IBAW January 2013 Magazine

H INS IS I IS DE S U E :

T

JANUARY 2013

BE BOLD 2: COMPETITIVE JOBS IN WISCONSIN LASEE: VENTURE CAPITAL

MCMAHON: INNOVATION!

SIMANDL: OBAMA CARE RECAP

TARJAN COMPANY PERFORMANCE

no business is small At AT&T a storefront is as important as a skyscraper.

Small businesses are the backbone of our economy.

They are the engines of new opportunity and growth. Having access to innovative technologies drives success. And we’re here to make sure you’re connected. Always.

AT&T is proud to support the Independent Business Association of Wisconsin.

© 2012 AT&T Intellectual Property. All rights reserved.

IBA MEDIA LINK FISCAL CLIFF: Small business owners speak out to committee members on Fiscal Cliff and the effect on business: https://www.youtube.com/watch?v=60zkPti83G4

Executive Director Steve Kohlmann Heritage Printing / Cultivate Communications President Ann Barry Hanneman Jackson & Lewis Law Offices President Elect 2013 Steve Van Lieshout K & S Technologies VP. State & National Programs Jeff Hoffman Judson & Assoc.

Secretary John Weber Hypneumat

It may seem that we're living in a borderless world where ideas, goods and people flow freely from nation to nation.

We're not even close, says Pankaj Ghemawat.

With great data (and an eye-opening survey), he argues that there's a delta between perception and reality in a world that's maybe not so hyper-connected after all. http://www.ted.com/talks/ pankaj_ghemawat_actually_the_world_isn_t_flat.html

Treasurer Casey Malek Kolb & Co. Membership / Sponsorship Heather Baylor Park Bank

Directors Larry Elton Advantage Leasing Richard Blomquist Blomquist Benefits Bart Adams Kolb & Co. Jason Kuwayama Godfrey & Kahn Tom Boelkow BSI Design, Build, Furnish Dave Drumel Staff Electric Nancy Major Safe Babies Healthy Families

You Are Here*

*Even when you’re not.

In Business - For Business

Political Advocacy • Education • Networking www.ibaw.com / 262-844-0333 / IBAWOffice@gmail.com

960 Timber Pass • Brookfield, WI 53045 • Phone: 262-844-0333

Business Presentation Series

Be Bold 2: Focusing on Jobs Competitive Wisconsin, Inc. has launched a new BE BOLD focus on jobs and Wisconsin’s work force training and development challenges and opportunities. Like BE BOLD 1, BE BOLD 2 has commenced with a major research effort undertaken by a nationally recognized firm overseen by a committee of business, labor, academic and civic leaders and a bi-partisan representation of elected officials and state policymakers.

As with BE BOLD 1, BE BOLD 2 will also include a parallel statewide strategic planning and public outreach effort dedicated to building on the research findings and recommendations.

Scott VanderSanden, President of ATT, Wisconsin

Friday, January 18th 7:00am– 9:00am The Wisconsin Club, 900 West Wisconsin Ave, Milwaukee, WI IBA Member - $30 • Future Members - $40 • To register click here.

SAVE THE DATE! February 7th !

7:30AM - 9:30 AM Power Breakfast Held at WCTC

February 13th: Business Day in Madison.

“Innovation...because growth matters” Presented by: Christine McMahon Click here to register.

See ad in this magazine for details - Registration now open!

IBAW POWER BREAKFAST A U R FEB

H T 7 RY

“Innovation … because growth matters!”

No organization can allow necessity to be the mother of invention. Existing size and profitability do not guarantee future success.

Claudio Feser, author of Serial Innovators, states that “history is full of organizations that were once admired global leaders but no longer exist.” Statistics show that roughly half of the companies that exist today will not be in business a decade from now.

TIME: 7:30 AM - 9:30 AM (Breakfast at 7:30) WHERE: WAUKESHA COUNTY TECHNICAL COLLEGE COST: Admission: $20.00 - Continental Breakfast included!

Register: Click Here

Leaders today cannot leave their future to fate - innovation must be integrated into the business strategy. Leaders must nurture a culture where outdated habits are replaced with the encouragement of new ideas, diversity of viewpoint and constructive dissent.

In this session, you will learn the necessary elements that create a culture of innovation where ideas, big and small, are transmuted into measurable action plans.

Our session will be held in the Harry V. Quadracci Education and Technology Center (shown as the Q Building on the campus map).

Street map: http://www.wctc.edu/general_info/maps/pewaukee.php

Campus map: http://www.wctc.edu/general_info/maps/floorplans/printable_wctc_map.pdf

The session will be held in room Q-365. Free parking in front and along the west side of the building.

Our presenter...

Christine McMahon is a Business Strategist and principle of CMA, LLC. Prior to launching her business 17 years ago, she worked with Procter & Gamble, Slim-Fast Foods and Nabisco as a sales leader developing top performing sales teams.

Her expertise is creating the business strategy that supports innovation and generates profitable sales growth.

The Year Ahead Steve Kohlmann, IBAW Executive Director

Well, we're starting another year and of course there's always a healthy bit of optimism with a new year and that's a good thing. I'm very optimistic that I'll be back on some type of exercise regiment. Last year, my wife Sue and I got back into bicycling and enjoyed time out together on nice days biking several trails and Milwaukee's lakefront. We'll see if we can keep that up.

Last year was a very good year for me personally and professionally. I was appointed to the Community Development Authority for the Marcus Development in Brookfield known as The Corners and I also was appointed as a Town Supervisor for the Town of Brookfield when a vacancy recently took place. Just last week I filed my official papers to run for that office in April. While that commitment only takes several evening hours a month, it gets me out of the comfort zone of my trusty Lazy Boy recliner and learn and experience something new.

Of course the big news is the IBA Board of Directors appointed me Executive Director of IBAW (something I enjoy doing very much). The IBAW Board has entrusted me with running the ship and that's something I take very seriously. I'll do my best to advance the organization and create a high value for you, the members.

There's a lot happening with IBAW in the next six months. As usual, we have some great programming coming your way. This month Scott VanderSanden, President of ATT Wisconsin will be our guest speaker sharing with us the BE BOLD 2 project and how it will create competitive jobs for Wisconsin.

On February 7th IBAW will co-host a POWER BREAKFAST featuring Christine McMahon presenting an overview of her new workshop: "INNOVATION....BECAUSE GROWTH MATTERS".

There's little doubt that in order to survive in the new economy that companies will have to innovate and change to stay competitive. The new year is the perfect time to re-examine your business and find areas of improvement. I've been looking at options for offering

a business education series separately from our monthly programming and I'm using this as a test on that option. I hope you'll come out for this timely, informative topic. Christine is a great speaker and I think there will be many opportunities to apply her ideas to your business. Our co-host will be Waukesha County Technical College on this event.

Some of you have asked for more events out in Waukesha County and we have listened. Also on February 13th, IBAW will be partnering up with our friends at WMC to host BUSINESS DAY IN MADISON. An all-day event, this is really a great opportunity for you to hear national speakers on a wide variety of topics and network with other business executives from around the state of Wisconsin.

Also, this spring IBAW will again be doing our trip to Washington, DC. We'll spend a few days meeting with our elected officials. This is a great opportunity for you as business owners and professionals to tell them directly what's on your mind. I will tell you first hand that these meetings do make an impression on your elected officials. If time allows we'll also take in some sightseeing opportunities. As always the camaraderie with other IBAW members is first rate during these trips. Join us! Email me for details.

Our IBAW magazine continues to grow and evolve. We always looking for content so if you feel you have something that would help educate the membership please do contact me and let's talk!

So you can see, we have a full plate as we slip into 2013.

I am optimistic together we will continue to offer our members options and events not available anywhere else.

I can tell you I, along with the IBAW board members are working hard to give you the very best organization.

LEGISLATIVE OPINION Venture Capital Frank Lasee, State Senator

If there is a silver lining to the Obama administration’s economic policies (and that’s a BIG IF) it’s that we are learning a very important lesson. When our government picks winners and losers, taxpayers lose.

Take the Chevy Volt for example. Chevy has recently hyped the fact that people around the country have driven one hundred million miles in Chevy Volts. To put this into perspective, it only takes 5,000 cars driving 10,000 miles a year to reach this “milestone” in two years.

Out of the 27.2 million cars sold in the past two years (the years the volt has been on the market), Chevy has only sold about 30,000 Volts. That number would be much lower if the government had not given people a $7,500 tax credit (remember, the federal government is borrowing 4 dollars of every 10 dollars they spend) to buy it and experts have said that the tax credits would have to be $12,000 dollars to make the Volt competitive with normal gas burning cars.

The picture gets cloudier when you think of Solyndra, the solar company that went belly up after receiving $500 million in government money. The moral of the story is that governments aren’t very good at being venture capitalists.

Wisconsin has also realized the limits of what the government can do while investing in businesses.

Recently, there have been reports that the Wisconsin Economic Development Corporation misplaced a $56 million dollar loan portfolio because of a problem with their software and borrowers have fallen $12 million dollars behind on loan payments to the state.

Thankfully the software problems are being fixed and the WEDC is under new management.

Unfortunately, some of the $12 million in late loans, like the $2 million left on a loan made to Flambeau River Biofuels by the old Department of Commerce, probably won’t ever be recovered by taxpayers. We need to be more careful about how we spend taxpayer money.

Next session there will be talk about a venture capital bill in Wisconsin, and even here there are people that want to give a small appointed committee the ability to dole out (I mean “invest”) hundreds of millions of taxpayers dollars to get in the business of picking winners and losers with our money. This is a bad idea.

There are private venture capital firms in Wisconsin. One solution could be to partner with them on projects they are willing to risk their money on, under the same terms and conditions they have.

This is a lot different than what some in the legislature want to do, which is give that committee of appointed officials the ability to risk taxpayer money like the Federal Government has.

Either way, making a venture capital board with the ability to dole our money as they see fit is not a good idea.

People have biases and they are going to push their own agendas, just like the President did by investing in Solyndra and the Chevy Volt. A select committee shouldn’t ever have the power to write checks for private businesses on the taxpayer’s dime.

You might be wondering, “Seeing how the government has wasted money playing venture capitalist, why would you vote for it at all?” The reason I would be willing to vote for a 60-40% split is because venture capital firms have a vested interest in making sure that they invest their money wisely and making a profit. If there truly is a lack of venture capital available in Wisconsin, then we the state, can and should make a profit, not lose money on poor risks.

Venture capital firms have to do their homework before they invest, otherwise they go broke, and that isn’t the case for members of an appointed government committee that can vote money to their friends and not pay any real consequences.

Conservatives need to show that we are serious about letting the free market work, and that it will create private sector jobs. The answer lies in getting government out of the way, not by throwing more of our taxpayer’s money at it.

I look forward to hearing from you about the issues of concern to you. Please feel free to contact me, Sen.Lasee@legis.wisconsin.gov or (608) 266-3512. If you are planning to be in Madison, please visit, I look forward to seeing you at the Capitol.

State Senator Frank Lasee

The entire IBAW staff & Board of Directors wish you a happy & prosperous NEW YEAR!

Innovation...because growth matters Christine McMahon, IBAW Member

Existing size and profitability are no guarantee of future success. Companies who stand out from the competition intentionally choose their future and understand that innovation is the most direct route to market dominance and financial growth.

The Greater Bay Area study on innovation reveals that 44 percent of companies whose business goals aligned with their innovation strategies, and whose cultures strongly support their innovation goals delivered 33 percent higher enterprise value growth and 17 percent higher profit growth on five-year measures.

Frank Milton, Global Services Integrator, Management Consulting Services at PricewaterhouseCoopers says, “The time has come for innovation to enter the main stream of management thinking, to achieve its rightful place along side financial management and strategic planning as a determinant of business success.”

For innovation to become an organizational core competency, a shared definition of what innovation means must exist at all levels of the organization.

When asked to define innovation, most people describe it as “breakthrough ideas that redefine a market” (e.g. the iFamily of products). But innovation also includes incremental improvements to an existing product, system or process that measurably enhances the customers’ experience and generates higher market share and profitability (e.g. Cheer detergent drip free cap).

At Schneider National, a transportation and logistics firm based in Green Bay, Wisconsin, had become the largest full-load trucking company in the country serving Lowe’s, Wal-mart and Georgia Pacific by the late 1990’s. But in 2000, their growth slowed and executives were forced to face the grueling fact: there was tremendous industry overcapacity. Unless Schneider could identify how to serve customers better than their competition, difficult times would continue and potentially worsen.

The executive leadership team agreed that customer satisfaction had to become their top priority. After a series of intense discussions, it was decided that “winning more business” was the most viable starting place. They set out to improve their slow response to request for proposals (RFP) which averaged between 30 – 45 days.

They assembled a team of highly capable individuals who were assigned the responsibility to improve the quality and turnaround time of their proposals. This team coalesced immediately. Flip charts capturing new ideas lined conference room walls. Unbridled enthusiasm fueled the creative process. A new proposal template was presented to management and quickly accepted. But months later, absolutely no measurable change had happened.

Disappointed but not discouraged, executives decided to restart the initiative but in a different way. First time around, the discussion included only those people who were involved in the proposal process. This time around, Schneider took an enterprise approach and included each of the eight departments who were responsible for developing the proposal and meeting customer expectations. This changed the conversation from how the proposal was written, to what the business units needed to change in order to shorten the response time.

Schneider achieved the break-through results that they were seeking - turn around time decreased from 30 – 45 days, down to 1 – 2 days. Within nine months, the financial results were starting to be realized, and within two years, they had increased their share of wins by 70% which generated hundreds of million of incremental sales dollars annually.

For a organization to develop a culture of innovation, there must be a shift from departmental to enterprise thinking.

Interestingly, but not surprisingly, when the time came to implement the changes at Schneider, disparate departmental priorities and goals created unforeseen resistance. It became apparent that for wide spread change to happen, a project executive needed to be empowered who could knock down departmental barriers and create a holistic interdepartmental approach where objectives, processes and systems were in alignment throughout the enterprise.

For innovation to become a core competency, team members at all levels of the organization must embrace a creative mindset.

Suggestions should flow from every level of the organization in real-time and a process for capturing and evaluating ideas must be created. At Procter & Gamble, Innovation Reviews are regularly scheduled events that happen at the business unit level, brand or product level, and for specific innovation projects. Who attends depends upon the type of review.

A single poster is used to layout each individual innovation idea. On the poster, the innovation team Includes: the rational for the innovation, the technology (if applicable), relevant consumer research data, the timeline highlighting key milestones and any issues the team is facing.

Posters (low-tech/high impact approach) are the preferred medium because they force the one or two presenters from each innovation team to speak in layman terms (vs science-speak) and distill their ideas into comprehensible nuggets.

Product samples or technology demos, if applicable, are used to provide evaluators with hands-on experience.

Once the information on the poster has been presented, the leader of the review team then engages in dialogue with the presenting team to help assess the innovation plan and identify where the most value can be added. This approach allows for a dozen or more innovations to be reviewed in a few hours.

Connections are often made that go beyond the raw ideas. It’s not unusual for leaders to identify an opportunity by connecting the technology from team A to a business opportunity for team C. Association, or the ability to successfully connect seemingly unrelated questions, problems, or ideas from different fields, is central to the ideation process. Entrepreneur Frans Johansson describes this phenomenon as the “Medici effect,” which refers to the creative explosion in Florence when the Medici family brought together people from a wide range of disciplines – sculptors, scientists, poets, philosophers, painters and architects. As the relationships between these individuals deepened, ideas blossomed spawning the Renaissance.

Ideation involves all levels of the organization, especially leaders, to ask better questions: ask “Why?” and “Why not?” and “What if?” and connect unrelated things. Mark Benioff, the founder of Salesforce.com asked himself, why are we still loading and upgrading software when companies like ebay and Amazon are built on the internet? Steve Jobs generated so many ideas because he spent a lifetime exploring new and unrelated things – the art of calligraphy and meditation practices in an Indian ashram. Jobs is quoted as saying “Creativity is connecting things.”

Creativity also loves constraints. When the Apollo 13 spaceship was stranded in space, engineers on the ground at NASA had only a small box of materials available to use to get the crew home safely. Necessity became the mother of invention. Everything was on the line as thinking in a new way had become a matter of life or death.

As leaders, at least once annually, we should ask our team, “What if we were legally prohibited from selling to our current customers? How would we make money next year?” You might be surprised by the thought-provoking and viable business opportunities that emerge.

This article was written by: Christine McMahon, business strategist and President of CMA, LLC. She can be reached at ccm@christinemcmahon.com or 414.290.3344.

Affordable Health Care Act & Department of Labor Initiative What Employer’s Don’t Know Will Hurt Them Robert J Simandl, Esq.

The Affordable Health Care Act will impact virtually every employer that offers group health plan coverages to its employees. Whether by legal compliance obligation or benefit cost change, the law will touch every employer and every employee. The question is whether it be a positive or negative experience. While compliance responsibilities will be implemented over a number of years, there are certain essentials which employers need to look at now to determine their compliance strategies for the future. These include: 1. Maintaining grandfathered status.

2. Creating plans with “essential benefits.”

3. Establishing and coordinating claims and review procedures for benefit disputes.

4. Evaluation of the impact of the “nondiscrimination rules” on the employer and its benefit offerings.

5. Reporting and disclosure requirements of the plan including the summary of benefits and coverage, summary plan description, plan document and other plan related reporting and disclosure information.

6. Coordination and planning for benefit plan changes and communications with employees.

7. Establishment of automatic enrollment procedures (for employers with 200 or more employees).

8. Amending Cafeteria Plan for new Flexible Spending Account limitations.

9. Evaluating “pay or play” obligations and legal and financial vulnerabilities.

While the above is only a partial listing of the issues and obligations which need to be evaluated by employers for purposes of legal compliance, these issues form the basis for plan operation decision making.

With many of the key 2014 provisions being based upon 2013 operational realities, it is important for employers to immediately begin their evaluation of “next steps.” These next steps include: 1. Evaluation of group health plan(s) and the satisfaction of availability and affordability components of the law.

2. Evaluation of the impact of the non-discrimination rules on key employee benefit offerings and the potential for vulnerability.

3. Evaluation of alternative plan designs/configurations which will provide legal protections for plans which marginally meet or fail to satisfy the affordability requirements of the law.

4. Evaluation of the state of plan documentation and the need for amendment or revision.

5. Evaluation of employment obligations and the “30 or more hour per week” threshold for employment.

6. Evaluation of “penalty v. coverage” and coordinate with third party administrators and carriers to be certain of roles and responsibilities under the law, including non-discrimination testing.

Now is the time for employers to develop their strategic plan and create the foundations for their employee benefit philosophy. Delay will not favor employers and may leave the employer with unpalatable results. Planning and cost modeling are the keys to avoid undesired surprises in this new world of health care.

While compliance with the Affordable Care Act is daunting to many employers, the Department of Labor is now undertaking an audit initiative of employer health and welfare plans. The DOL initiative focuses on ERISA compliance by the sponsoring employer with particular focus on employee rights and entitlements. Such audits are commonplace for retirement plan sponsors, this is the first significant undertaking by the DOL in the welfare benefit arena. The concern for employers will be the penalties which may be imposed for noncompliance.

With the Affordable Care Act and the DOL audits on the horizon, now is the time for action. Many of the issues to be confronted under the DOL audits are also a part of compliance obligations under the new health care laws. Employer adoption of a systematic approach to legal compliance will result in the preverbal “killing of two birds with one stone.”

To view Mr. Simandl’s Power Point presentation, click here.

CONTENT APPRECIATED! Are you an expert in your field?

Is there some business insight you’d like to share?

Submit an article to the IBAW eMagazine!

- 1000 words or less - Send raw text - Photos & graphics welcome For more information contact the IBAW office.

Measuring Your Company Using a Performance Review Les Tarjan, Kolb + Co.

A company’s financial statements provide a certain view of the company’s performance, under a generally accepted set of rules that can be shared with investors, creditors and other users of financial reporting. A more revealing analysis of a company’s performance, trends and progress towards their strategic objectives requires a different view, a performance view. A company’s performance view links operational activities with financial results and is typically only available to qualified company insiders. These insiders understand the definitions of what is being measured and how the measurements and indicators are connected to the company’s strategic objectives. When taken together as a set of internal tools, the performance view provides company management with the insights and predictive evidence to act on and improve their business based on accurate factual data and real time trends.

In a performance view, key company personnel watch certain measurements and indicators in real time. These measurements and indicators can differ from industry to industry, business to business, and department to department. These indicators can be financial and non financial measurements, formula driven trends and multisource data combinations. A performance view can also allow a company to: •

Maintain a history of its measurements and indicators;

•

Measure productivity;

•

Do internal trend analysis;

•

Provide the ability to perform predictive advanced analytics;

•

Set company defined targets and thresholds;

•

Compare itself to best practices;

•

Measure itself against competitors; and

•

Align departmental performance to the company’s strategy and translate strategy into actionable items.

Getting Started: Define Your Performance Measurements and Indicators Part of the definition process is to document and fully describe the performance measurements and indicators currently used and determine if they are key to executing the company’s strategy or linked to executing the company’s strategy. In addition to examining what currently is used, you can look outside the business and research industry benchmarks and best practices, or you can focus internally and determine the company’s internal benchmark or target, compute the frequency of measurement, calculate and test all required formulas and group by relationships unique to the company processes. The definition process is also a great opportunity to strengthen the company’s internal controls through the use of key monitoring reports and data alerts.

To help make this information more valuable, consider the logical breakdowns of this information, specific to the company. This may take the form of geographic areas, product families, time periods, departments or sales teams.

Creating and Implementing your Dashboard Once this information has been defined, documented, workflow diagramed, process and data mapped, and reviewed and refined, visual examples, custom fitted to the various company users, can be generated. Technical knowledge of the company’s various data sources are then combined with subject matter expert knowledge of reporting and dashboard technology tools to deliver useful information to the users.

The last step in the initial process is to train the users on their own specific dashboard, report, measurements, indicators, etc. It is important that users know that the definitions behind all terms, calculations, formulas, targets,

etc. have been documented, reviewed and agreed to by the company’s executive management. In addition all data sources have been mapped, tested and verified so that company personnel can be assured that measurement data and indicators are part of the company’s one and only common version of the true company performance view.

Your company is rich with data and it is ideal to take the time to use the information available to you to develop a performance view. The performance view is based on real time data that can allow your company’s management to make decisions with sound, up-to-date data.

Proud sponsor of the IBAW

TOP 10 NEW YEAR’S RESOLUTIONS...

Rank

Top 10 New Years resolutions for 2012

1

Lose Weight

2

Getting Organized

3

Spend Less, Save More

4

Enjoy Life to the Fullest

5

Staying Fit and Healthy

6

Learn Something Exciting

7

Quit Smoking

8

Help Others in Their Dreams

9

Fall in Love

10

Spend More Time with Family

SOURCE: STATISTIC BRAIN.COM

December Meeting Recap...

Despite being so close to the Christmas Holiday there was a full house at the December IBAW meeting for our panel discussion on Obama Care and what the new legislation means to business owners and their employees. Robert Simandl from Jackson Lewis (HR Law) and Peter Frittitta from R & R Insurance gave a great overview of what is known at this point about the new legislation and left attendees with points to consider.

Mr. Simandl’s Power Point can be seen on the IBAW website by clicking here.

We were also treated to a visit by Jeanne Tarantino, candidate for State Assembly 98th District - Waukesha County.

11th Annual

Business Day in Madison

Registration now open!

Click HERE to register!

February 13, 2013

Monona Terrace Community & Convention Center, Madison

In November, America decided our elected officials should stay the course. But what does that mean for your business, your employees, your families and our nation? Will our leaders be dedicated to economic growth and opportunity? Please join us as we present some of the brightest minds in the nation to discuss the future.

Registration Rates Early bird - $125 per person; Regular rate - $155 per person Early bird - $900 per table of 8; Regular rate - $1,140 per table of 8 (after January 11, 2013) Tuesday - February 12th 5:00-7:00 p.m.

ELECTIONS

ECONOMY

GEOPOLITICS

Welcome Reception

Wednesday - February 13th 7:30-9:00 a.m.

VIP Breakfast (sponsors only)

9:00-10:00 a.m.

Dr. Barry Asmus

10:00-10:30 a .m.

Break

10:30-11:30 a.m.

Stephen Hayes

11:30 a.m.-1:00 p.m. Luncheon and Keynote General Michael Hayden 1:30-2:30 p.m.

Governor Scott Walker

2:30 p.m.

Adjourn OR Legislative Visits

2:30-4:30 p.m.

Dr. Barry ASMUS Economist; Best-selling Author

Stephen HAYES Analyst, Media Personality, Author

General Michael HAYDEN Former Director of the Central Intelligence Agency Former Director of the National Security Agency

Creating a Favorable Climate for Business

America’s Political Landscape: 2013 and Beyond

Hot Spots at Home and Around the World

GUEST SPEAKER

PROGRAM EMCEE

Governor Scott WALKER

Charlie SYKES Talk Show Host WTMJ Radio

Please be our guest at the Welcome Reception on February 12th, 2013 at The Madison Club.

No charge for program registrants. Fee: $30/person if not registered to attend Business Day in Madison.

State Agency Secretaries and Wisconsin State Legislators will be invited.

A program presented in partnership with the WMC Foundation, Inc.

Welcome New IBAW Member!

Susan Kuhlenbeck William Otto Lori Watt Investment Advisory Group Dale Boehm Caspian Technologies Join Wisconsin’s premier business association!

Contact IBAW by clicking here.

You Can Make a Difference In Wisconsin!

Spread the word of IBA to your business associates pass on the IBA brochure!

Download it in PDF format or pass the link on.

Available at www.ibaw.com

Get Informed Get Connected Get Involved

THANK YOU TO OUR SPONSORS...

ATT Altria Industrial Towel & Uniform Blomquist Benefits Associated Bank Kolb & Co. Godfrey & Kahn Park Bank Lauber CFO’s von Briesen Vrakas / Blum

Advantage Leasing Grace Matthews Jackson / Lewis Law Offices BSI - Design, Build, Furnish K & S Technologies Judson Commercial Real Estate Hypneumat Wells Fargo Bank Media Partner: Cultivate Communications Heritage Printing

IBAW 960 Timber Pass Brookfield, WI 53045

Office: 262-­‐844-­‐0333 WWW.IBAW.COM

Membership Application

Name____________________________________________________________________________________ Company_________________________________________________________________________________ Type of Business___________________________________________________________________________ Address__________________________________________________________________________________ City, State, Zip_____________________________________________________________________________ Phone____________________________________Fax_____________________________________________ Email______________________________________Website________________________________________

PLEASE CHOOSE THE APPROPRATE CATEGORY FOR YOUR INVESTMENT IN THE GROWTH AND STABILITY OF SMALL BUSINESS

AMOUNT

NUMBER OF EMPLOYEES IN COMPANY ANNUAL DUES

1 ʹ 5 $215

6 ʹ 15 $275

16 ʹ 25 $375

26 ʹ 49 $470

50 or more $600

Sustaining Member $700

Special! ʹ Pre pay breakfast meetings ʹ 12 for the price of 10 $300

ENCLOSED AMOUNT:

PAYING BY CHECK ? Make checks payable to IBA ʹ and mail to: IBA 960 Timber Pass Brookfield, WI 53045

WANT TO PAY ONLINE? You can also pay by Mastercard / Visa at the IBA Membership page. www.ibaw.com

________________________________________________________________________

The Independent Business Association of Wisconsin is a not-­for-­profit entity filed with the IRS under 501(c)(6) of the Internal Revenue Code. As a not-­for-­profit association, the members of The Independent Business Association, Inc. are allowed to deduct a percentage of dues that are not used for lobbying purposes. For the year 2012 based on the total income of the association and the lobbying expenses as reported on the Wisconsin State Ethics Board Lobbying reports for 2011 the percent of dues that were used for lobbing purposes is 15%. Therefore, the percent of dues that would be tax deductible is 85%.