.

j a nu a r y 2 0 1 1

the performance group

[bizprophet]

The Performance Group Engaging and Inspiring Thought Leadership in the New Millennium

ast January, I spent a lot of time with business owners and leaders who were gearing up for a year we all knew would be challenging. I encouraged them to think of 2010 as a Year of Discovery—a time of exploration, invention and renewal through the pain of discovery. Did you discover anything last year that made you and your business more valuable? Did you lay claim to it? Because I’m telling you, I did. And if you’re still in a viable business today, anticipating another year, I’m betting you did, too. You, like other owners and leaders I encounter as the New Year begins, are taking those discoveries forward as your capital for 2011, a year of transition and transformation. As we look into the eye of another year of uncertainty and challenge, here is what I am seeing. I see a business that has morphed from a large professional services company struggling to maintain complex delivery systems into a boutique that has incorporated new technology and analytics that reduced its costs, kicked up its profitability and improved its solution for clients. I see a multi-generational business whose leaders resisted change despite their stagnant industry. As the old year closed out, they called me in like a dark messenger to preside over their company’s demise. I see a company that is six times smaller and twice as profitable because it has salvaged the core component of its success and created margins where there were none a year ago. I see a long-time strategic partner forced to sell off one of the crown jewels in its success, that is still able to say, “We’re going to be better for this, even if we don’t know where the next gem is coming from.” I see an owner realize that by paring down his own business, he can remain viable while the rest of the companies in his space try to maintain the status quo and eventually fall flat. He calls it clearing out the marketplace. They’re all asking, “What’s next?” Or, translated directly, “How do we make money in this economy?” The marketplace is full of variables and surprises, of course, and it’s presumptuous to pretend my crystal ball isn’t murky. But here are a few things we can count on seeing as 2011 unfolds. ■ Staying small, achieving big: Growth will come out of absolute necessity, not out of ambition. Our objective, in the arena of private enterprise, shouldn’t be bigger. Our objective needs to be growing the effectiveness and extraordinary value of our solution. That’s where our strength and our success lie. ■ Escaping commodity hell: You know you’re in commodity hell when everywhere you turn, your margins are being squeezed and the word of the day is “cheaper.” Cheaper is never a sustaining concept. Commodity hell is full of mediocrity. Get the hell out of there.

j a nu a r y 2 0 1 1

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

■ Reinventing Main Street: Forget Wall Street. Wall Street doesn’t generate jobs, it generates profit. And that doesn’t necessarily translate into quality of life for Americans. Today, jobs have to come out of the everyday micro-enterprise of a reinvented Main Street. Money has to circulate on this new Main Street. The growth and health of emerging and micro-enterprises may not be a quick fix, but it’s a solution with the best long-term implications for job creation, innovation and consumer hope. ■ Avoiding displacement, part 2: We all know that experienced executives were among the first to fall in the economic crash-and-burn of 2008. To avoid further displacement, we must analyze, calculate and think on the right problems—problems that can’t be systematized and commoditized because they require ingenuity and intuition and uniqueness of thought. We’ll face these disruptors and more as we absorb the pounding of the waves of change and ride the flow toward end-results we can’t yet see. Will we be washed up on the shore of a healthy new economic era in 2011? This BizProphet says no. But 2011 may be the year when the wave begins to crest. The ride will be fast, unsteady and exhilarating for some entrepreneurs. When the wave crests, those of us who are still riding the wave will catch our first glimpse of the new shore where ideas and innovation can be converted to economics and employment opportunities.

Take your inventory; use these questions. Encourage your leaders and colleagues to take their own inventory. Use your responses to think creatively about what 2011 holds for your business.  Do my customers/clients know the value they receive from their investment in my service/ product?  Would I invest my money for that return?  How can we increase value to our backbone customers/clients?  How will our customers/clients be different this time next year?  What aspects of our business will technology transform in 2011?  Are we in the core of our business today? Have marketplace changes compromised or enhanced that core?

 Where is our business most vulnerable? Where have we gotten comfortable and lapsed into mediocrity?  What signs do I see that the leaders of this business have the will and the fortitude to face the uncertainty and challenges of the day?  If my business vaporized today, would the world miss it? Content provided by Samuel E. Frowine III, founder, owner and president of The Performance Group, Ltd., a business consulting firm aligning enterprises with the ambition of owners. For a complimentary white paper on the Big Trends for 2011 or a complimentary online evaluation of your Ride the Wave Readiness, contact him at 704-597-5156 or sam@ theperformancegroupusa.com or start a dialogue via his blog at www.ownershipsuccess.com.

THE EMPLOYERS ASSOCIATION Trusted HR Advice, Tools & Training

Human Resources Compliance Surveys Training Employee Benefits

The “Leverage Warehouse” One of the most successful business models to emerge in 2011 will be the Leverage Warehouse. This enterprise will organize around a core industry or knowledge-based solution. Pared down to its essentials in terms of team, talent and overhead, the Leverage Warehouse will extend its influence on customers/clients through a carefully cultivated network of related experts. Built on a high degree of trust and integrity, offering a high degree of elasticity and adaptability, the Leverage Warehouse will be measured on its ability to create success for customers/clients, vendor partners and itself. Hot spots: professional services, health and life sciences, distribution, analytics, bio-technology, neuro-technology and nano-anything.

The “Needs Boutique” People need what they need and businesses that focus on filling human needs will continue to have opportunities. The need for food, transportation, housing, medical care and education won’t go away, although the ways those needs are met will change. Even community and social needs won’t go away. Envision bold new ways of meeting those needs and you are looking at significant opportunity. Key to remember: Wants are not needs and will line up differently as consumers become boldly different. This will be the spawning ground for solo and nano-sized enterprises.

Strategy of Intimacy On traditional Main Street, retail and consumerbased businesses remain anemic. Here’s what’s thriving: a counter-cultural strategy to fill the ache people have to belong, to connect, to have a sense of relevance. Wherever a business is satisfying people’s need to belong, look for wealth potential.

Are You Ready? As an owner or executive leader, are you mentally prepared for the cresting of the wave in 2011?

The Employers Association is a membership based organization that provides human resources solutions to employers. We serve over 860 member companies in the Charlotte and surrounding areas in a variety of sizes and industries.

Learn more about our services and become a member with The Employers Association today! Annual company memberships ranging from $475 to $3,100

704-522-8011 | www.employersassoc.com

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

j a nu a r y 2 0 1 1

[employersbiz]

THE EMPLOYERS ASSOCIATION

The Employers Association

Trusted HR Advice, Tools & Training

Resignations

Legislative and Regulatory Highlights for Area Employers

o you allow your employees to give verbal resignations? What if the employee then wants to withdraw the resignation? Must you allow the employee to rescind? How will you be able to prove that a resignation occurred if you must investigate a claim for unemployment compensation? These are some of the questions that may arise if your organization allows verbal resignations. It is generally best not to allow verbal resignations and to require that all resignations be in writing. If an employee refuses to comply with the written resignation policy, the employer may confirm receipt of the verbal resignation in writing. The written confirmation should include the resignation date, the language used and to whom the resignation was declared (presumably the supervisor). The confirmation notice should also include

the last day of employment based on standard practice. This can be helpful if an employee has given more notice than is normally required. Employers should also have a strategy in place to address an employee’s wish to rescind a resignation. Timing of the request will be an important consideration. If the employer has already

2011 Maximum Weekly Benefit The North Carolina Industrial Commission maximum workers’ compensation weekly disability benefit for 2011 has increased slightly to $836.00 from the maximum amount of $835.00 in 2010. This increase applies to all injuries and claims arising on and after January 1, 2011. The maximum weekly benefit was derived by multiplying the average weekly insured wage of $759.60 for the calendar year 2009, as determined by the Employment Security Commission, by 1.10 and rounding the figure to its nearest multiple of $2.00. The minimum weekly benefit is $30.00.

Workers’ compensation weekly disability benefits are payable after a seven-day calendar waiting period has been satisfied. If an employee’s disability continues beyond 21 days, disability benefits for the first seven days are then paid to the employee. (www.ic.nc.gov)

spent time and money recruiting a replacement, granting the employee’s request for rescission is less likely to be allowed. Employers may be inclined to allow high performers to rescind their resignation; however, this may lead to charges of unfair treatment. It is also important to remember that employees who resign clearly have some reason why they are unhappy with their current job. In developing a written resignation policy, employers should consider defining the requested notice period, what happens if the employee gives more notice than is needed and whether rescission will be allowed. North Carolina employers should also clearly define whether or not accrued vacation will be paid if an employee voluntarily resigns. (HRM Update)

Make Recognizing Employees Part Of Your Daily Routine Good managers remember to recognize and motivate employees. Great managers do it every day. Here are some proven methods for making sure that praising employees becomes part of your daily routine: ■ Make employees a part of your weekly “to do” list. Add the names of the people who report to you to your list of goals to accomplish. Then cross off names as you praise them. ■ Use voice mail. Rather than using it only to assign tasks, leave employees voice mail messages praising them for a job well done. Do it from your cellular phone on the way home. ■ Write notes at the end of the day. Keep a stack of note cards on your desk, where you can’t ignore them. At the end of the day, take a minute to write thank-you notes to any employee who made a difference that day. ■ At the beginning of the day, put five coins in your pocket. Then, during the day, each time you praise an employee, transfer a coin to your other pocket. It may sound corny, but once you get in the habit, you’ll start relying on tricks like this one. (Motivational Manager; Adapted from Inc. magazine) Content provided The Employers Association, providing comprehensive human resources and training ser vices to a membership of over 860 companies in the greater Charlotte region. For more information, contact Laura Hampton at 704-522-8011 or visit www.employersassoc.com.

j a nu a r y 2 0 1 1

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

Central Piedmont Community College

[workforcebiz]

Work Force Training and Development Community Colleges Critical to Job Success

From the desk of Tony Zeiss

Using DataDriven Decisions to Ensure Student Success

usinesses succeed when they implement data-driven decisions to ensure their profitability. Successful companies examine sales figures, monthly expenditures, consumer survey metrics, and many other data sets on a daily basis. This analytical approach is essential to any solid business operation. Central Piedmont Community College (CPCC) is taking a similar approach as it sharpens its focus on student success. High schools and universities have singular goals—working with students to achieve diplomas and degrees, respectively. Community colleges, conversely, have multiple goals—working with students to attain degrees, diplomas, certifications; helping students transfer to four-year institutions; working with students to complete personal enrichment goals; and more. This multi-layered approach doesn’t lessen the importance of student success, but it brings challenges when measuring success rates and identifying barriers to success.

Achieving the Dream: Community Colleges Count In 2010, CPCC took a bold step to signify its commitment to student success and institutional improvement. Together with 26 other community colleges from across the country, CPCC joined Achieving the Dream: Community Colleges Count, a multi-year initiative focused on identifying new strategies to improve student success, close achievement gaps and increase retention, persistence and completion rates. Conceived in 2004 by the Lumina Foundation for Education and seven national partner organizations, Achieving the Dream focuses on creating a “culture of evidence” on community college campuses where data collection and analysis drive efforts to identify problems that prevent students from achieving their educational goals of obtaining a credential (degree, diploma or certificate) or transferring to a four-year university. The initiative is particularly concerned about student groups that traditionally have faced significant barriers to success, including students of color and low-income students. The College is already fully engaged in the Achieving the Dream process. We have established cross-departmental teams to examine relevant data, to begin in-depth analysis of identified trends and to strategize on short- and long-term solutions to key challenges. The results will not be immediate, but they will be dramatic, and I look forward to seeing the impact of the process on our students.

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

This increased emphasis on data-driven decisions and prioritized focus on areas that will increase student success will ultimately benefit not only our students, but also the entire Mecklenburg County region. As we continue to face economic turmoil across this country, the value of community colleges is becoming increasingly apparent and important. Community colleges have long Tony Zeiss been recognized for the opportunities they present to President of Central Piedmont Community their students, but are now being hailed as a real solution College to the changing demographics of our economy. We are making a difference by offering a workforce development solution that helps the region attract new businesses and new jobs to the area, by developing training programs for local businesses, and by training and educating not only tomorrow’s, but today’s workforce. CPCC remains committed to respond to the local, regional and global trends in the job market.

CPCC works closely with the local business community to ensure our courses reflect the relevant needs of today’s industries. Each of our program areas benefits from advisory councils, comprised of local executives and experts, who continuously evaluate our course outlines, curriculum content and job prospects for that industry. We continue to provide new programs and training to serve the needs of our business community. For example, in direct support of the growing energy industry in the greater Charlotte area, the CPCC created a Science Technology Engineering Math and Sustainability (STEM-S) Division, established a new Mechatronics degree, and more. Because of our increased relevance and the greater needs of our citizens, CPCC’s demand for classes and training continues to grow while our funding is reduced at both the local and state levels. We have seen our enrollment rise over 16.5 percent in the past three years, while our funding has been cut by over $14 million. Nevertheless, CPCC faculty and staff remain committed to serving our students and our community in these challenging times. As we are forced to do more with less, Achieving the Dream will focus our efforts, improve efficiencies and increase our successes, which ultimately will enhance the skills for our region’s workforce. I am proud that CPCC continues to be in the forefront of workforce and economic development in Mecklenburg County. Our partnership with Achieving the Dream will help us strategically work with our local businesses to ensure lasting success for our students and our community. Content provided by Dr. Tony Zeiss, president of Central Piedmont Community College. Signifying a commitment to student success and institutional improvement, CPCC has joined what is now 130 other community colleges from around the countr y in becoming members of the Achieving the Dream: Community Colleges Count! initiative. More information at: www.cpcc.edu/atd.

j a nu a r y 2 0 1 1

[bizprofile]

by zenda douglas

Verian Technologies is a Portal of Purchase-to-Pay Solutions he feelings of success are palpable in the offices of Verian Technologies. That’s no surprise, given their 175 clients, 56 employees, enviable growth and plans to move into a new building of their own. One of the Charlotte Business Journal’s Fast 50 award recipients, Verian Technologies, a leading provider of purchase-to-pay automation solutions, was founded in 1997 and has posted growth in each of the 13 years since, showing profit in 11 of those 13 years. “In slow years we’ve grown 10 percent; in strong years: as much as 30 percent,” says Tehseen Ali Dahya, president and chief executive of Verian, now a multi-million dollar company. The economic downturn of the past three years seems to have passed by them without pause. This is largely due to the fact that Verian Technologies saves money for its customers, whether a corporation, non-profit or government organization. According to Dahya, “Our goal is to help clients maximize the value of their organizations’ spending and minimize the amount of working capital they need to operate.” Verian Technologies provides a suite of applications that helps customers manage all of their purchasing, invoice processing, employee expense reports, and tracking and performing maintenance on company assets, in one database. This allows organizations to review their entire organizational spend easily and helps them take steps to consolidate spend, negotiate contracts, gain contract compliance. By doing this, organizations are typically able to save between two and 10 percent, according to Dahya. Verian Technologies’ systems also guard against too much money being tied up in working capital by automating the invoice receipt, approval and payment process. This allows Verian’s clients to ensure that invoices are not paid too early or too late, allowing them to take early pay discounts if they choose. Plus, customers get faster visibility and insight into their monthly accrued expenses without a lot of effort. “There is a definable link between companies trying to save money in this economic downturn and their interest in our ProcureIt solutions,” says Dahya. Verian Technologies deals primarily with what is known as indirect or maintenance, repair and operations (MRO) spend. These are purchases such as office supplies, computers, maintenance supplies, professional and other services or supplies needed to keep an organization running. After labor costs, these combined expenses typically amount to the second-largest expense item on most companies’ P&L. Increased savings and control in this area can have a ➤ significant impact on an organization’s bottom line.

j a nu a r y 2 0 1 1

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

j a nu a r y 2 0 1 1

Verian Technologies’ client list has also experienced consistent growth. Its first client in 1997 was the prestigious Nalle Clinic in Charlotte, now part of Presbyterian Hospital. Today their clients range from the smaller $50 million organizations to multi-billion dollar international companies. “We help a large delivery company purchase and track $3.5 billion in products and services annually,” says Dahya, proudly. “That’s about 9,000 invoices per day.” Clients represent a cross section of industries—services, health care, retailers, financial services, oil and gas, and construction, to name a few—and include Universal Studios, Allstate Canada, Macy’s, REI, Boeing, PETCO, Price Chopper, Caterpillar dealerships and GNC. Interestingly, some smaller companies can have more purchase volume than larger ones. Verian systems are particularly appealing to companies that have many locations and struggle to control spending, track inventory or assets, and have a lot of paper-based invoices coming into the organization. Core Values Staying true to their mission to make life easier and work more valuable, the Verian operation focuses on three core values: customer success; a cohesive team; and stable, profitable growth. “We are very focused on customer success; that is one of the keys to our success,” says Dahya. “We work very hard to help our customers achieve their definition of success. This may include saving money, reducing paper in the process or getting better data for compliance purposes.” Customers frequently comment on the Verian approach, saying “Wow, you guys really listen,” according to Dahya. “It’s more than just a tagline; it’s the culture of the company. We pride ourselves on customer intimacy and knowing our customers very well.” Privately held Verian Technologies was started by Dahya and two other University of South Carolina master’s program graduates, Bilal Soylu, now chief technology officer, and Bhavin Shah, now director of product strategy. Prior to Verian, they jointly owned a medical distribution company selling medical supplies to physicians and hospitals. “We saw a real challenge in the way hospitals and physician practices managed their inventory,” says Dahya. “Two affiliated medical practices across the street from one another—one may have an abundance of an item and the other has none, leading to costly rush orders to meet demand.” Dahya and Soylu were in the MBA program together when they met engineering graduate student, Shah.

j a nu a r y 2 0 1 1

(l to r) Bilal Soylu, Chief Technology Officer; Bhavin Shah, Director of Product Strategy; Tehseen Ali Dahya, President and Chief Executive Officer; Verian Technologies

“Our goal is to help clients maximize the value of their organizations’ spending and minimize the amount of working capital they need to operate.” Tehseen Ali Dahya President and Chief Executive Officer

The partners realized that there was a need to have systems to manage purchasing in order to achieve visibility and better manager spend, according to Dahya. At that time, he continues, Internet technologies were just coming onto the scene. Most systems were either client server or mainframe-based, difficult to use, and did not provide easy visibility of inventory or purchasing data for the organization. As a result, most companies would track and place orders by individual location without regard to the larger enterprise. “We built a system from the ground up, based on Internet technologies, to provide easy visibility into organizations’ entire purchasing, inventory, asset management and invoice processing,” explains Dahya. Streategic Team Dahya, who shapes the vision and strategy of Verian Technologies, is a recognized leader in the purchase-to-pay space and has presented at such industry events as ePurchasing Week, Supply Chain Expo, iSource, and others. A graduate of Queen’s University in Canada, he worked as a mining engineer for four years prior to returning to school to pursue his MBA degree. An active leader in industry-wide technology initiatives, Soylu has been recognized as a “Professional to Know” by Supply & Demand Chain Executive magazine. Soylu completed

his undergraduate studies at Georgia Southern University. Shah drives Verian’s product strategy for its intelligent suite of purchase-to-pay solutions. Shah earned a bachelor’s degree in electronic engineering from the University of Bombay, India. Most Verian employees fall into one of three groups: engineering, where programmers and quality assurance people build and deliver market-ready products; professional services, where project managers, business consultants, and support teams help a client achieve their objectives on an ongoing basis; or sales and marketing, where the team crafts solutions to solve customer problems and communicate their value to the marketplace. All of the coding and programming is done by Verian team members. “Once we have requirements and information for a future version, our folks develop the solutions with customer use in mind,” says Dahya. He points out an unusual mode of operation within the industry—their people that write the code frequently interact with customers: “This allows us to do things that are nearer to our customers’ needs and achieve faster delivery.” The Verian team is relatively young but many of its employees are seasoned, particularly senior programmers and professional services consultants. The company has an atmosphere of camaraderie and it’s a fun place to work with an informal dress code. But the casual culture belies the overarching mindset of the group: an incredible focus on customer success. “We’re all on the same page of making sure clients are successful,” says Dahya. “And we work together. No one is ever left feeling like they’re off an island drowning; there would be 10 people rushing in trying to help each other.” Entrepreneurial from the beginning, the company encourages good ideas from anyone in the group. “People here are bright,” says Dahya. “We’re not too big on titles but we respect each other. We seem to attract people who fit into our culture very well.” Turnover is very low.

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

Another value that is demonstrated at Verian Technologies is the belief in reaching out to the community. The company supports Susan G. Komen for the Cure as well as the Toys for Tots program. As part of an educational partnership with the University of North Carolina at Charlotte, Verian provides internships for students. In testament, “Several students have become employees,” says Dahya.

“your business development advisors”

trust+strategy+integrity+planning+insight+experience

it all adds up!

Daniel, Ratliff & Company

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

“We built a system from the ground up, based on Internet technologies, to provide easy visibility into organizations’ entire purchasing, inventory, asset management and invoice processing.”

TERECK

OFFICE SOLUTIONS

Carolinas’ Largest Authorized Canon Copier Dealer

Tehseen Ali Dahya President and Chief Executive Officer

Accommodating Growth Verian Technologies’ current location at the UNCC-partnered Ben Craig Center has served them well but the company is now looking forward to moving into their own, newly-constructed building. “We’ve been looking to move for the last three to four years,” says Dahya. “We finally got the right opportunity to buy land and received great tax incentives.” The property is located just south of the North Carolina border in Lancaster County, South Carolina. “It’s still in the Charlotte region and we still consider ourselves a Charlotte business,” says Dahya. The Charlotte region has a very business-friendly environment, whether in the ➤ city proper or the periphery. Dahya explains

FEATURING

Canon 2010 Customer Retention Programs are now in effect! Call today to learn how you can reduce costs while continuing to receive genuine Canon service.

www.tereckofce.com Tereck Charlotte 704-525-5390

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

Tereck Greensboro 336-225-3032

Canon’s newest product line brings revolutionary features at a competitive price - all from the world’s leading manufacturer. Tereck Durham 919-484-9270

Tereck Fayetteville 910-425-6881

j a nu a r y 2 0 1 1

or IT resources. The it this way: “We’re in the cost is relatively small. suburbs of Charlotte. Right This option works well now we’re on the north for companies who side; soon we’ll be on the are comfortable with south side.” their information being Verian systems are stored in the cloud, an designed for the end-user increasingly popular and are easy to implement scenario. and easy to use. “Our Verian offers both systems are much simpler SaaS and behind-thethan many of the enterfirewall options. Which prise resource planning option a company (ERP) systems designed chooses may depend for accounting depart(l to r) Eric Wilson, Mike Yessa, Bhavin Shah, Mark Schaffner, Tehseen Ali Dahya, upon an organization’s ments,” says Dahya. “Our Tommy Benston, Bilal Soylu, Pavan Singaraju, Verian Technologies specific scenario. Also system employs many new is a spend intelof the characteristics of ligence module which helps customers get a also get real-time snapshots of inventory counts online purchasing and feels very much like an full view of who is spending and what they are within the system. Most importantly, all spend Amazon.com experience.” buying, and identifies ways to maximize their can be tracked against departmental budgets— As a result, most customers have many users savings and reduce working capital needs. With putting spent vs. actual metrics at managers’ on the system. “Employees simply access the this module, purchasing analysts can drill down fingertips. system and they are ready to make purchases to specific trends or seasonal impact. Constantly working on new projects, Verian within a matter of minutes,” says Dahya. This During this past year, the company has Technologies focuses on three releases a year in offers a huge time savings for organizations that updated its expense management application their software-as-a-service (SaaS, also softwarerequire several layers of approvals, even for and just released the newest version of its popuon-demand) delivery model for their suite of small purchases. lar invoice automation solution. automation solutions. SaaS is a deployment With the Verian system, approvals are pro“We’re really in a milestone moment for option that allows customers to use software as cessed and sent through e-mail, which reduces Verian with the new building and many new needed without any capital outlay for hardware approval time from weeks to days. Users can clients coming onboard,” says Dahya. “We are very excited about the future and continue to focus on making our customers successful.” biz

SPECIALISTS IN VOICE NETWORKS FOR 32 YEARS.

j a nu a r y 2 0 1 1

Zenda Douglas is a Charlotte-based freelance writer.

Verian Technologies, LLC 8701 Mallard Creek Rd. Charlotte, N.C. 28262 Phone: 704-547-7301; 800-672-8776 Principals: Tehseen Ali Dahya, President and Chief Executive Officer; Bilal Soylu, Chief Technology Officer; Bhavin Shah, Director of Product Strategy Founded: 1997 as a procurement processes consultancy for health care organizations Employees: 56 Business Summary: Provider of purchase-to-pay software designed to help organizations analyze and control their non-payroll spending and reduce working capital requirements; applications for managing purchasing, invoice processing, asset tracking and maintenance tracking, employee expense reimbursement and inventory control. www.verian.com

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

Hampton Inn & Suites SouthPark at Phillips Place

The Power of Print®

11 Facts About Magazines 1. Magazine readership has grown over the past five years. (MRI) 2. Average paid subscriptions reached nearly 300 million in 2009. (MPA) 3. 4 out of 5 adults read magazines. (MRI)

SouthPark’s most prestigious hotel. Surrounded by retail shopping, dining, and entertainment venues. Features 124 beautifully decorated guest rooms and suites. We offer special Bridal, Shopping, and Couple’s Night Out Packages. Select rooms feature balconies, patios, mini refrigerators, microwaves, whirpools, and garden bathtubs. Two room suites feature full refrigerators, microwaves, sofa, recliner, end tables, and select suites have a whirlpool spa and replace.

4. Magazines deliver more ad impressions than TV or Web in half-hour period. (McPheters & Company) 5. Magazine readership in the 18 to 34 segment is growing. (MRI) 6. Since Facebook was founded, magazines gained more than one million young adult readers. (MRI)

›704.319.5700 www.hamptonsouthpark.com

7. The average reader spends 43 minutes reading each issue. (MRI)

“A SouthPark Tradition of Excellence”

8. Magazines are the No. 1 medium of engagement—across all dimensions measured. Simmons’ Multi-Media Engagement Study find magazines continue to score significantly higher than TV or the Internet in ad receptivity and all of the other engagement dimensions, including “trustworthy” and “inspirational.” (Simmons Multi-Media Engagement Study) 9. Magazines and magazine ads garner the most attention: studies show that when consumers read magazines they are much less likely to engage with other media or to take part in non-media activities compared to the users of TV, radio or the Internet. (BIGresearch Simultaneous Media Usage Study)

A Resource You Can Trust!

10. Magazines outperform other media in driving positive shifts in purchase consideration/intent. (Dynamic Logic)

We care about our customers and make every effort to provide you with the finest in medical equipment and supplies.

Durable medical equipment Respiratory equipment & Services

11. Magazines rank No. 1 at influencing consumers to start a search online – higher than newer media options. (BIGresearch Simultaneous Media Usage Study) The “Magazines, The Power of Print” campaign was created by Y&R NY in conjunction with Condé Nast, Hearst Magazines, Meredith Corporation, Time Inc. and Wenner Media, with the full support of the Magazine Publishers of America (MPA).

CHARLOTTE 4231 Monroe Road Charlotte, NC 28205 704.347.1993

GASTONIA 2515 E. Ozark Avenue Gastonia, NC 28054 704.868-3132

w w w. g r i f f i n h o m e h e a l t h c a r e . c o m c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

j a nu a r y 2 0 1 1

photo: Wayne Morris



Richard W. Keffer Jr. Chairman Keffer Management Co., LLC

j a nu a r y 2 0 1 1

Keffer’s philosophy, and philanthropy, is unique—he seeks out promising individuals to train within his organization, and then helps them get set up in their own businesses. The process begins with identifying high-performing individuals within the company and gradually promoting them through the ranks. When he sees that they are ready, he helps them locate potential ownership opportunities.

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

by heather head

longside lawyers and politicians, car dealers feature as the villain in many a bad joke. But Dick Keffer has always had a knack for seeing potential where others haven’t. And to him, being a car dealer means an opportunity to make a positive difference in the world. From promoting women and minorities into leadership positions, to taking underprivileged children to the beach, his successful automotive career has been accompanied at every step by quiet acts of benevolence.

Cranking the Engine Like many young men, Dick Keffer always loved cars. Growing up in Pennsylvania in the 1930s and 40s, his first car represented freedom and still holds a fond place in his heart. It was September of 1961, in the midst of a promising career in insurance, that he announced that he was leaving his to pursue a job in car sales. His father was not a happy man. Keffer Jr. chuckles at the memory and adding, “He came around later though, when I started sending him a new car every six months.” Whatever his father’s reservations may have been, Keffer knew from his first day at Ammon R. Smith Auto Company that he wanted to spend his life in a car dealership. He excelled there and moved up quickly through the ranks. Ambitious and determined, he set about setting specific goals for himself and then striving to achieve them. He set a date by which he wanted to be managing a dealership, and a second date by which he wanted to own one. He met his first goal on time when Ammon Smith offered him a management position. As manager, Keffer immediately began looking for potential where others didn’t see it. He looked for talent and intelligence in people regardless of gender or position in life. One of his most important choices for management ➤ was a woman.

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

[bizprofile]

uiet Benevolence Dick Keffer Opens Doors for Others’ Dreams

j a nu a r y 2 0 1 1

“You have to understand,” Keffer explains, “times were different. That was the early l970s. Lots of people thought women couldn’t handle management.” Keffer was the exception: “I don’t care if you’re black, white, purple, male, or female,” he says. “All I care about is whether you can perform.” And the person Keffer had in mind for the job had already proven she could. Her name was Bonnie Hunter. Keffer had hired her as a clerk after her father asked him, as a favor, to give her a job. “She came in and started doing in half a day as much work as any two other clerks could complete in a full day,” he remembers. He knew she was capable of more, but at the time there was nothing more he could do about it. He also knew it was time to start looking for his own dealership. Navigating the Potholes Keffer loved the Carolinas coast, and was pleased to find a buy-in opportunity at a dealership in Wilmington, N.C. Tom Reich Chevrolet had been struggling for years, but Keffer felt he could turn it around, so he approached Tom Reich with a proposal: Keffer would come to work there and each year he would purchase stock. Reich was glad for the management help, and thrilled to have a partner. So Keffer packed up and moved to Wilmington with his wife and five children. In the new dealership, Keffer immediately began making changes. He called the office manager into his office and asked him for sales numbers. The manager informed him that they would be ready by the middle of the month, but Keffer wanted to see the numbers by the third of each month. The manager told him that if he wanted his numbers that fast, he would have to find a new office manager. So Keffer did. He approached Hunter with the opportunity. She accepted and packed up and her husband and moved south to accept the new position. Thanks to Keffer and Hunter’s management, the Wilmington dealership quickly started turning a profit. But despite and because of their success there, Wilmington was not to be a final destination for Keffer or Hunter. As profits continued to increase, Reich, still the dealership’s majority owner, became increasingly aware of the potential of the operation. One day he called Keffer into his office. He looked uncomfortable as he broke the news: Now that the dealership was turning a profit, he no longer wanted to sell more stock. He expressed regret and said he hoped Keffer wouldn’t hate him for the decision. Keffer pauses in his retelling of the story,

recalling the bitter disappointment. He hitches his hands into his belt loops, and gazes into the distance. “Well,” he said to Reich, “I certainly am disappointed. But I don’t hate anyone and I guess you have your reasons. I hope you’ll understand that I’m going to have to look for another dealership opportunity.”

So in 1974, Keffer set his sites on Charlotte, a growing city that he was sure would offer an opportunity, and packed his family off again. Hunter shared his confidence. Keffer told her that as soon as he had his dealership, she would be hearing from him. And it was just three months later that she did, packing up her family and following him to Charlotte.

From promoting women and minorities into leadership positions, to taking underprivileged children to the beach, his successful automotive career has been accompanied at every step by quiet acts of benevolence.

j a nu a r y 2 0 1 1

Getting a Lift; Giving a Lift The city lived up to its promise. In Charlotte, Keffer met Charles Johnson who became his business mentor and taught him the value of remaining behind the scenes and working quietly for the good of the company, employees and community. Johnson also funded Keffer’s purchase of a dealership, allowing Keffer to pay him back gradually out of the profits of the business. Keffer immediately welcomed Hunter into the dealership and within a few years, she had earned her way to the presidency, where she has continued leading the company ever since. From the arteries of Independence Boulevard and Tyvola Road, Dick Keffer Pontiac and Dick Keffer Automotive are now Charlotte icons. Keffer chairs Keffer Management Co., LLC, with

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

involvement in 12 automobile dealerships, an aviation company, plus a Charlotte Douglas Airport operation. All are known for quality and outstanding service, as one might expect from a company run by a man like Keffer, who has spent his entire career looking for opportunities to boost other people. Keffer’s philosophy, and philanthropy, is

NAVIGATING THE SEA OF TECHNOLOGY

e Companies

wing Privat

Fastest-gro

REAL SUPPORT Regardless of your business's needs, basic or complex, Waypoint Solutions Group is the IT consulting firm that can help you. Whether you need to build your IT network from the ground up, are ready to refresh your existing network, or just need reliable IT support, Waypoint Solutions Group can help you.

////////////////////////////////////////////////////////////////////////// Learn how Waypoint Solutions Group can cut your IT costs and improve computer uptime

unique—he seeks out promising individuals to train within his organization, and then helps them get set up in their own businesses. The process begins with identifying high-performing individuals within the company and gradually promoting them through the ranks. When he sees that they are ready, he helps them locate potential ownership opportunities. Then, he purchases the dealership and puts them in charge, with the option to buy him out of the business gradually from profits. Hunter says Keffer Management is unique in not being a consolidator but a finder of stores for managers who share equity as principals. “We have had as many as 25 dealerships in the portfolio, but sheer growth is not our basic goal as much as profitable management. We do get a lot of phone calls, that’s for sure,” she says. Over the years, Keffer has set up 10 individuals in this manner, with 10 others currently in process. In the same way, he started two of his own sons, who now own and operate dealerships in Florida, Georgia, North Carolina and South Carolina. “They are doing so well; I am really proud of them,” Keffer exclaims. Keffer says that some dealers see this activity as a form of abetting the competition. Rather than train new owners, they might purchase multiple dealerships and hang on them. Keffer says that’s a fine way of doing business, but for him it’s more important to help others reach their potential. Unfortunately, for all the success Keffer has seen in this community, he has seen his share of sorrows too. He doesn’t worry too much about the economy—he has seen it go up and down enough times to know how to get through it. But the col➤ lapse of General Motors was a blow.

9305 Monroe Road Suite L Charlotte, NC 28270

Phone: 704-246-1717 Toll Free: 877-4U-EASYIT

www.waypointsg.com

BSI WOULD LIKE TO THANK ITS SPONSORS FOR 2010 AND WELCOME NEW MEMBERS IN 2011.

“I am very busy business owner who has to be focused on getting things DONE. Being a member of BSI saves me time by finding experts to present business topics that can help my company become more successful, giving me specific examples of how other companies practice these concepts, and providing tools that help me actually implement these ideas. The fact that I have continued to be a member for over 7 years is proof that they deliver!” ~Laurie Leonard, SUITE 1000

w w w.business-success-institute.com | 704.315.909 0

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

j a nu a r y 2 0 1 1

“It crushed me,” he says, shaking his head. “I thought they had more money than God. I thought that could never happen.” One of his dealerships, where he was training a manager to take over, was pulled by GM. Keffer knew the dealership was underperforming, but he wanted to give the manager more time and opportunity to prove himself—time that GM didn’t have to offer. Giving Wings—and Wheels—to Dreams Despite the sorrows and challenges, Keffer has never stopped reaching out into the community and looking for opportunities to help people. One of his best-known successes is the annual Beach Blast for underprivileged middle school children, organized through the Charlotte South Rotary Club and funded by Keffer. Inspiration for the program came to him more than a decade ago while on a family vacation. He and his wife and children had watched a rickety school bus pull up, and a group of children descend upon the beach. It quickly became clear that these children, who lived 50 miles away, had never seen the ocean. “Their eyes were as big as saucers,” he remembers. “I thought, ’Holy cow! There must be a hundred thousand children in Charlotte who have never seen the beach!’”

“I don’t care if you’re black, white, purple, male, or female. All I care about is whether you can perform.” ~Richard W. Keffer Jr. Chairman For two years, he organized and coordinated and overcame obstacles and with the help of the Charlotte South Rotary Club and several individuals, creating a program that takes more than 500 underprivileged children to the beach every

VoIP one company | one call

summer. The total number of children served by the program now exceeds 12,000 over the last 20 years. Keffer says he has watched every single one of those children get off the bus at the beach for the first time. “Their eyes just pop out of their heads,” he says. “The want to know everything: ‘How big is this pond? Why can’t we see England or the coast of Africa?’” “Monday morning, they inundate their teachers with questions,” says Keffer, understated joy emphasizing his words. “‘Show us where we were on the map! Show us the cities we went through! Tell us more about jellyfish!’ Some of these kids were bumps on a log in class, and now they are asking questions.” Although Beach Blast is one of Keffer’s favorite accomplishments, it is only one of the remarkable thing he has done. He originated Give Kids the World, a program that takes terminally ill children to Orlando for a week. He funds scholarships for children in the Beach Blast program who complete high school. He has received the Silver Beaver Award from the Boy Scouts of America as well as a Lifetime Service Award from NCADA, and donates the use of his personal aircraft to fly terminally ill children to a Wings of Hope hospital. When asked what he will be doing next, Keffer pauses for a moment. “Well, I’m 78 years old,” he says. “Some people would say that if I had any sense, I would retire and stay at my home in Florida. But I enjoy what I’m doing. If I didn’t have this, what would I do with myself?” Keffer’s main dealership on Independence is currently upgrading from an older showroom to a brand new 36,000-square-foot facility, and he expects corresponding sales growth in the next few years. Beyond that, whatever Keffer does next, it’s almost certain to benefit a lot of people. biz Heather Head is a Charlotte-based freelance writer.

Unified Communications ›Business Telephone Systems ›Structured Cabling Systems ›Office & Warehouse Paging ›Data Networking Build & Design ›Telecom Management & Consulting 1824 I NDUSTRIAL C ENTER C IRCLE C HARLOTTE , NC 28213 704.598.4700 W W W . T E LWA R E . C O M

j a nu a r y 2 0 1 1

Keffer Management Co., LLC 4800 East Independence Blvd. Charlotte, N.C. 28212 Phone: 704-563-5966 Principals: Richard W. Keffer Jr., Chairman; Bonnie Hunter, President In Business: 36 years Business: Private management services company in the business of owning, managing and selling automobile dealerships in the Carolinas, Florida and Georgia; not a consolidator, but a finder of stores for managers who share equity as principals. www.kefferjeep.com

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

azee QR

™

CREATE YOUR QR CODE

qrazee.com

Print Advertising Comes Alive! Understanding The QR Code

S STEP 1: Generate G T The Code

EASY STEPS

STEP 3: Get the Content

➥

STEP: 2 Scan the Code

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

➥ j a nu a r y 2 0 1 1

[bizprofile]

by carol gifford

j a nu a r y 2 0 1 1

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

radition of Excellence Hampton Inn & Suites SouthPark at Phillips Place— A Charming Destination in a European Village Setting

ocation, location, location is the mantra of residential real estate, but it is also key to commercial real estate success. Location plus top-notch amenities and first-class service equals a great guest experience at the Hampton Inn & Suites SouthPark at Phillips Place in Charlotte. “Embedded in a shopping center” is how Greg Panos describes the 124-room hotel’s location at 6700 Phillips Place Court, anchoring the end cap of the development. “It’s our competitive advantage and our clients really appreciate being close to fine restaurants and upscale shopping.” Booking a Success Panos is one of the hotel’s five partner/owners along with Peter Pappas, Johnny Harris, Pat Clayton and Miriam Taylor. “You can stay in our hotel and you don’t need a car to get around and have fun,” says Panos, as he proceeds to rattle off area merchants including the Palm, PF Chang’s, Dean & DeLuca, Café Monte, Lions Jewelers, Restoration Hardware, and Taylor, and Richards & Conger. It’s a great place to house out-of-town guests who don’t know the area and are not likely to rent a car to explore, says Panos. “You can bring Aunt Mary and Uncle Joe—who don’t know anything about Charlotte—here for the weekend,” says Panos, “and rest assured that they’ll have things to do. They can go to restaurants, shop or see a movie, all within walking distance.” The hotel shuttle is available to take guests to SouthPark Mall or to other places within a five-mile radius. Hampton Inn & Suites, part of the Hilton family of hotels, may not have the cache of a Ritz-Carlton or a full-service Hilton, but guests who’ve stayed in top luxury hotels say the look and service at Phillips Place rivals those hotels. Locally, the hotel competes with the Marriott SouthPark, the Renaissance SouthPark and the Doubletree by Symphony Park, all full-service hotels. Rates are all are comparable. Hampton Inn & Suites is a luxury hotel without food and beverage, says Panos. It’s not necessary because of the variety of dining options available outside its door. “When we first opened, Hilton wasn’t sure what to think. They got a little touchy with us because we break the mold, but now we’ve become a benchmark for what other hotels are reaching for,” says Panos. Hilton regularly chooses the Phillips Place hotel to host company seminars such as Hampton’s mandatory Lighthouse Training meeting series. “We’ve had customers walk in the lobby, do a double-take, and go back outside to look up at the name of the hotel,” says Panos. “We took the Hampton Inn & Suites from a roadside hotel to a first-class operation.”“It’s beautiful. It’s so clean and there’s great service,” says Louise Roth, a sales associate at Lions Jewelers who has referred several clients to the hotel. “I have clients come in from South Carolina, Florida, even Arizona, and they really enjoy staying there.” “A couple recently visited from the mountains and the husband had just had ➤ surgery,” says Roth. “He got such great service that he wrote me a note about it.”

Hampton Inn & Suite’s revenue per available room, a measure of how well a hotel competes with its competitors in a designated area, shows a market penetration of 135 to 150 index (where 100 is an entity’s own market share), says Hebert. That means the hotel has an above average market penetration even though it is small and contributes just 12.8 percent of the total rooms in the area, according in the monthly survey conducted by Smith Travel Research. After experiencing a decrease in its average daily rate (ADR) in the last quarter of 2008 and a leveling off in 2009, occupancy rates at the Hampton Inn & Suites moved upward this year, according to Fay Gibson, director of sales Greg Panos and marketing. She predicts the ADR will continue on the upswing in 2011. Managing Member Marcel Hebert “I refer out-of-town guests, customers and vendors who are in Charlotte General Manager on business to the Hampton Inn & Suites,” says Richard Pattison, business Fay Gibson partner at Taylor Richards & Conger and TRC W, who has been sending the Director of Sales and Marketing hotel referrals for five years. “Hampton Inn at Phillips Place offers outstandHampton Inn & Suites SouthPark ing service and superior customer service. We’ve had multiple vendors visiting Charlotte for an in-store promotion, and the hotel has been extremely helpful in accommodating all of our guests’ needs. “Our guests are from New York or Europe and I’m certain they have stayed in numerous high-end “We’ve had customers walk hotels throughout the world,” adds Pattison. “From their feedback, I think the Hampton Inn Phillips in the lobby, do a double-take, Place is on par with some of the best hotels anywhere.” and go back outside to look Panos says one guest, a frequent business traveler, was booked at the Phillips Place location and up at the name of the hotel. turned up her nose at the thought of staying at a Hampton Inn & Suites after she had come from the Ritz-Carlton in Dallas. We took the Hampton Inn & “By the end of her first visit, she said she had never enjoyed a stay more in her life,” says Panos. “She’s Suites from a roadside hotel a regular at our hotel, staying here every time she visits Charlotte.”

to a first-class operation.”

~Greg Panos Managing Partner The hotel guest list includes CEOs and top executives, celebrity visitors and sports figures. Business people choose to stay at the Hampton Inn & Suites over other full-service hotels both nearby and in uptown Charlotte, says Marcel Hebert, general manager.

Celebrating Success In October 2008, says Panos, the hotel celebrated its 10 year anniversary with a $3.2 million renovation that stripped the inside down to the concrete studs. It was replaced with a new, upscale look and furnishings with top-notch amenities including televisions embedded into bathroom mirrors. Refrigerators, safes and microwaves are available in all rooms. Radios have preset stations and are marked so guests can easily choose to listen to classical, jazz, country, easy listening, or other types of music. The hotel offers free wireless throughout the property and guests often choose to work in the great room. The hotel has a full exercise room, an outdoor pool and courtyard and whirlpool tubs in some rooms.

j a nu a r y 2 0 1 1

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

Each day, guests can enjoy the Hampton’s signature “On the House Hot Breakfast” in the great room with different hot entrees, cereals, fresh fruits and assorted beverages, complimentary with each room. “We want to make sure that each guest is treated the same and receives superior service,” says Hebert, who has been at the hotel for six years. “Little things make a difference. We engage our guests so we can notice if they have a need and take care of it.”

SPEECH Ò & HEARING •

SERVICES •

Connecting You To The Sound of Life

///////////////////////////// since 1967

■ We are proud to offer the highest quality hearing aids and a variety of support products ■ State of the art technology and sound booth ■ Competitive and affordable rates

■ We accept several insurance plans

www.charlottespeechhearing.com

■ Mobile Hearing Unit with CAOHC certified technician for industrial testing and noise surveys

■ Audiologist with AuD, state and national certification who can meet a variety of needs for clients of all ages

■ Hearing Instrument Specialist with 10 years of experience ■ A wide variety of speech-language services are also available

///////////////////////////////////////////////////////////////////////////////////////////////////////////////////////

“We want to make sure that each guest is treated the same and receives superior service. Little things make a difference. We engage our guests so we can notice if they have a need and take care of it.”

(704) 523-8027

210 East Woodlawn Road Suite #150 Charlotte, NC 28217

~Marcel Hebert General Manager

Service is the key to a luxury hotel and Hebert says it is something that is always top of mind for the Hampton Inn & Suites’ 35-member staff. Most staffers have been with the hotel for several years; the head of housekeeping has been at the hotel since it opened in 1998. Hebert says there isn’t any turnover in the staff and even during the recent economic downturn, no employees were laid off. “Our employees are the real strength of our hotel,” says Hebert. “We reward them for excellent service. They receive bonuses each month the hotel comes in at or above budget. During this year, we gave out bonuses in nine out of 11 months so far.” By letter, in person and through surveys, guests have told the Hampton Inn & Suites that it has superior service. Hilton provides surveys and feedback to the hotel and through a special General Manager challenge, several Hampton Inn & Suites franchises in the North Carolina market started a “competition” with each other to see how guests ranked them. “Every 20th guest receives an online survey to rate his experience at our hotel,” explains Hebert. ➤ “We compared our survey scores with our

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

j a nu a r y 2 0 1 1

peers in five regions around the state and, at first, we found our scores were lower than expected.” Employees decided to do “whatever it takes” to improve the guest experience and really stepped up their service, choosing to engage and meet guest needs whenever possible, according to Hebert. Their efforts paid off. “We were ranked 13th out of 1,800 Hampton hotels nationally in Property Loyalty for December 2009 to November 2010,” says Hebert. The Successful Dynamic On Monday to Friday mornings, says Gibson, the hotel serves mainly corporate guests. “By Friday afternoon, you see a changeover,” says Gibson. “We become a family hotel. On Saturday mornings you’ll see families and children at breakfast and in the lobby.” While most hotels experience a decline in the number of weekend guests, that’s not the case for the Hampton Inn & Suites, says Gibson, because of its location. “Shopping is the number one thing tourists do when they are away from home,” explains Gibson, and the Hampton Inn & Suites caters to those interested in shopping in Charlotte, particularly at high-end retailers in SouthPark such as Nordstrom, Neiman Marcus and Crate and Barrel. Guests also shop at Concord Mills

and other locations around Charlotte, in addition to the shops at Phillips Place. Gibson says the hotel accounts for 20 percent of all sales at Phillips Place retailers. Hotel packages include: Shopping and Rejuvenation (includes spa and massage), Couples Night Out (includes dinner and movie tickets); Romance Package (with champagne and chocolates) and Wedding Packages for both the wedding party and the bride and groom. The hotel’s largest meeting space is its great room, located directly behind the lobby. It is used to serve breakfast each day and can also be reserved for weddings or private parties, seating up to 75 people. According to Gibson, the hotel

ESCAPE THE ORDINARY

hosts 75 to 100 weddings each year. It is also the site of an area bridal expo each spring that features a plexiglass pool covering so guests can visit with the exhibitors in that area and also see how it could be used as a reception area. “Our clients who want to host luncheon or dinners can choose from one of three meeting spaces ranging in size from 308 to 1,000 square feet,” says Gibson. “We help arrange the food service from one of several caterers we work with and it helps the client control the cost of the food.” Guests receive a first-class room with all the luxuries without having to pay for the overhead of room service, says Monte Smith, owner and operator of Café Monte French Bakery and Bistro, who first met and worked with the hotel management 12 years ago when he was the manager of the Palm restaurant next door to the Hampton Inn & Suites. “I refer all our corporate clients who come to Charlotte to the hotel,” says Smith. “Everyone is very pleased with the service they receive. Smith has worked with the hotel in catering meals, wedding parties, bridal showers and other events. He also works with the hotel and a client on a program to host medical recruits and their families while they are in town for interviews. Last week, he got a call from the front desk asking him to make some chocolate-covered strawberries for a guest due in later that evening, an example of the way Hampton Inn & Suites caters to its guests. “It’s almost as if all these things are at your fingertips,” says Smith. “Guests at the Hampton Inn & Suites have all these great options and everyone is very pleased with the service.” biz Carol Gifford is a Charlotte-based freelance writer.

Phillips Place Hotel Investors, LLC dba

AUDIT & ATTEST SERVICES ACCOUNTING SERVICES GOVERNMENTAL & A-133 AUDITS MERGER & ACQUISITION PLANNING TAX COMPLIANCE & PLANNING

REAL ESTATE CONSULTING SERVICES ESTATE & TRUST TAX PLANNING MULTI-STATE TAX PLANNING BDO SEIDMAN ALLIANCE MEMBER

10815 Sikes Place, Suite 100 Charlotte, NC 28277 704-841-9800 (fax) 704-841-9802 www.bbwpllc.com

Hampton Inn & Suites SouthPark 6700 Phillips Place Court Charlotte, N.C. 28210 Phone: 704-319-5700 Partners/Owners: Greg Panos, Managing Member; Peter Pappas; Johnny Harris; Pat Clayton and Miriam Taylor Employees: 35 Established: 1998 Business: Hilton brand hotel franchise included in the Phillips Place commercial development featuring outstanding restaurants, specialty retail and apparel and furnishings for the home. www.hamptonsouthpark.com

Accountants First, Advisors Foremost 32

j a nu a r y 2 0 1 1

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

Lost courage?

Itâ&#x20AC;&#x2122;s tougher than ever to qualify for Surety Bonds... your Knauff K Get out in front canâ&#x20AC;&#x201D; help.

ad design packages from $250 | logos promotional brochures and mailers | press releases and corporate communications

Make things happen

We can help!

WE ARE YOUR ADVOCATE. Your Trusted Advisors Featuring MessageEnvyâ&#x201E;˘ at Knauff are here to The best way toyou. get your help message across media

Design FROG Studio

7300 Carmel Exec. Park Dr., Ste. 115 Charlotte, NC 28226-1310 704-676-5850 x105 www.designfrogstudio.com

DESIGNNFrog

1001 Morehead Square Drive, Suite 400 Charlotte, NC 28203-0013 800.849.8008 | knauďŹ&#x192;ns.com

Mobile

Engage your market with automated texting.

studio.com tudio.com m

â&#x201E;˘

5DWS )*$,03: SN MNV SN RDD ENQ XNTQRDKE 4S@MC@QC Q@SDR @OOKX

Empowering Your Visual Marketing Print2Mobile is a service of The Hickory Printing Group, a leading privately held print marketing provider. www.hickoryprinting.com | 1-800-HICKORY 725 Reese Dr SW | Conover, NC 28613

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

j a nu a r y 2 0 1 1

Six Key Signs You May Be in Denial Over Hearing Loss 1. Your employees and co-workers are always mumbling. 2. You turn around and are surprised to discover new documents placed on your desk. 3. Your spouse keeps asking you to turn down the TV volume. 4. You find people easier to understand when they are looking directly at you. 5. You think parties are less fun because “no one speaks clearly over the racket.” 6. You find yourself thinking, “Children these days just don’t know how to enunciate.”

j a nu a r y 2 0 1 1

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

by heather head

[bizprofile]

Hearing S Success Charlotte Speech and Hearing Center Offers Solutions

Shannon Tucker Executive Director Charlotte Speech and Hearing Center, Inc.

ometimes you don’t realize how much you miss something until you get it back again. Hearing can be that way, thanks to the gradual nature of most hearing loss. As a result, many adults postpone having their hearing checked until a spouse or co-worker insists. But according to Shannon Tucker, executive director at the Charlotte Speech and Hearing Center, even mild hearing loss can impact a person’s effectiveness, gradually undermining the ability to communicate and, as a result, their standing among colleagues and employees. Fortunately, the Charlotte Speech and Hearing Center can bring people literally back to their senses—or at least return their sense of hearing. “It’s hard enough,” says Tucker, “to be 55 or 60 and functioning at a high level in our fast-paced, 24/7 world. If your communication skills are not up to where they need to be, it will affect you one way or another. You really can’t afford to be communicating at less than 100 percent of your capability, even if it takes a little help.” And help is Charlotte Speech and Hearing’s mission. Starting with fullservice, complete audiological evaluations and auditory processing tests, highly qualified staff can determine the presence and type of hearing loss, and the best way to address it. Listening to Needs “Our staff is highly mission-driven,” adds Tucker. “They genuinely care about our clients and spend a lot of time really understanding their concerns and needs.” Even among adult clients, those needs vary widely. Some hearing loss occurs fairly evenly across the full spectrum of frequencies, while other hearing loss may affect only certain ranges. Additionally, client lifestyle affects their needs. Some business people may be concerned about functioning in a crowded environment such as a cocktail party, while others may be more concerned about their ability to hear the symphony or their grandchildren. Many need to be able to move effectively among environments. At the Charlotte Speech and Hearing Center, a certified audiologist and state-licensed hearing instrument specialists utilize the latest technological devices and programming to restore near-complete function in all capacities, with devices molded comfortably to the ear and designed to be practically undetectable by others. Hearing services for professional adults also include fluency support for stutterers, accent reduction assistance, and speech rehabilitation following an accident or stroke, which together represent only a small fraction of Charlotte Speech and Hearing’s capabilities. From industrial hearing protection and assessments, to hearing evaluation and speech therapy for children, the organization serves a broad segment of the population providing essential services that many conventional hearing aid providers can’t or don’t. Plus, their community service commitment ensures that these top notch services are available to anyone, regardless of ability to pay. ➤

////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////// c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

j a nu a r y 2 0 1 1

Tucker says that early intervention among at-risk children represents a big part of their current mandate. Studies indicate that addressing hearing or speech disabilities by the age of 3 can save society several times the cost of treatment because a child who is ready for kindergarten is more likely to succeed in school and employment, and less likely to access social services or engage in crime as an adult. Charlotte Speech and Hearing’s Step Ahead program sends a therapist into low income daycares and preschools to provide free developmental screening and parent-teacher workshops for care providers of children ages 2 to 5. Then they help connect the children and their families with services and resources to improve hearing and stimulate language and literacy development at home and in the classroom. “It creates a ripple effect,” says Tucker. “If you teach three providers in one preschool in a struggling neighborhood to stimulate literacy and early language, and they have 20 kids in each classroom every year for five years, then you’ve reached 300 kids with early language and literacy stimulations that they otherwise would never have received.” The only non-profit, 501(c)3, free standing community speech and hearing center in North Carolina, Charlotte Speech and Hearing was created in 1967 by the Junior League to provide a school for the deaf. While that school is no longer necessary, thanks to expanded opportunities in public schools, the organization continues to connect people with critical speech and hearing services regardless of age or income. In its first year, the organization operated on a budget of $57,000 and had one employee. Now, its budget is $1.4 million and it has 15 employees serving over 2,000 children plus many more adults annually. The growth has resulted from the organization’s continual efforts to remain relevant to the community’s changing needs. In 1969, the United Way added the Charlotte Speech and Hearing Center to their fold and had, over the years, become their primary source of funding. However, United Way budget cuts in recent years have forced the organization to seek a more diverse funding base. Through marketing and fundraising efforts, they have successfully increased funding from grants, donations, foundations, and private clients from 68 to 75 percent of their income, with United Way funding at approximately 25 percent. “At one point they funded us at close to $600,000 between our allocation and grants” says Tucker. “This year, we only requested about $300,000. We’re pretty proud of that.” Hearing Technology Charlotte Speech and Hearing is also justifiably proud of the high quality of services and equipment they’re able to provide. If you haven’t seen a hearing aid since the days of clunky manila-colored amplifiers, that’s because they’ve become rather difficult to see. Now, a hearing aid can weigh less than a quarter, fit unobtrusively in or behind the ear, and, for good measure, match the color of your skin or hair. But that’s only the beginning of improvements in speech and hearing technology since Charlotte Speech and Hearing’s inception in the 1960s. Prior to the advent of digital technology, hearing aids were essentially just small amplifiers piped directly into the ear canal. They amplified all sounds across all frequencies evenly, including the person across the table, the crowd behind, and the traffic on the street outside. As a result, users often had trouble communicating in crowded or busy environments, and experienced frequent discomfort. All of that changed with the advent of digital technology. Today’s hearing aids can be programmed to amplify only sounds in the specific ranges where the individual is having trouble hearing, and at customized levels for each range. Noise cancellation technology eliminates problems associated with sudden changes or ambient background noise. The highest end aids can even be programmed to meet lifestyle needs of the user, such as the ability to hear all the instruments in a symphony or clearly understand a high-pitched child’s voice. Furthermore, Bluetooth technology enables some hearing aids to communicate with MP3 players, televisions, and classroom communication devices to deliver sounds loud and clear to the user. ➤

/////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////

j a nu a r y 2 0 1 1

“It’s hard enough. to be 55 or 60 and functioning at a high level in our fast-paced, 24/7 world. If your communication skills are not up to where they need to be, it will affect you one way or another. You really can’t afford to be communicating at less than 100 percent of your capability, even if it takes a little help. ~Shannon Tucker ➤ Executive Director

n g i a p m a c g n i t e k r a m r u o eld y

Combine print and online and mobile for the strongest marketing buzz

›Magazines Drive Consumers to Go Online Nearly 50% of readers go online to find more information about the advertising in their printed magazines. Source: CMO Council 2010

›Magazines Build Web Trafc Magazines contribute to building web traffic at each stage of the purchase funnel, especially excelling at influencing purchase intent. Source: Marketing Evolution, 2007

›Magazines Target Mobile A combination of magazines and the web is the best way to target mobile action-takers. Magazines are most likely to complement the web in reaching social networkers who build buzz. Source: MRI, Fall 2009

Forge a relationship with ~ 7 0 4 - 6 7 6 - 5 8 5 0 x 1 0 2 | w w w. g r e a t e r c h a r l o t t e b i z . c o m ~ c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

j a nu a r y 2 0 1 1

While some of these technologies are prohibitively expensive for the organization’s free hearing aid banks, nevertheless it is a misconception to think that the services and equipment offered to low income families are used or second-rate. “We offer the same highquality, digitally programmable, low profile hearing aids to our low-income free clients as we do to private clients,” says Tucker. In addition to exceptional and widely used improvements in hearing aids, technology has impacted many people with physical speech disabilities for whom communication has always presented a particularly frustrating challenge. Perhaps the most famous example of this is Stephen Hawking, whose brilliant mind may probe and elucidate the mysteries of time and space, but whose body prevents him producing coherent speech without assistance. Many children with that level of physical disability have until recently had access to only rudimentary communication channels, such as buttons on a device that communicates basic needs such as hunger or pain. Now, augmented communication technology has advanced to a level that permits any child with rudimentary motor control and cognitive function to use menus and intuitive interfaces to construct complete sentences and thoughts, enabling near-normal communication with anyone in their environment. “Therapists have trained children to use these devices and then taken them out in the community where they can use their device to have a real conversation with a real person in the outside world,” says Tucker. “That’s a really big breakthrough for that child.”

only a portion, if any, of the cost, leaving many middle-income families unable to afford their hearing aids or months of speechlanguage treatment. In these cases, the Charlotte Speech and Hearing Center steps in with a sliding scale fee to ensure no one is left without the assistance they need. Relevance for the Future With 40 years of community service and outstanding private client care under their belts, the Charlotte Speech and Hearing Center has much to be proud of, but they aren’t stopping there. Tucker says they are currently working on a five-year plan that will help them to access additional grant and donor funds. “We want to continue to be relevant and impactful in the community,” says Tucker, “starting with how we access our funds and extending to how we reach our clients.” Some areas the organization wants to expand include hearing education and remediation for a growing population of teenagers experiencing early hearing loss, more early childhood intervention outreach, and attracting corporate and manufacturing clientele to their industrial hearing preservation services. On the business side, Tucker wants to see the organization continue to diversify its revenue base in order to increase its stability by attracting more private clientele, winning grants and foundational support, and gaining individual donors. Most of all, Tucker promises, they will stay true to their mission to connect people in need in the Charlotte community “with the sounds of life”—because everyone deserves the gift of communication. biz

//////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////

Community Impact The Charlotte Speech and Hearing Center serves a wide variety of clients, using revenue generated from private clients to help support their community programs. Tucker says that while clients appreciate the attention and care they provide, they also take satisfaction knowing that, by choosing the Center’s non-profit services, they are supporting the organization’s mission within the community at large. The Center provides free speech-language services to homeless families at Charlotte Emergency Housing, free hearing aids through the Hearing Services Bank (over 1,500 given away in the last decade), language and literacy programs at preschools in underserved

“It creates a ripple effect. If you teach three providers in one preschool in a struggling neighborhood to stimulate literacy and early language, and they have 20 kids in each classroom every year for five years, then you’ve reached 300 kids with early language and literacy stimulations that they otherwise would never have received.” ~Shannon Tucker Executive Director neighborhoods, and a financial assistance fund to provide speech and language services to anyone in need in the community. Many otherwise financially self-sufficient families and individuals sometimes need help with speech and hearing expenses because of the unusual and problematic way that insurance companies and public services handle speech and hearing. For instance, Medicare, which provides medical insurance to individuals over the age of 65, does not cover hearing aids. At an age where a large percentage of the population begins needing hearing assistance, many people find they simply cannot afford the $6,000 hearing aid necessary to function effectively. As a result, this population represents a large proportion of Charlotte Speech and Hearing’s hearing services bank recipients. Medicaid, which provides medical insurance to extremely low- and no-income families, does cover some of the cost of hearing services, but at such a low rate that many private providers simply can’t afford to accept it. Even private health insurance often covers

j a nu a r y 2 0 1 1

Heather Head is a Charlotte-based freelance writer.

Charlotte Speech and Hearing Center, Inc. 210 E. Woodlawn Rd., Ste. 150 Charlotte, N.C. 28217 Phone: 704-523-8027 Principal: Shannon Tucker, Executive Director Employees: 15 In Business: 43 years Business: Non-profit serving the needs of the speech, language and hearing impaired people in the Charlotte region. www.charlottespeechhearing.com

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

QR Codes (Quick Response Codes, QRCs) are a relatively new, 2-dimensional form of barcodes. Already very popular in Europe and Japan, businesses and consumers throughout the U.S. are discovering hundreds of exciting uses for this flexible, convenient (and free) information connection. How QR Codes Work… QR Codes can be displayed almost anywhere. They can be found on printed literature, business cards, highway billboards, product packaging, advertising banners and more. They can be inserted into digital signage and even screen printed onto apparel. QR Codes include embedded text information, web page links and simple programming commands that directly connect customers to timely information about you, your business, and your products or services. Using a mobile “smart phone,” equipped with a built-in camera, customers simply snap a digital photo of the code symbol. Then a free, downloadable QRC “reader” interprets the code and initiates one or more actions, such as accessing a Web page or online map using the phone’s Web browser, displaying onscreen text information, opening an e-mail delivery (mailto) form, sending a (SMS) text message, dialing a phone call or other actions. What QR Codes Can Do for Your Business… QR Codes can be your on-demand sales and customer service representatives. Display text messages, exchange vCard information, initiate a phone call, link to prerecorded audio or video, collect customer “loyalty points,” facilitate online purchases like e-tickets, and easily perform other customer interactions. You can specify a limited date range to convey your content or provide ongoing access to your information. And, each customer connection can be tracked by your organization. Further, you can update and personalize information provided at the point of the exchange. Messages can be updated manually or programmed to change automatically based on the time of day, day of week, weather conditions, etc. Many QRC readers can utilize the mobile phone’s built-in GPS locator and customize information based on the customer’s current proximity. Content can be changed by the business any time to take advantage of current weather or business conditions.

• Corporate • Advertising • Industrial • Editorial

• Web Images • Architectural Interiors & Exteriors • Professional Portrait

wayne@wmphoto.biz www.wmphoto.biz

Professional Portrait Services

Featured are Hugh McColl Jr., former CEO of BofA and Fred Whitfield, President, Charlotte Bobcats

704.545.7001

»Come Visit Our Showroom

3111 Freedom Drive, Charlotte NC 28208 704.399.1948 | www.larnersoffice.com

Executive Looks. Exceptional Prices WE PROMISE OUR CUSTOMERS OUTSTANDING

SERVICE WHILE PROVIDING QUALITY NEW AND USED OFFICE FURNITURE AT AFFORDABLE PRICES .

PLEASE CHECK OUT ALL WE HAVE TO OFFER:

SERVICES OFFERED

›

Instant Marketing with QR Codes

New & Used Office Furniture Competitive Rental Rates Space Planning & Design Upholstery File & Storage Cabinet Painting

larner’s

Custom Furniture Chair, Carpet and Cubicle Cleaning Moving & Installation Furniture Repair, Touch up and Refinishing

office

Brokering New, Remanufactured and Used Cubicles Used Artwork, Lamps, Rugs, Etc.

furniture

New & Refurbished Carpet Squares

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

j a nu a r y 2 0 1 1

[bizprofile]

by heather head

SMART COACHING Scholzâ&#x20AC;&#x2122;s Leadership Development Emphasizes Clarity, Focus, Attention, and Intention

j a nu a r y 2 0 1 1

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

 Founder Chip Scholz of Scholz and Associates, Inc. works primarily with privately owned, multi-generational businesses with revenues of $50 million to $1.5 billion. He provides oneon-one executive coaching, team process development, strategic planning, and overall business alignment.

magine your business, coordinated and cohesive. Imagine your people, better than ever. Imagine your life, balanced. Imagine your company and career with a Scholz Leadership Development coach. Founder Chip Scholz of Scholz and Associates, Inc. works primarily with privately owned, multi-generational businesses with revenues of $50 million to $1.5 billion. He provides one-on-one executive coaching, team process development, strategic planning, and overall business alignment. Scholz’s Leadership Development clientele call on Scholz for many reasons, from new hire assessments to facilitation to group coaching. Most clients also lean on Scholz for personal growth as well as business development. “People talk about it being lonely at the top,” says Scholz. “And that’s true. You can’t talk to your board, your subordinates, or the people around you. If you talk to your spouse, your spouse is going to ask you to stop talking about work. Your friends all have an agenda. And that’s where a coach comes in—the only agenda a coach has is the client.” From the Top Down Scholz understands about the loneliness at the top from experience, but he hasn’t always been there. In 1998, he was a lobbyist at the city and county level for BFI, where he had grown bored with the job and tired of Los Angeles. When his boss called to inform him that his job had been eliminated, his reaction was not typical: “I called my wife and I was laughing,” he remembers. “I told her, ‘I get to change what I’m doing!’ and two weeks later we were on a plane to Charlotte.” Scholz had lived in Charlotte in the 1970s and liked it. Together, he and his wife had picked it out as the place to be as soon as they had an opportunity. He never regretted the move, but the decision to strike out on his own in a new city presented significant challenges. Once in Charlotte, the Scholzes built a house in the Peninsula, expecting to maintain the lifestyle they had become accustomed to. “That was probably my first mistake,” Scholz says. “We moved from a place where all my contacts were, to a place where I had no contacts, didn’t know what I was going to do, what I was going to sell, or who I was going to sell it to. Not exactly a great plan, right?” The job market in Charlotte was good at that time, but not for the type of position Scholz was seeking. The couple’s Peninsula neighbors were all either business owners or high-level bank executives. Scholz had decided that he did not want to work for someone else. He had always admired people who had, what he considered, the “guts and ambition” to build something of their own. So he took the plunge, hung up a shingle and went into the people development business. Predictably, he struggled for a few years. Every week he had to decide if he was going to put out his resume and look for a job or keep pursuing the entrepreneurial dream. He first attempted to get his feet on the ground by becoming an affiliate of Resource Associates Corporation (RAC), a Pennsylvania company that provides resources for those that wanted to be in their own training and coaching business. In September 1999 he went through the initial training, and had his first client two weeks later. It was a 12-member group of executives that he took through a leadership development process. Scholz remembers, “The vice president of the company took a chance on me, and I couldn’t let him down.” But that was the end of his good luck for the next eight months. “At that time, coaching was not well understood,” remembers Scholz. “People thought that if ➤ you were being coached, it was because you had a problem.” Chip Scholz Principal Scholz and Associates

j a nu a r y 2 0 1 1

He persevered, and business improved at first, but then started tailing off. After five years he was still struggling: “I wasn’t doing the homework. I wasn’t reading a lot of books at that time, and I didn’t have a coach,” says Scholz. “I wasn’t doing a lot of the things I was telling my clients to do, and clients can smell that a mile off.” He knew the time had come to either become an expert and truly serve his clients or get out of the business. He decided to go “all in” and become an expert. Scholz went back through the initial training at RAC, and began reading a book at least once a month. (“I’m now reading two a week,” he laughs.) He hired a coach and began setting goals. “I started doing all the things I tell my clients to do, and surprise surprise,” he smiles: “Things began to turn around.” He also began to give speeches at Rotary Clubs, which led to engagements at conventions around the country. At first, the speeches were mostly unpaid, but they put him in front of a lot of potential clients. He began to receive requests for employee and leadership assessments. Today, about two thirds of his clientele are in the supply chain business. He especially enjoys working with multi-generational companies to help them reach their full potential. Clarity, Focus, Attention, Intention It’s difficult to sit with Scholz for long without learning something that can make you a better person or a stronger leader. For instance, listen for 10 minutes and you’ll hear him talk about the four key qualities that distinguish effective leaders: Clarity, focus, attention, and intention. Clarity refers to the ability to understand in detail what you want as well as what you are doing. Scholz tells the story of a corporate attorney who concluded a convention speech with an offer to help anyone in the audience who needed an attorney. Afterward, Scholz challenged him: Would he help someone going through a divorce? No. What about an immigration problem? Well, no. What the attorney lacked, says Scholz, is clarity. The particular attorney in question specialized in corporate law and was available to assist business owners and executives. Clarity regarding that specialty helps to attract the right kind of prospects.

Scholz helps companies become very clear about who they are, who their employees are, and also who they should be hiring. Pat Riley at Allen Tate has worked with Scholz for eight years and says they never hire a candidate for management without first checking with Scholz, who performs detailed assessments and analyzes how the new employee will fit into the company. Once you are clear, you can focus with laserbeam intensity. Focus involves closing doors and sending all your energy in a coordinated direction. “Often people want to keep all their options open,” Scholz explains. “So we keep doors open that we don’t need to have open, and we grow sick and die from the draft.” Instead, he recommends, close the extra doors and every day focus on the things you have clarified

Chip’s Top Questions for Business Owners 1. What does success look like to you? Are you working on someone else’s definition of success, or do you have your own? 2. Do you have the right people? 3. How are you going to market? 4. What do you want to get out of your business? to your clients, they pay attention to you. When you pay attention to what you want, you get more of it.” “Call it the law of attraction if you like,”

“I rarely give advice. And that’s key. I work with very smart people and what I do is I keep asking questions until they figure it out on their own.” ~Chip Scholz Principal as being important. “Now, you’re ready to pay attention. You probably never notice all the white Fords on the road—until you buy a white Ford. Suddenly, there are white Fords in every parking lot, and that is the power of attention,” says Scholz. “When you pay attention

j a nu a r y 2 0 1 1

says Scholz. “But I’m not that mystical. It’s just a matter of paying attention so others pay attention to you.” Finally, intention means taking your clarity, focus, and attention, and putting them to work to accomplish specific, written goals. “We tend to fall into the things that we’re intentional about,” explains Scholz. “Intention is knowing where you are going and what you want, having those goals written down and

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

choosing deliberately the people, activities, networks, and resources you expend your energy with. “It may seem cold,” says Scholz, “but when we start closing doors and stop being haphazard in our actions, we start to accomplish things.” Scholz himself is quite clear and focused on his business, but he says new clients usually are not, so he begins every new relationship with questions. “I rarely give advice,” he says. “And that’s key. I work with very smart people and what I do is I keep asking questions until they figure it out on their own.”

› CRAWL S PACES › FLOOR J OISTS ★Before

After★

No matter what type of foundation you have, Dry-Pro Basement Systems can develop permanent solutions to keep your home dry. Isn’t your family worth the peace of mind?

› MOISTURE CONTROL

› BASEMENT W ATERPROOFING › FOUNDATION REPAIR

Serving North Carolina for Basement Waterproofing, Crawl Space & Foundation Repair

“We tend to fall into the things that we’re intentional about. Intention is knowing where you are going and what you want, having those goals written down and choosing deliberately the people, activities, networks, and resources you expend your energy with.”

Schedule a FREE Estimate

1-866-437-9776

www.dryprosystems.com

~Chip Scholz Principal

David Thaeler, senior vice president at a design-build construction client, has worked with Scholz’s company for 10 years. He appreciates Scholz’s individualized approach and focus on understanding the specific needs of each company. “Chip doesn’t have a box he wants each company to fit into. He takes the time to understand and challenge people, to help them develop themselves and take responsibility and accountability for growing.” Scholz puts it this way: “What does success look like to you? Are you working on someone else’s definition or your own?” Scholz’s goal for each client is “for them to be better tomorrow than they are today: For them to be able to manage and lead better, to have a more fulfilling life, and to get what they ➤ want done.” Usually, of course, that involves

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

704-540-2255

www.ballantynedentistry.com j a nu a r y 2 0 1 1

“Now, you’re ready to pay attention. You probably never notice all the white Fords on the road—until you buy a white Ford. Suddenly, there are white Fords in every parking lot, and that is the power of attention. When you pay attention to your clients, they pay attention to you. When you pay attention to what you want, you get more of it.” ~Chip Scholz Principal

[biznetwork] Thank you to our advertisers who make this publication and its distribution to over 100,000 readers possible! Enjoy their products and services as Charlotte’s leading business-to-business suppliers. 20

ATCOM atcombts.com

At-Net at-net.net

Ballantyne Center for Dentistry ballantynedentistry.com

Blair, Bohlé & Whitsett PLLC bbwpllc.com

Business Success Institute business-success-institute.com

CC Communications cccommunications.com

IFC

Central Piedmont Community College cpcc.edu

Charlotte Speech & Hearing Center charlottespeechhearing.com

Daniel, Ratliff & Company danielratliff.com

Design Frog Studio designfrogstudio.com

Diamonds Direct SouthPark diamondsdirectsouthpark.com

Dry Pro dryprosystems.com

Greater Charlotte Biz greatercharlottebiz.com

Griffin Home Health Care griffinhomehealthcare.com

Group Benefit Solutions gbs-benefits.com

Hampton Inn SouthPark hamptonsouthpark.com

Hickory Printing hickoryprinting.com

IBC

Hood Hargett Breakfast Club hoodhargettbreakfastclub.com

Keffer Hyundai kefferhyundai.com

Knauff Insurance knauffins.com

Larner’s Office Furniture larnersoffice.com

Magazines - The Power of Print greatercharlottebiz.com

08,27

QR Code greatercharlottebiz.com

achieving impressive business development and revenue growth. An individual and a company that are clear about their vision of success, focused, paying attention, and intentional about their actions and associations naturally develop a strong vision. It’s that vision that helps carry them through good times and bad.

activities plus tools that as little as five years ago were brand new. He maintains profiles on several social and business networking sites, to which he posts his regular blog “Leader Snips.” He sends out regular e-mail blasts called the Scholz Report with timely tips and information on leadership topics. He regularly speaks at Rotary Club events as well as industry conventions, and also has a book out called Masterminds Unleashed: Selling for Geniuses and a second book Do Eagles Just Wing It? due out this year. As a result of his success and that of his clients, Scholz’s outlook through the recession and beyond is positive. “You can’t get where you are unless you’ve been where you’ve been,” he says. Although his first few years in business were rough, and although the economy makes everyone work harder, he has no plan to get out of the game any time soon. “I’m having fun, I’m engaged, I wake up every morning excited to do what I do,” he says. “I don’t ever expect to retire.” Which is lucky for the businesses that rely on his expertise, guidance, and sympathetic ear. biz

Heather Head is a Charlotte-based freelance writer.

Focus Clarity

Attention Intention

Selling Yourself Always For many companies, this economy is one of the bad times. “Some industries took it in the shorts,” Scholz says, shaking his head. But he and his clients are doing well nevertheless. “I’ve had to work harder and smarter, but I have not seen a dip in revenue, nor have any of my clients failed.” He attributes that in part to his coaching, but is quick to point out that the people who seek out his coaching are already smart, savvy business people, who know how to sell. In fact, he says, the key to success in any economy, but especially a difficult one, is selling. “Instead of shutting off the lights and putting less pickle relish on the hot dog, my clients started selling again,” Scholz explains. “They learned how to market or they already had that competency, and they continued to do it. They might not be doing exactly what they were five years ago, and their company may not be as large, but because they’re out there selling themselves, they’re still doing well.” For Scholz, selling includes a wide range of traditional

Scholz and Associates, Inc. P.O. Box 611 Cornelius, N.C. 28031 Phone: 704-827-4474 Principal: Chip Scholz Established: 1998 Clients: Approx. 40; 830 participants in development processes and strategic planning retreats; over 1,100 assessments completed for clients Business: Professional business coaching—including assessments, executive coaching, group coaching, facilitation and speaking—and leadership development. www.scholzandassociates.com

j a nu a r y 2 0 1 1

TelWare Corporation telware.com

Tereck Office Solutions tereckoffice.com

The Employers Association employersassoc.com

UNC Charlotte Belk College belkcollege.uncc.edu

Wayne Morris Photography wmphoto.biz

Waypoint Solutions Group waypointsg.com

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

2011 SPEAKER LINEUP Join us at Hood Hargett Breakfast Club for Charlotte’s premier networking experience NEXT MEETING Carmel Country Club by invitation only

14 2011 Jan

Merril Hoge

Wes Moore

Analyst, ESPNs NFL Tonight, Former NFL Star and Cancer Survivor

Youth Advocate and Author of The Other Wes Moore

Jan. 14, 2011

May 13, 2011

J. Bradley (Brad) Wilson

Jerry Richardson

President and CEO BlueCross BlueShield of North Carolina

Owner Carolina Panthers

Feb. 11, 2011

Sept. 9, 2011

“Common Ground”

Tobin Smith

Bob Beckel & Cal Thomas of USA Today’s Common Ground Column

Fox Business Analyst and Co-host of FNCs “Bulls and Bears”

Mar. 11, 2011

Oct. 14, 2011

Erik Qualman

Matt Eversmann

Author of Socialnomics and Social Media and Technology Expert

Hero of Black Hawk Down and the Battle of Mogadishu

Apr. 8, 2011

Nov. 11, 2011

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 become leaders in their respective ﬁelds. For more information, contact Jenn Snyder at 704.602.9529 or jenn@hoodhargett.com. Visit www.hoodhargettbreakfastclub.com. Accepting New Members Call Jenn Snyder at 704-602-9529 • jenn@hoodhargett.com www.hoodhargettbreakfastclub.com

4521 Sharon Road, Charlotte NC 28211 • 704.532.9041 or 888.400.4447 (Located across from SouthPark Mall) Hours: Monday-Friday 10:00-7:00, Saturday 10:00-6:00 www.DiamondsDirectSouthpark.com Diamonds Direct Birmingham | Mountain Brook, AL | 205-201-7400 • Diamonds Direct Crabtree | Raleigh, NC | 919-571-2881