October 2013 by Inland Empire Business Journal

Vo l u m e 2 5 N u m b e r 1 0 October 2013 $2.00

w w w. b u s j o u r n a l . c o m

AT DEADLINE UC, CSU Six Figure Paychecks Grow 25% in Four Years During a period of tuition increases and state funding cuts between 2009 and 2012, UC school system a d d e d 6 , 1 2 5 employees to its payroll w h o earned six figures—for a total of 28,744 employees earning $100,00 or more last year. Cal State schools added 153 employees earning $100,000 or more for a total of 3,131 employees last year. Combined, that’s a 24.5% increase over the last four years. In 2010, UC raised tuition 32%, and in 2011, CSU hiked tuition 23%, and again UC tuition jumped another 18.3%. See Page 28 for CSU presidents’ and UC chancellor salaries. MAIL TO:

UCLA Anderson Forecast: Economy on the Road to ‘Normal’ By UCLA Newsroom

Special Sections Enjoy Holiday Vacations Close to Home Page 11 How the Affordable Care Act Strengthens Medicare Page 18

The Flavors of New York in Upland

In its third quarterly report of 2013, the UCLA Anderson Forecast asserts that the U.S. economy is “returning to normalcy.” And while the economy will not be normal by historical standards, it will be noticeably better than in recent years. After growing at a now-revised 2.5 percent rate in the second quarter of 2013, real GDP growth will continue at 2.5 percent for the rest of the year before rising to its historical 3 percent in 2014 and 2015, Forecast economists say. In California, the economy continues to mirror the slow growth of the nation. The forecast calls for total employment growth— including payroll, farm and the self-employed—of 2.7 percent in 2013, 2.1 percent in 2014 and 2.1 percent in 2015. Non-farm payroll employment will grow more slowly, at 1.7 percent, 1.9 percent and 2.2 percent for the three forecast continued on page 5

Page 23

Dutton to Run for Assessor Former state Senator Bob Dutton announced Monday, Sept. 16 that he plans to run for San Bernardino assessor in the 2014 election. The assessor’s office also

Six Simple Steps to Financial Success By William J, “Bill” Cortus, CFP® , Financial Consultant, Thrivent Financial After watching the stock market soar to record highs over the first four months of the year, many investors are wondering if they should make changes to their investment portfolios. Perhaps, but not because of what the stock market has done. Investment decisions based on short-term market moves are often short-sighted. A better approach is to stick to a long-term strategy built on proven investment fundamentals, and aligned with your goals and objectives. Here are six simple steps that can help put your financial plan on the right track. 1. If your employer offers a 401(k) plan, use it. For a variety of reasons, it is often going to be your most attractive investment opportunity. Most employers will match a portion of your contributions, making your effective returns high. If you contribute $1,000 to your plan, for example, and your employer matches that at 50 cents on the dollar, your contribution is actually worth $1,500. A 401(k) also offers tax advantages on contributions and investment gains. Finally, it puts your contributions on autopilot via systematic payroll deductions. That makes it less likely you'll skip contributions, and also lets you take advantage of the powerful benefits of dollar-cost averagcontinued on page 11 ing.1 Simply put, your regular,

Bob Dutton includes the recorder and county clerk duties. A former Rancho Cucamonga councilman, Dutton was elected to the state Assembly in 2002. Two years later, the Republican legislator won a seat in the state Senate, where he served until last year. At one point Dutton held the position of senate minority continued on page 33

BUSINESS JOURNAL • PAGE 2

October 2013

BUSINESS JOURNAL • PAGE 3

COMPUTER COLUMN Who Is Samsung? By J. Allen Leinberger There was a time when the only two names in the computer universe were Microsoft and Apple. Bill Gates was aligned with Big Blue (IBM) while Apple was the rogue, the start up, with a charismatic leader and a college dorm following. Today, Apple is king. Its stock on the Dow Jones is followed, up and down, with constant observation by the Wall Street pundits. Many have read the book about its founder, Steve Jobs. Some of you even saw the movie. But in today’s smartphone age, where handhelds and tablets have replaced the desktop, the computer Hatfields may have defeated the McCoys, but a new player has stepped up to the plate. (How is that for mixing my metaphors?) True there are other computer companies, HP, Dell, Compaq, etc. But by today’s standards they are compared to personal computers what the Houston Astros are to the American League. So, just who is Samsung and where did it come from? Well, they came from Korea, South Korea to be exact. Samsung Group is a South Korean multinational conglomerate company headquartered in Samsung Town, Seoul. It comprises of numerous subsidiaries and affiliated businesses, most of them united under the Samsung brand, and is the largest South Korean chaebol (business conglomerate). Samsung was founded by Lee Byung-chul in 1938 as a trading company. Over the next three decades the group diversified into areas including food processing, textiles, insurance, securities and retail. Samsung entered the electronics industry in the late 1960s and the construction and shipbuilding industries in the mid-1970s; these areas would drive its subsequent growth. Since the 1990s, Samsung has increasingly globalized its activities, and electronics, particularly mobile phones and semiconductors, have become its most important source of income. They are even the operator of Everland Resort, the oldest theme park in South Korea. This year Samsung began construction on building the world’s largest mobile phone factory in the Thai Nguyen province of Vietnam. According to the founder of Samsung Group, the meaning of the Korean Hanja word Samsung is “tristar” or “three stars.” The word “three” represents something “big, numerous and powerful;” the “stars” mean eternity. In the late 1960s, Samsung Group entered into the electronics industry. It formed several electronics-related divisions, such as Samsung Electronics Devices Co., Samsung Electro-Mechanics Co., Samsung Corning Co., and Samsung Semiconductor & Telecommunications Co., and operated at the facility in Suwon. Its first product was a black-and-white television set. The SPC-1000, introduced in 1982, was Samsung’s first personal computer (Korean market only) and uses an audio cassette tape to load and save data—the floppy drive was optional. In 1980, Samsung entered the telecommunications hardware industry. Its early products were switchboards. The facility was developed for the telephone and fax manufacturing systems and became the center of Samsung’s mobile phone manufacturing. They have produced over 800 million mobile phones to date. In the 1980s, Samsung Electronics began to invest heavily in research and development, investments that were pivotal in pushing the company to the forefront of the global electronics industry. In 1982, it built a television assembly plant in Portugal; in 1984, a plant in New York; in 1985, a plant in Tokyo; in 1987, a facility in continued on page 10 England; and another facility in

IE Manufacturing Summit Date Set The Manufacturers’ Council of the Inland Empire (MCIE) has set Feb. 21, 2014 as the date of their next Summit. Last year’s successful conference included over 450 attendees, and expectations have prompted a move to the Ontario Convention Center for the 2014 event, where more space will allow for expanded breakout sessions and exhibit space. Conference Chairman Wally Brithinee stated, “We are pleased to announce the 3rd annual Manufacturers’ Summit in the Inland Empire. It promises to be the best yet, even coming off of a terrific Summit last year.” The MCIE was reformed in 2005 when 15 Inland Empire manufacRobert C. Fry Jr and Wallace Brithinee turers came together to solve common problems, including developing trained employees for new high-paying, advanced manufacturing positions. Chaffey College spearheaded this effort by identifying manufacturing as a growing area for employment in the Inland Empire. Over the last eight years, the Manufacturers’ Council has grown to 50 manufacturers and implemented nine new programs, ranging from 8 hours to 460 hours in duration, through collaboration with Chaffey College, San Bernardino Community College District and the San Bernardino County Workforce Development Department. The MCIE Summit is the signature event of the Council. It was established to provide information to manufacturers, highlight successes of business and industry in the Inland Empire, and promote manufacturing jobs. Attendees are encouraged to network with other businesses as well as discuss solutions to the most pressing issues facing the manufacturing community: regulations, EMC2 Award for Effectiveness workforce development, in Marketing resource efficiency, exporting, and marketing. The Summit hopes to facilitate discussions and discover solutions to workforce problems by offering the EMC2 Award. The purpose of the awards is to promote excellence in innovation and solutions to current and future manufacturing challenges. Manufacturers are encouraged to submit entries detailing solutions to problems they have encountered in three categories: Innovation in Workforce; Innovation in Resource Efficiency; and Innovation in Marketing. For each of the three categories, the Summit selects one winner to be announced at the Summit. The entries are also posted at the Council’s website. Last year’s winners included: Safariland, a security product mancontinued on page 33 ufacturer, in the category of

BUSINESS JOURNAL • PAGE 4

October 2013

I N D E X News and Features How to Address Rampant Employee Disengagement? Recognized Human Equity Gallup poll shows that most American workers either hate their jobs or don’t care one way or the other about them. Trevor Wilson says it’s time to focus on individual’s strengths in the on-going search for the best talent. . . . . . . . . . .

Columns Computer Column. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Real Estate Notes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Sales and Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 6 Investments and Finance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Your Customers Are Smarter Than You— and Three Other Awkward Truths About New Product Development Many companies guess what their customers want (based on very limited information) rather than asking them. And that’s why the average company has only a 25 percent success rate with new products. . . . . . . . . . . . . . . . . .

Sales and Customer Satisfaction. . . . . . . . . . . . . . . . . . . . . . . 9

The Lists: Fastest Growing Private Companies in the IE. . . . . . . . . 10 Inland Empire’s Largest Office Projects. . . . . . . . . . . . . . 12 Mortgage Lenders in the Inland Empire. . . . . . . . . . . . . . 18 Commercial Real Estate Brokers in the Inland Empire. . . 29 Title Companies in the Inland Empire. . . . . . . . . . . . . . . 31 Social Media Marketing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

The 7 Key Steps for Leveraging Social Media Marketing to Drive Real Results Many business fail at social media because they think it means Facebook or Twitter. Natalie Henley says it is actually much more than that. Businesses should think social media as a concept. Social media is actually about engaging with your audience in a broader way. . . . . . . . . . . . . . 16

How to Reduce the Biggest Expense of Your Life: Taxes Rao K. Garuda identifies some of the most expensive and common tax hurdles affecting Americans and offers advice on troubleshooting our tax system. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Vol. 25, No. 10, October 2013 — Inland Empire Business Journal is published monthly by Daily Planet Communications, Inc., 1801 Excise Street, Suite 111, Ontario, CA 19761. (909) 605-8800. Bulk rate U.S. postage paid, Ontario, CA, permit No. 1. Send address changes to: Inland Empire Business Journal, P.O. Box 1979, Rancho Cucamonga, CA 91729. Information in the Inland Empire Business Journal is deemed to be reliable, but the accuracy of this information cannot be guaranteed. The management of the Inland Empire Business Journal does not promote or encourage the use of any product or service advertised herein for any purpose, or for the purpose or sale of any security. “Inland Empire Business Journal” trademark registered in the U.S. Patent Office 1988 by Daily Planet Communications, Inc. All rights reserved. Manuscripts or artwork submitted to the Inland Empire Business Journal for publication should be accompanied by selfaddressed, return envelope with correct postage. The publisher assumes no responsibility for their return. Opinions expressed in commentaries are those of the author, and not necessarily those of the Inland Empire Business Journal. Subscription payment must accompany all orders for the monthly journal or annual Book of Lists. Copyright 2013 Daily Planet Communications, Inc.

Quotations on Time Save time thinking you can do the other fellow’s job better than he can—put it in doing your job better! Herbert A. Schoenfeld

Corporate Profile. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Manager’s Bookshelf. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Restaurant Review. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Financial Column. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 New Business Lists: County of San Bernardino. . . . . . . . . . . . . . . . . . . . . . . . 36 County of Riverside. . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Close-Up. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Executive Time Out. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

PUBLISHED BY Daily Planet Communications, Inc.

BOARD CHAIRMAN William Anthony

MANAGING EDITOR Ingrid Anthony

ACCOUNT EXECUTIVE Mitch Huffman

CORRESPONDENTS AND COLUMNISTS Cary Ordway

Natalie Henley

Trevor Wilson

Lance Cooper

Rao K. Garuda

Nancy Powell

Henry Holzman

Edward Allen

William “Bill” Cortus

Dan Adams

Russ Swansen

Joe Lyons

J. Allen Leinberger

STAFF

Life is too short, and the time we waste in yawning can never be regained. Stendhal The more sand has escaped from the hour glass of our life, the clearer we should see through it. Jean Paul One realizes the full importance of time only when there is little of it left. Every man’s greatest capital asset is his unexpired years of productive life. P. W. Litchfield

Travel Editor: Camille Bounds Consultant: Mel Pervais

Art Director: Jonathan Serafin Sales: Mitch Huffman

Publisher & Producer

Ingrid Anthony

Managing Editor

Jonathan Serafin

Art Director

williamj@busjournal.com ingrid@busjournal.com jon@busjournal.com

October 2013

BUSINESS JOURNAL • PAGE 5

Economy on the...

REAL ESTATE NOTES HOUSING MARKET REBIRTH SPURS LEASING IN THE INLAND EMPIRE Here’s a mid-year review of the Inland Empire office market, provided to us by Marcus & Millichap, the national real estate investment services firm. This summary is pulled from the firm’s quarterly Office Research / Market Overview report for the Riverside-San Bernardino Metro Area. Although employers mostly paused during the first quarter and pared staff during the second, the office market maintained positive momentum in the first half of the year and should gain speed in the final two quarters of 2013. The nascent recovery in the housing market will drive improvement in the coming quarters. As home sales spur the need for mortgage and brokerage companies, suburban office space will steadily come off the market, providing leverage for operators to lift rents. In addition to office users associated with housing, other small-space users will begin to ink deals when once-maligned neighborhoods have a stabilized population. Accountants, insurance agents, dentists, and other population-serving space users that once shied away from areas with significant household turnover will be emboldened by the prospect of new markets. It is unlikely, however, that vacancy conditions prior to the last recession will be matched for several years due to the significant supply overhang. While operators should not expect sub10 percent vacancy during this cycle, current fundamentals will encourage builders to remain cautious, limiting supply growth to only the most sought-after areas. The buyer pool is widening in the Inland Empire, though most investors are targeting properties with significant upside. Properties that cash flow despite a substantial vacancy factor are highly favored by buyers. Most of these investors are familiar with the area and willing to upgrade the building to attract companies. Financing for these value-add deals is challenging to obtain, so cash-heavy investors who can fund the purchase and tenant improvements will dominate this arena. Going-in, properties will need to cash flow, while exit cap rates after stabilization can clear 10 percent. Stabilized properties, meanwhile, have a limited number of suitors. The recent rise in both interest rates and spreads has removed some of the already limited number of interested parties. Average cap rates for Class B properties are near 8 percent, and revenue potential has some upside as low-rent leases roll over in the next two years. Owner-users, meanwhile, will secure SBA loans to take advantage of current prices and interest rates. Employment: After stumbling through the first six months of the year, employment gains will re-emerge in the second half of 2013. For the year, 8,000 spots will be created, representing a 0.7 percent expansion. Office-using employment will widen 2.1 percent as 3,800 jobs are added. Construction: This year, construction will rise to 530k square feet of space, lifting office stock by 1 percent. Last year, 190k square feet came online. Vacancy: As job growth resumes in the second half of this year, vacancy will fall to 16.5 percent, an annual improvement of 180 basis points. Last year, vacancy declined 140 basis points. Rents: As both the Class A and Class B/C sectors contribute to growth, asking rents across the two-county metro will climb 2.7 percent in 2013 to $18.74 per square foot, nearly erasing a 2.9 percent loss posted in 2012. continued on page 10

years.

continued from pg. 1

THE NATIONAL FORECAST UCLA Anderson Forecast senior economist David Shulman says that while the economy is returning to normal, it is still operating well below what would have been expected prior to the recession. As an illustration, he cites a report from Sentier Research showing that the current median household income is lower than it was in June 2009, the final month of the recession. In an essay titled “Returning to Normalcy, Sort Of,” Shulman writes that payroll employment growth will be a sustained 200,000 jobs per month through 2015 and that the unemployment rate will steadily fall to 6.5 percent by the end of the three-year forecast period. In the near-term, the adjustments business firms will make as a result of the implementation of the Affordable Care Act could negatively affect the quantity and quality of the net increases in employment; companies may convert full-time employees to part-time, and smaller businesses may seek to limit their headcount to 50 full-time employees. The Anderson Forecast continues to believe that the housing recovery is underpinned by a five-year period of underbuilding, rising household formations, improved employment and still-low (by historical standards) mortgage rates. As to the latter, the fear of higher rates in the future makes the current rate environment more attractive to buyers. The result is a forecast that calls for housing starts to increase to 965,000 units this year, compared with 783,000 last year. This is actually a reduction from previous forecasts, due to a slower ramping up of production than originally envisioned. The forecast calls for a return to normal growth on the order of 3 percent in 2014 and 2015, a percentage-point higher than the 2 percent growth rate the economy has experienced since the recession ended. It also sees an end to the very low interest rates we have become accustomed to the past few years. While a resumption of normal growth is a good sign, Shulman does caution that it will not be enough to restore the economy to its pre-recession growth path. THE CALIFORNIA FORECAST The California forecast report, authored by senior economist Jerry Nickelsburg, examines the recovery in employment in California, both by geography and sector. The economic news coming out of the state is relatively bright when compared to the rest of the United States, but California’s recovery is not an equal one—the economy is divided both by geography and skill-class. In a report titled “Where Are the Jobs, California?,” Nickelsburg notes that coastal economies in California that are driven by investment, technology and trade have outperformed the U.S. as a whole. Conversely, the inland economies that are driven by migration, construction and government have stagnated. The data from the past 12 months reveals a pattern similar to that of the previous three years. Employment in the Bay Area, Orange County, San Diego and Ventura has consistently grown at a faster rate than the country as a whole. Los Angeles and the mid-coast, after a slower start, have seen employment growth at about the anemic national rates. But the Sacramento Delta, the San Joaquin Valley and the Inland Empire, absent the primary drivers of economic growth, continue to fall further behind the rest of the state. Viewed through the prism of skills, California continues to add jobs, but only a few sectors are taking off. This, Nickelsburg says, is the fly in the ointment of the state’s recovery. Californians who invested in and developed skills in the growth sectors of the 20thcentury economy are now finding continued on page 9

BUSINESS JOURNAL • PAGE 6

October 2013

MANAGEMENT MANAGEMENT How to Address Rampant Employee Disengagement? Recognize Human Equity Author and Global Corporate Speaker Says It’s Time to Focus on Individuals’ Strengths An alarming Gallup poll published earlier this year is still sending shockwaves throughout the business community: Most American workers either hate their jobs or don’t care one way or the other about them. Less than a third of Americans are actively engaged in their work, meaning they’re passionate about it, enthusiastic and energetic. They’re consistently productive, and high performing. Gallup estimates the 20 million who are “actively disengaged”—openly negative and unhappy have a staggering effect on the economy, costing the United States $450 to $550 billion each year in lost productivity. “To engage the 70 percent of non-committal or actively disengage’ employees, business managers need to change how they view human capital,” says Trevor Wilson, CEO of TWI Inc., a global corporate speaker, human equity strategist and author of “The Human Equity Advantage,” (humanequityadvantage.com). “Engaging employees is an issue I’ve been working on for more than two decades, and there is a solution. I call it human equity—the unique assets each individual brings to

the workplace that are often unrecognized. Recognizing and leveraging your own human equity, as well as that of your employees, addresses not only the incredible waste of human capital illustrated in the recent poll, but also related concerns business leaders share, including the constant need for innovation. These challenges are not unique to the United States.” There is a reason why executive royalty, such as Warren Buffet and former General Electric CEO Jack Welsh, sought talent beyond traditional criteria like knowledge and skills, which are also important, says Wilson. He offers a method for uncovering valuable intangibles in employees; he calls it the SHAPE V Talent model: • Strengths: Consider strength as defined by the 1999 Gallup StrengthsFinder study, which includes “consistent nearperfect performance in an activity.” The study identifies 34 qualities, which can be innate and, unlike skills, are not learned. Individual employees and managers should not force a square peg into a round hole; if an employee’s near-perfect, near-effortless strength is in research and analysis, but not so much in data management, managers should allocate this

resource accordingly. • Heart: Have you ever wondered what comes first, whether you’re good at something because you like it, or you like it because you’re good at it? The chicken-or-egg question aside, what matters is the passion one has for a talent. This includes activities a worker would do even if he or she didn’t have to do it on the job. If a talented manager won the lottery and decided to quit his job, for example, he might be inclined to manage people in a local political campaign or take the helm of his son’s little league team. • Attitude: There are three general attitudes an employee might have, according to a branch of study in positive psychology. First, there are those who approach their work as a job, who seek only a paycheck and benefits. The second group includes those with a career perspective who seek advancement. The third group views their work as a calling and deeply connects with what they do every day. • Personality: In 2009, nearly $500 million was spent on personality testing in North America alone. A reliable test isn’t valuable in so much as it reveals differences among

workers, which are most likely already apparent. The value of these tests is in showing how and where differences lie. Understanding differences can lead to an appreciation for how and why coworkers perform and improve the synergy of teams. • Experience: Who is the person you’re sitting next to at work; who is she when she’s not making business-to-business calls, scheduling meetings or troubleshooting technical problems? How does her race, religion, economic background, family situation and overall lifestyle influence—or not influence—her work life? More importantly, how might her life beyond work offer diversity of thought in the workplace? Life experience should not be overlooked when assessing talent. • Virtue: “Value in action, that’s virtue,” Wilson says. Candor, temperance, courage – these traits preempt problems like public scandals, harassment and discrimination and foster a positive moral pragmatism among coworkers and practical wisdom among leaders. With social media continuing to expose bad behavior and employee morale revealed to be at a stunning low, this is a significant quality in the on-going search for the best talent.

SALES SALES AND AND MANAGEMENT MANAGEMENT Seven Ways to Keep Young Sales Reps from Crashing and Burning By Lance Cooper Millennials enter the nation’s sales teams as the most parented generation in history. Yet, they do not have the goals or plans to achieve compelling ambitions. Today, 20 million young men delay maturing until their late 20s and are without solid commitments and responsibilities guiding their lives. This leads to “helicopter parent-

ed” boys and girls often crashlanding when they try to take on the demanding responsibilities of monthly sales production. Many young and seasoned sales managers have not been prepared for this new generation of sales reps. As a result, they often see the following three scenarios: Fast Start Fades: A sales

manager hires an engaging young man who seems full of fire and enthusiasm. His early success causes the sales manager to feel good about the hire. And, then it happens: he watches the new recruit’s enthusiasm and production fade. Roller Coaster Rep: A new hire works hard to sell enough to meet assigned budget numbers,

and then falls short the next month. Back and forth; up and down. The rep sells just enough to get close to budget and then misses for two months only to rise again, hit budget, and survive being fired. Character Losses: Despite their helicopter parents, many young men and women today continued on page 13

BUSINESS JOURNAL • PAGE 7

October 2013

Networking Group Gets Marks Go Giver Group Gx3 Go Giver Group Network is dynamic and keeps expanding and pushing its limits. Business owners are looking for a fresh start and a welcome change to be a part of a positive movement in the community. The focus of Go Giver Group Network is to take on new challenges and

expand the traditional methods of networking. The main aim that drives Go Giver Group is its ability to increase the value of networking by way of giving referrals to others. Inspired by a book called “The Go Giver,” this networking company firmly believes in the ideals of giving

something generously to receive something in return. Referral Marketing can work wonders for a person who wishes to draw new business and ensure steady progress. However, not everyone is capable to achieve success in this field. To guarantee success it

must be done in the right way. Go Giver Group has a very simple aim. They plan to help growing businesses gain momentum by way of referrals. The referral program followed by Go Giver Group is structured in a way that meets all the essential professional standards. This type of networking binds several business professionals together and results in healthy longterm relationships that work wonders for each business. Considered as one of the most effective marketing strategies, this method of referral will ensure that the business professionals exchange their thoughts, ideas and information in a healthy environment leading to growth of businesses. “Our goal is to give and when you give, you will receive,” states Ray Salem, Gx3 board member. The basic logic behind Go Giver Group Network is to give more to receive more. They provide only those business professionals who take their job seriously and are actively involved and interested to make a change to their business. Their main focus is to provide exceptional quality services to the community that plays an important role in keeping a business running. Given below are some reasons as to why a business professional must be a part of the Go Giver Group Network: 1. Gx3 is responsible for boosting business and introducing new business opportunities. 2. A chance to interact with some honest business professionals who also aim at expanding their business. 3. Be apart of a positive movement in your community. For more information, visit www.gogivergroup.com or call Alfred Rodriguez at (909) 5220420 or email info@gogivergroup.

BUSINESS JOURNAL • PAGE 8

October 2013

DUFF & PHELPS/INLAND EMPIRE BUSINESS JOURNAL STOCK CHART THE GAINERS

THE LOSERS

Top five, by percentage

Company

Current Close

CVB Financial Corp. (H) 13.45 Simplicity Bancorp, Inc. 15.40 Provident Financial Holdings, Inc. 18.19

Top five, by percentage

Beg. of Point %Change Month Change 12.74 14.82 17.77

0.71 0.58 0.42

Ticker

American States Water Company CVB Financial Corp. (H) Monster Beverage Corporation Simplicity Bancorp, Inc. Provident Financial Holdings, Inc.

Current Beg. of Point %Change Close Month Change Monster Beverage Corporation 55.90 57.39 -1.49 -2.6% American States Water Company 26.20 26.30 -0.10 -0.4%

5.6% 3.9% 2.4%

9/20/13 Close Price

8/30/13 Open Price

%Chg. Month

52 Week High

52 Week Low

Current P/E

Ratio

Exchange

AWR

26.20

26.30

(0.4)

33.09

20.32

17.3

NYSE

CVBF

13.45

12.74

5.6

13.77

9.43

18.2

NASDAQGS

MNST

55.90

57.39

(2.6)

66.12

39.99

30.5

NASDAQGS

SMPL

15.40

14.82

3.9

15.69

13.50

20.3

NASDAQGS

PROV

18.19

17.77

2.4

19.69

12.74

7.6

NASDAQGS

Notes: (H) - Stock hit fifty two week high during the month, (L) Stock hit fifty two week low during the month, NM - Not Meaningful

Five Most Active Stocks Monster Beverage Corporation 25,748,120 CVB Financial Corp. 8,102,290 American States Water Company 4,806,160 Provident Financial Holdings, Inc. 667,300 Simplicity Bancorp, Inc. 169,960 D&P/IEBJ Total Volume Month

39,493,830

Monthly Summary 9/20/13 Advances Declines Unchanged New Highs New Lows

Company

3 2 0 1 0

Duff & Phelps, LLC One of the nation’s leading investment banking and financial advisory organizations. All stock data on this page is provided by Duff & Phelps, LLC from sources deemed reliable. No recommendation is intended or implied. (310) 689-0070.

FMI Forecast for 2014 in the Q3-2013 Construction Outlook Report FMI (www.fminet.com), a leading provider of management consulting and investment banking* to the engineering and construction industry, releases its Q3-2013 Construction Outlook. The markets continue to shift, reducing annual Construction-Put-In-Place predictions to $909.6 billion, down nearly $4 billion from previous predictions. Early forecasts for 2014 show annual CPIP continues moderate growth of 7%, rising to $977 billion. Major market predictions include: • Residential Construction — FMI continues to forecast traction in residential construction. However, the growth is expected to taper off to 12% in 2014. Total predicted residential forecast is $379.6 billion, compared with the $338.2 billion for 2013. • Commercial Construction — The current forecast calls for a 5% increase in 2014. Although retail sales as of June 2013 were up 5.7% over the previous year, new bricks and mortar retail space along with commercial and other construction growth will remain slow to recover. • Healthcare —With business owners nervous about the costs of the Affordable Healthcare Act, predictions are slightly unstable. Although the healthcare construction forecast slipped 1% since last year, it is still expected to grow 6% in 2014 to $44 billion. • Educational — The increase in residential construction and tax revenues will help bring this market back in many areas of the country. Due to budget cuts for government spending at all levels, the national market will rise only slightly in 2014 to 4% over 2013 levels. • Manufacturing — The resurgence of the automotive industry is a big boost to manufacturing as is the continuing explorations continued on page 32 and mining for shale oil and gas.

October 2013

BUSINESS JOURNAL • PAGE 9

Economy on the...

that some of those same skills are not applicable to the 21st-century continued from pg. 5 economy. Those sectors producing job growth in California now require a different set of skills. While a larger proportion of the inland workforce is impacted by this structural change, coastal communities are affected as well. For example, prior to the recession of 2008–09, Los Angeles employment was relatively diversified across employment sectors. Now, some parts of the county are doing quite well and others quite poorly, which is generating aggregate economic data that is mixed at best. Real personal income growth is forecast to be 1.9 percent in 2013 followed by 3.3 percent in both 2014 and 2015. Unemployment will fall through 2013 and will average approximately 8.9 percent for this year. In 2014, the Anderson Forecast expects the unemployment rate to drop to 7.9 percent on average— three percentage-points higher than the U.S. forecast—and then to 6.9 percent. In a companion piece titled “The Evolution of Human Capital, Workforce, and Innovation in Los Angeles Over the Past Two Decades,” UCLA Anderson economist William Yu provides an update to the human capital index research he has been conducting for the past year. Among his conclusions are that Los Angeles’ human capital has been falling behind other major cities at a time when those cities have seen theirs rise; that a high level of human capital will predict high levels of income and is correlated with high innovations; and that an investment in the early childhood education of disadvantaged children could be one of the most efficient and effective ways to achieve vibrant growth and shared prosperity in our city. The UCLA Anderson Forecast is one of the most widely watched and often-cited economic outlooks for California and the nation and was unique in predicting both the seriousness of the downturn in California in the early 1990s and the strength of the state’s rebound that began in 1993. The Anderson Forecast also was credited as the first major U.S. economic forecasting group to declare the recession of 2001. For more news, visit the UCLA Newsroom www.newsroom.ucla.edu and follow us on Twitter.

SALES AND CUSTOMER SATISFACTION

Your Customers Are Smarter Than You—and Three Other Awkward Truths About New Product Development Sometimes the truth is hard to hear. But according to Dan Adams, the way B2B companies approach innovation is deeply flawed (dare we say “downright dumb”?). He explains what so many of us are doing wrong—and offers insights on how to engage the customer in a way that gets buy-in on those bright ideas right from the start. Picture this: You’re at your favorite restaurant with three friends. The server welcomes you with a brief chat but never takes your orders. Then, about 15 minutes later, he arrives with an assortment of entrées for each of you. Yours is okay. It’s not exactly what you wanted, but since you’re starving it will do. Your vegan friend, Sally, has a real problem: The steak and cheesy broccoli the server brought her means she’s going to be pretty hungry for the rest of the night. Carl is on a low-carb diet, so his pasta dish certainly won’t help his weight-loss goals. But on the bright side, your other friend, Steve, is raving about his cheeseburger. The server, as it turns out, had a 25 percent success rate at guessing what each of you would like best for dinner. Good thing this restaurant is hypothetical—Steve might come back again but the other three of you almost certainly won’t. Yes, it’s a ridiculous way to do business—yet Dan Adams says this is exactly what it’s like in new product development. Companies guess what their customers want (based on very limited information) rather than asking them. And that’s why the average company has only—you guessed it—a 25 percent success rate with new products. “In business, of course, we think we’re asking customers what they want,” notes Adams, author of the new, free 32-page e-book “Reinventing VOC for B2B: 12 New Rules from New Product Blueprinting” (www.newproductcontinued on page 20

BUSINESS JOURNAL • PAGE 10

October 2013

Real Estate...

SALES OF 20 ASSETS TOTALING $65 MILLION SOLD BY AUCTION.COM CLOSE DURING WEEK ENDING SEPT. 6 Chino Retail Plaza is Largest Closing of the Week. Auction.com, the nation’s leading online real estate marketplace, facilitated the closing of 20 commercial assets in 11 states during the week ending Sept. 6, 2013. The sales had a combined total value of more than $65 million. Among the highlights was a 90,804-square-foot retail asset in Chino, Mountain Village Plaza, which was listed by Rockwood Real Estate Advisors. continued from pg. 5

SAN DIEGO-BASED PATHFINDER PARTNERS, LLC ACQUIRES 117,000-SQUARE-FOOT BEL VILLAGGIO RETAIL CENTER IN TEMECULA—FIRM PURCHASES CENTER FROM TWO CMBS SPECIAL SERVICERS Continuing to expand its investment portfolio, Pathfinder Partners, LLC – a San Diego-based firm which makes opportunistic investments in real estate assets and defaulted loans – announced it has acquired Bel Villaggio I and II and Bel Villaggio III, two specialty retail centers in Temecula. In separate transactions totaling nearly $18.5 million, the properties were purchased from two different CMBS special servicers. C.W. Capital sold the 77,000-square-foot Bel Villaggio I and II – which houses Macaroni Grill, Navy Federal Credit Union, Cosi and Original Pancake House among others – for $12.75 million. Bel Villaggio III, a 40,000-square-foot center which is home to continued on page 18 Shogun Restaurant, Aiyara Thai

Samsung?...

Austin, Texas in 1996. As of 2012, Samsung has invested more than continued from pg. 3 $13 billion in the Austin facility, which operates under the name Samsung Austin Semiconductor LLC. This makes the Austin location the largest foreign investment in Texas and one of the largest single foreign investments in the states. Samsung started to rise as an international corporation in the 1990s. They became the largest producer of memory chips in the world in 1992, and are the world’s second-largest chipmaker after Intel. In 1995, it created its first screen. Ten years later, Samsung grew to be the world’s largest manufacturer of liquid-crystal display panels. Compared to other major Korean companies, Samsung survived the 1997 Asian financial crisis relatively unharmed. In 2000, Samsung opened a computer programming laboratory in Warsaw, Poland. Its work began with set-top-box technology before moving into digital TV and smartphones. As of 2011, the Warsaw base is Samsung’s most important R&D center in Europe, forecast to be recruiting 400 new-hires per year by the end of 2013. In the first quarter of 2012, Samsung Electronics became the world’s largest mobile phone maker by unit sales, overtaking Nokia, which had been the market leader since 1998. In the Aug. 21 edition of the Austin American-Statesman, Samsung confirmed plans to spend 3 to 4 billion dollars converting half of its Austin chip manufacturing plant to a more profitable chip. The conversion should start in early 2013 with production online by the end of 2013. On March 14, 2013, Samsung unveiled the Galaxy S4. On Sept. 4, 2012, Samsung announced that it plans to examine all of its Chinese suppliers continued on page 33

Fastest Growing Private Companies in the I.E. (Ranked by Increase in Revenue) Company Name Address City, State, Zip

% Increase in Revenue

$ Revenue 2011 $ Revenue 2012 ($ Millions)

# Employees Current

Year Founded

Type of Business

Top Local Executive Title Phone/Fax E-Mail Address

1,175.1

1.1 14.1

2001

Solar Distribution

Sarada Marella CEO (951) 413-1482/413-1483 sarada@globalwedge.com

Global Wedge, Inc. 8807 Mesa Oak Dr. Riverside, CA 92508 Walz Group 43234 Business Park, Ste. 107 Temecula, CA 92590

1,057

1.4 15.8

2003

Bus. Financial Products & Services

Rod Walz CEO (951) 491-6800/491-6595 sales@walzgroup.com

Monoprice 9477 London Way Rancho Cucamonga, CA 91730

1,061

3.5 39.7

2002

Imports/Distributes Audio/Video Components

Amy Bullam Manager (909) 989-6887/9890078 www.monprice.com

WebMetro 160 E. Via Verde Ave., Ste. 220 San Dimas, CA 91773

171.9

3.7 10.1

1995

Internet Marketing, Website Design

Carlos Ugalde Founder/CEO (909) 599-8885/599-8887 www.webmetro.com

SRS Engineering 25843 Jefferson Ave. Murrieta, CA 92562

149.8

2.2 5.4

1985

ICSN 17453 Sandlewood Dr. Riverside, CA 92503

139.8

4.5 10.9

2000

Develop & Engineer Prototype Products

Joon Lee Owner (951) 687-8818/687-2879 www.icsngroup.com

RehabAbilities 9227 Haven Ave., Ste. 300 Rancho Cucamonga, CA 91730

134.4

3.4 8.1

472

1987

Places Rehabilitation Therapy Professionals

Kim Jones President (909) 989-5699/989-7633 www.rehababilities.com

Organize 6727 Columbus St. Riverside, CA 92504

50.5

6.9 10.3

1998

Storage Products

Terry Shearer Owner (800) 600-9817/600-6817 terrys@organize.com

Plastics Research 1400 S. Campus Ave. Ontario, CA 91761

40.8

13.4 18.8

1972

Manufacturing Fiberglass and Plastic Containers

Dick Marvin General Manager (909) 391-2006/391-2205 www.prccal.com

Mfg. Industrial Process Equipment Rupli Hawraink for Biodiesel CEO/President (951) 526-2239/526-2441 www.srsengineering.com

N/A = Not Applicable WND - Would not Disclose na = not available. The information in the above list was obtained from the companies listed. To the best of our knowledge the information supplied is accurate as of press time. While every effort is made to ensure the accuracy and thoroughness of the list, omissions and typographical errors sometimes occur. Please send corrections or additions on company letterhead to: The Inland Empire Business Journal, P.O. Box 1979, Rancho Cucamonga, CA 91729-1979. Copyright 2013 by IEBJ.

October 2013

BUSINESS JOURNAL • PAGE 11

Enjoy Holiday Vacations Close to Home As summer’s last hoorah, Labor Day weekend is famous for picnics, barbecues and road trips. Thanks to the latter, however, it’s also famous for horrendous traffic—traffic that could become the norm if the United States does not make significant investments in infrastructure, according to the U.S. Travel Association, which released an analysis of U.S. highways in which it predicts that “Labor Day-like traffic” could soon be normal on an average weekday along many U.S. interstates. This holiday season avoid airport hassles and long, long auto trips. A study of highway usage data and growth rates along 16 U.S. interstate corridors, U.S. Travel’s analysis reveals that average daily car volume will soon surpass the notoriously high car volumes experienced on Labor Day weekend, unless

policymakers act to fund major infrastructure improvements. Without such improvements, holiday-esque traffic jams could become routine in as few as 10 years, according to U.S. Travel, which pointed out that major infrastructure projects often take up to 15 years to complete—putting timely relief out of reach in some alreadycongested areas. “Traveling with relative ease cannot be taken for granted, whether it’s for business or pleasure,” Roger Dow, president and CEO of the U.S. Travel Association, said in a statement. “If the average day on the road resembled those brutal periods when bumper-tobumper traffic is the norm, it would devastate our economy and way of life. For a great number of America’s major corridors, that day is not that far down the road.”

Among the interstate corridors U.S. Travel studied were I95 in Florida, from Palm Beach to Melbourne, which under current conditions will reach Labor Day-like traffic by 2020; I-95 from New York to Washington, D.C., which will reach Labor Day-like traffic by 2023; I-5 from Los Angeles to San Diego, which will reach Labor Day-like traffic by 2023; I-70 from Columbus, Ohio, to Pittsburgh, which will reach Labor Day-like traffic by 2026; and I-15 from Southern California to Las Vegas, which will reach Labor Day-like traffic by 2026. Congestion won’t just impact commutes. U.S. Travel says it also will impact travel, citing a new survey it conducted in which 58 percent of recent Labor Day travelers said they would significantly alter their yearly travel habits if U.S.

Six Simple Steps... continued from pg. 1

highways experienced Labor Day-like conditions on a “typical day.” More than 38 percent of respondents, it reports, said they would avoid at least one to five trips per year, while almost one in five travelers (19.5 perecent) said they would stop taking long-distance trips altogether. If auto travelers avoided just one auto trip per year, U.S. Travel cautions, the U.S. economy would lose $23 billion in travel spending, which would directly support 208,000 American jobs. Editor’s Note: Oxnard and Ventura is an easy, less than two-hour trip from most cities in the Inland Empire. Enjoy upcoming holidays and plan a “close to home” festive vacation this year—it could be very relaxing.

fixed-dollar contributions buy more shares when prices are low, and fewer when they’re high.

2. Understand your investment horizon. Many people underestimate how long their retirement savings will need to last, which can lead to a host of mistakes. Some invest too conservatively, making it hard for their portfolios to keep pace with inflation. Others draw down their assets too quickly in retirement, boosting the odds that they’ll run out of money in old age. The average 65-year-old in good health today can expect to live about 20 more years. Your investment strategy should reflect the possibility that you will not only meet, but perhaps exceed, the life expectancy averages. 3. Don’t underestimate the corrosive effects of inflation-even at low levels. At a rate of just 2 percent, inflation cuts the buying power of a dollar by a third in about 20 years. At 3 percent, it does the job in 14 years. Make sure your portfolio includes some assets, like stocks, that historically have outperformed inflation over long periods of time. 4. Diversify your investment portfolio, but understand that you will need to do more to mitigate longevity risk. Diversification is the simplest and most effective approach to managing investment risk, but is ineffective at managing many other threats to your financial security. Longevity risk, for example—the risk of outliving your savings—is best managed by pooling your risk with other investors. One way to do that is with an annuity contract issued by an insurance company. Certain annuity contracts work like old-fashioned pension plans, paying a fixed income for life2. Some include escalation clauses that increase your payout over time to keep pace with inflation. continued on page 27 Knowing that you have provided for

BUSINESS JOURNAL • PAGE 12

October 2013

Inland Empire’s Largest Office Projects continued on page 17

Ranked by completed total square footage Building Name Address City, State, Zip

Total Now Completed Square Feet

Total Available Square Feet

Final Total Planned Square Feet

Year Project Started

Stories in Tallest Building

Leasing Agent Company Phone/Fax E-Mail Address

Tri-City Corporate Center 650 E. Hospitality Ln., Ste. 150 San Bernardino, CA 92408

636,795

88,640

N/A

1986

Bette Radek CB Richard Ellis (909) 381-5301/885-7127

Corporate Business Center 25884-C Business Center Dr. Redlands, CA 92374

527,527

109,189

850,000

1986

Kyle Kehner Cushman & Wakefield of California, Inc. (909) 796-0183/796-7638 kyle_kehner@cushwake.com

Riverside Technology Business Park 1600-2060 Chicago Palmyrita Riverside, CA 92518

479,047

143,261

WND

1989

Tom Pierik/David Mudge/Rich Erickson Lee & Associates (951) 276-3600/276-3650

Mathis Brothers Building 4105 Inland Empire Blvd. Ontario, CA 91764

435,000

54,844

WND

2007

Tom Pierik/David Mudge/Rich Erickson Lee & Associates (951) 276-3600/276-3650

Regency Tower Orange & 10th St. Riverside, CA 92501

250,000

2008

California Commerce Center 1950 S. Sterling St. Ontario, CA 91764

300,172

8,108

300,172

2008

Drew Sandon C.B.R.E. (909) 418-2182

University Research Park NEC Columbia & Research Park Dr. Riverside, CA 92518

300,045

138,500

2003

Vindar B. C.B.R.E. (909) 418-2134/418-2100

Hospitality Exec. Center 1950 Sunwest Ln. San Bernardino, CA 92408

240,800

80,000

existing

1986

Rockefeller Group Projects Haven & Pittsburgh Ave. (20 Bldgs.) Rancho Cucamonga, CA 91730

236,820

2008

1-2

Diana Saldana Collins Int’l. (909) 390-1400/390-1409

Transpark Office Center 2990 E. Inland Empire Blvd., Ste. 120 Ontario, CA 91764

208,677

593 - 13,615

208,677

1982

10.

Joe Werdein Leasing Manager (909) 987-8811/466-4675 jwerdein@theabbeyco.com

Turner Riverwalk Riverwalk Parkway Riverside, CA 92505

402,988

189,042

175,000

2008

11.

David Mudge Lee & Associates (909) 276-3600/276-3650

Adams Business Park 2900 Adams Riverside, CA 92518

206,186

25,407

WND

1989

12.

Empire Corp. Plaza 10740-10760 4th St. Ontario, CA 91764

159,820

13.

84,604 42,302 32,814

Chino Hills Corporate Park 15315-15345 Fairfield Ranch Rd. Chino Hills, CA 91709

146,692

81,243

WND

2007

14.

Tom Pierik/David Mudge/Rich Erickson Lee & Associates (951) 276-3600/276-3650

Summit Business Centre 2002-2038 Iowa Riverside, CA 92518

138,224

24,924

WND

1989

15.

Tom Pierik/David Mudge/Rich Erickson Lee & Associates (951) 276-3600/276-3650

Parkway Business Center 4682-4750 Ontario Mills Parkway Ontario, CA 91764

125,000

93,224

WND

2008

16.

Tom Pierik/David Mudge/Rich Erickson Lee & Associates (951) 276-3600/276-3650

Jurupa Business 41-4240 & 1420-1460 Jurupa Ontario, CA 91764

123,411

39,229

WND

2001

17.

Tom Pierik/David Mudge/Rich Erickson Lee & Associates (951) 276-3600/276-3650

Golbal Corporate Park Meridian Pky. Riverside, CA 92518

110,000

2008

18.

The Grove Avenue Business Park Ontario, CA 91767

150,000

356,208

2007

Summit 2002-2038 Iowa Ave. Riverside, CA 92501

139,464

33,018

N/A

1989

20.

Vindar B. C.B.R.E. (909) 418-2134/418-2100

Riverside Metro Center 3801 University Ave. Riverside, CA 92501

131,225

87,996

131,225

1990

21.

Donald C. Parker Owner (800) 242-6622/(951) 369-9448

Indiana Business Center 6820 Indiana Ave., Ste. 210 Riverside, CA 92506

128,780

24,266

128,710

1982-1988

22.

Evie Ocello Jacobs Development Co. (951) 788-9887/788-4314 evie@jacobsdevco.com

19.

2008

Tom Pierik Lee & Associates (951) 276-3600/276-3650

Ryan Russell Cushman & Wakefield (909) 942-4697/989-4440 ryan.russell@cushwake.com

Tom Pierik/David Mudge/Rich Erickson Lee & Associates (951) 276-3600/276-3650 2

David Mudge Lee & Associates (951) 276-3600/276-3650

Tom Pierik Lee & Associates (951) 276-3600/276-3650 John O’Brien C.B.R.E. (909) 418-2135/418-2100

October 2013

Seven Ways to...

enter a sales team without the basic values and character traits necessary continued from pg. 6 to make a positive social impact on new customers. If they do sell at quota, they may do so with poor customer satisfaction and unfulfilled co-worker needs. New reps with these performance issues foster a poor sales culture with low referral rates and repeat business. This brings inconsistency to monthly sales production, creates high turnover, and may impact the company’s brand or reputation or marketplace. Building a productive sales team from New Millennial candidates requires paying attention to two important areas: Recruiting, and Coaching. Here are seven ways to keep young sales reps from crashing and burning. 1. Use structured questions and validated profiles designed to identify the character traits, personality traits and sales competencies which would be possessed by a successful sales hire. These traits would include: honest and ethical, hard work ethic, personal responsibility, deadline motivated, a need for independence, asking questions and listening, and presenting solutions. For example, some sample questions could be, “Tell me about some previous successes at school, work, sports, a sales position, or with your hobbies. What was important about ______ to you? What was it about you that led to success?” “What is the minimum amount of money you must earn with us to feel successful?” When asking questions, make sure you hire someone who has a motivational center, meaning they have a specific reason to excel. Also, hire someone who has to make enough money equal to or above the income earned at your minimum sales standard. 1. Install a 90-day ramp-up process designed to cause the candidate to exclaim, “Wow, this is a better company and sales job than I expected when I was hired!” Ask for feedback from reps on the sales team and create a checklist that includes training, introductions, and celebrating progress points. 2. During the first 90 days, have the sales rep complete a Survival/Lifestyle goal setting sheet which details the amount of money they need to survive and the additional monthly amounts to sell beyond survival and to fulfill a better lifestyle (building saving accounts, paying off debt, saving for new homes, etc.) You will discover some of their motivating influences when you do this; both you and your rep will know what income is important and why. 3. Get to know the rep and customize your coaching approach. Develop a scavenger list of 12 personal and important things to know about each rep. Interestingly, even helicopter-parented reps do not often feel they’ve been listened to by authority figures or that anyone has really tried to get to know them. What you learn will help you tailor your coaching for each rep. What they learn about you when you listen will increase their trust in your coaching. 4. Learn to ask coaching and mentoring questions. Then, begin asking these questions during a foundation interview for the new rep. This foundation interview will contain anchor questions like, “What do you want?” follow by layered questions like, “Why is ____ important to you?” “What difference will not being able to pay for ____ make in your life?” “How are you impacted by goals for which you have a low commitment?” 5. Help each rep develop a sales plan and show them the activity levels necessary to reach their lifestyle goals (see 3 above). Focus your reps on the activity levels (prospects found, first appointments

BUSINESS JOURNAL • PAGE 13

held, presentations done) and the character and personality traits that will maintain these levels: hard work, perseverance, discipline, adapting to personalities, asking questions and listening. As a mentor, teach them how to handle setbacks and challenges. Many Millennial employees have been taught to believe that trophies and results are earned by merely showing up. Therefore, recognize and reward effort, courage, persistence and self-discipline. For example, reward behaviors like meeting prospecting and appointment goals or handling tough customer problems with great service. Do not harangue them for results in the absence of a process. 6. Operate your sales team with standards. Example of areas in which to set standards are as follows: honest and ethical behavior, activity levels, dress, customer follow-up and minimum sales results. When introducing young reps to these standards, always explain why they exist and how they help people. If standards are not met, make sure you enforce them at once; do not wait to make it clear what is acceptable and what is not. Then, once defined and enforced, make sure the reps know that you believe they have what it takes and they can get better; they can achieve the results for which they strive. You can develop high-performance cultures with today’s young people. When you do the actions outlined above, you can recruit better reps and then coach them to high performance. You will teach people to sell beyond quota, above survival and at activity levels necessary for the incomes they want. You, and they, can do this. For more information, please visit sellingbeyondsurvival.com or email him at lcooper@salesmanage.com.

There is Still Time to Save in the Enterprise Zone Find out how you can lower your state taxes now On Jan. 1, 2014, the State of California will eliminate the 40 Enterprise Zones operating throughout the state as a result of Assembly Bill 93 (AB93). AB93 is legislation that was recently signed into law to defund the 30-year program in favor of other economic development initiatives. But until then, companies will have one last opportunity to claim the special tax credits enterprise zones offer and lower their state taxes before they expire at the end of the year. Enterprise zone tax credits save businesses thousands of dollars in state taxes, which helps lower operating costs without slashing key resources. The most beneficial credit is the Hiring Tax Credit, which allows employers to claim a total of $37,440 in tax deductions for hiring a worker who meets one of 11 categories. In essence, a business gets back a portion of the wages paid to an employee that qualifies, lowering the overall cost to employ that person. With only a few more months left to start the process of claiming the tax credits, local zone officials are encouraging businesses to find out if any current employees qualify or how to use it on any upcoming hires before time runs out. Enterprise zones also offer a Sales and Use Tax Credit, which allows businesses to claim the taxes paid on certain equipment purchases. If you are planning to make any equipment purchases that are pertinent to running your businesses in the near future, you should find out if they qualify. Any hires and taxes paid on certain equipment purchases made before the Dec. 31 deadline can be applied toward each credit. The Inland Empire is home to four enterprise zones, the most prominent being the San Bernardino continued on page 33

BUSINESS JOURNAL • PAGE 14

October 2013

Vision CalCPA efforts cause CalCPA members to be viewed as leaders in professional competency and integrity by clients, employers, the public and government officials. Mission To increase the value and promote the integrity of the CPA profession, contribute to the success of our members, and strengthen client, employer, public and government trust in CalCPA member advice, work products and opinions. Core Values • Integrity • Competence • Continuing Education and Lifelong Learning • Independence • Objectivity • Protect the Public • Attuned to Business Issues Strategic Priorities The following strategic priorities support CalCPA's vision and mission as well as the organization's long-term success. • Advocate for members on issues that affect the profession. • Enhance and promote the visibility of the profession and CalCPA. • Attract, educate and support CPAs in their professional and personal development. President’s Message, Inland Empire Chapter Alex Lemos, CPA, MBA I became a CalCPA member back in 2006, fresh out of college and ready to become the next hot shot CPA. As a candidate, I paid the $50 out of my personal checking account and wondered what my $50 investment would get me. At the time I never realized that initial $50

BUSINESS JOURNAL • PAGE 15

would open up a world of opportunity for me that’s still continuously developing. That initial $50 gave me inside access to all of the YEP content and networking socials I could fit into my schedule. It gave me a firsthand look at how all of our chapter’s great professionals conduct themselves in the public eye, and how it’s important to get involved in your profession. And when I passed the Uniform CPA Exam, my $50 gave me an opportunity to become a chapter leader. The funny thing with having three letters behind our names: it also makes that $50 investment climb quite a bit higher. And with that increase in investment, an entire world of opportunity comes with it. We get to work with the other chapter leaders to help make key decisions for our membership base. We also get to help other young emerging professionals make the same journey we did all those years ago. And when we continue to give back to our profession and be a key member of our chapter, lifechanging opportunities present themselves to us. With new opportunities comes a new investment. We go from paying the dues of a CPA in public practice to the dues structure of a business and industry executive. All the while, our journey as an officer

Alex Lemos, CPA, MBA

for the chapter has already started to make large strides. We get to see new faces coming and making an impact on the chapter every year, and hope that they will continue to see the value we have seen during our term of service. We’re even able to demonstrate to our new employer the value of their investment. All of a sudden we look up and we are the ones holding the

president’s gavel, realizing that the initial $50 investment and all subsequent and future amounts we have and will invest have been more valuable than any other investment we have ever made. Because, when we really think about it, the membership dues don’t simply give us just a membership—they present us with opportunities to further our careers with almost limitless potential. For more information visit www.calcpa.org.

Inland Empire Chapter Events IE Temecula Valley DG: “A Great Coach In Action & A Natural Manager” | D3061013 Monday, October 14 - Temecula What is the difference between a manager and a... IE MAP: Self-Empowerment: Tools, Tricks, and Tips for Enhancing Your Success | D2111013 Thursday, October 17 - Claremont Ever wonder if you are guilty of self-sabotage... IE Riverside DG Book Study: DE-NIAL: Not Just a River in Egypt | D3051013 Friday, October 18 - Riverside Understand how denial of risk and peril... Tax Committee: Obama Care - What You Must Know | D2201013 Tuesday, October 29 - San Bernardino John Gustafson, the Area Director of Account... IE Student Leadership Development and Scholarship Event | D1021113 Friday, November 01 - Redlands Join your fellow students and young and... IE La Verne DG: Password Magic | D3031113 Monday, November 11 - La Verne Why are passwords important to CPAs? Come... IE Temecula Valley: Strategy & The Fat Smoker: “Accountability” & “Selecting A Leader” | D3061113 Monday, November 11 - Temecula Have you ever felt you’re leading a group just... IE B&I Discussion “Management Strategies for Small Companies” by Harvard Business School | D2121113 Tuesday, November 12 - Fontana Many of the issues faced by small... IE MAP Group: Recent Tricks, Traps, and Trends in Employee Benefit Plans | D2111113 Thursday, November 21 - Claremont What are the latest trends, traps, and tricks... IE Tax: Criminal War Stories From The Trenches | D1081213 Tuesday, December 03 - Claremont Get the facts on your ethical and legal... IE Temecula Valley: “The One-Firm Revisted” & “Managing The Multidimensional Organization” | D3061213 Monday, December 09 - Temecula How do we overcome the “Fat Smoker”... IE California Frauds, Scams and Scandals | D1040114 Friday, January 10 - Ontario High-yield investment frauds have risen a... IE Temecula Valley: “The Trouble With Lawyers,” “The Chief Executive Speech” & “Passion People & Principles” | D3060114 Monday, January 13 - Temecula How do we overcome the “Fat Smoker Syndrome?”...

BUSINESS JOURNAL • PAGE 16

October 2013

SOCIAL SOCIAL MEDIA MEDIA MARKETING MARKETING The 7 Key Steps for Leveraging Social Media Marketing to Drive Real Results By Natalie Henley Investing in marketing campaigns can be a nerve-wracking decision for many small- and medium-sized businesses. CEOs and marketing directors know that when you have limited resources, you must be strategic with your budget, and every marketing investment has to pay off. This is why social media campaigns tend to be the first thing cut. Although free to setup, they take valuable staff resources to manage, and the ROI is not as apparent. While launching a social media campaign likely won’t bring leads and sales pouring in your door tomorrow, when you implement a few social media success strategies, you’ll find it much easier to drive a positive ROI with social that benefits your organization for years to come. 1. Reframe your outlook. Many businesses fail at social media because they think it means Facebook or Twitter. Social media is actually much more than that. Rather than putting labels on social media, think of it as a concept. Social media is actually about engaging with your audience in a broader way. Traditional media has always been one directional—you place an ad, the customer calls, and you have an offline private conversation. Social media is the first time where businesses can interact with their community in a public online forum. That openness and transparency is scary to many business owners, but it’s exactly what customers crave. 2. Start small. As you delve into social media, begin with the platforms that can make the biggest difference for you. Usually, this means starting with the three main platforms that can drive results and interaction: Facebook, LinkedIn, and

YouTube. Depending on your business model, there may be others; however, if you are just getting started, this is a great set to begin with. • Facebook: Facebook has a high adoption rate and people of all ages spend time on this social media platform, thus giving you great exposure. • LinkedIn: While LinkedIn is not consumerfocused like Facebook, it can help with B2B sales, vendor connections, recruiting, and other business needs. • YouTube: Although a bigger investment than the others, consumers resonate with different types of content, and YouTube videos tend to pay off in the long term. 3. Don’t be boring. Guess what… your brand, services, mission statement, and corporate values are boring. Although they may represent you as a company, they don’t represent the human element and personality of your team. Social media is about not only building a community, but also engaging your customers. Doing that requires that you show some serious personality. For example, if you’re located in a city that has an NFL football team, you can support the local team as part of your company’s personality. Or, if you’re a family-oriented company, you can post updates about your “Take Your Kids to Work Day” and include photos of the event. In essence, it’s about strategically deciding what your company’s culture or persona will be and then posting interesting content that relates to that. This means getting outside your comfort zone and talking about things that interest you as a company, not about your industry, products, and services. 4. Don’t over-invest.

As you delve into social media, don’t rush out and hire a full-time person to manage it. Instead, start by looking around your company and finding someone (or a team of people) interested in the additional responsibility. Chances are you have someone personally involved in social media who would love to have this as part of their job description. As your social media presence grows and becomes successful, you can see the business case for growing the department. 5. Look beyond the “likes.” Judging a social media campaign solely by the size of your Facebook likes is a bit backwards. Although “likes” can be a good indicator of success, a new Facebook like won’t feed your sales team’s families. In order to measure a successful social campaign, here are a few of the major metrics that social media can influence, and that you can measure: 1. Reach, Likes, and Shares – This soft metrics of social lets you know you are keeping your audience engaged. 2. Social Referral Traffic and Goal Completions (Measured through Google Analytics) – You can figure out who is coming from social media and either buying something or filling in a lead form on your website (cha-ching!). 3. Social Media Leads – Yes, you can drive business leads from prospects straight on social media. 4. Increased Search Engine Rankings & New Inbound links – Having a presence on social media can have a huge effect on any other organic or SEO programs you are running. Social media can be a key component of driving search engine traffic to your website. 5. Increases in Branded

Traffic (Measured by Google Analytics) – If you are keeping your audience engaged and getting prospects “warmed up” on social, you should see an increase of consumers searching for your brand in search engines. 6. Measure your results based on goals. Now that you know that results are more than just “likes,” decide how you are going to measure results before you start any social media activity, as well as the specific metrics you’ll use to determine success. Social media is just like any other marketing initiative, which means you have to answer some key questions, such as “Why are we doing this?” and “What are we hoping to get from it?” Each business will have its own definition of social media success. For one business, a metric like sales or leads is vital. Other businesses focus more on market share. Decide before you start what’s important to you. For a free measurement tool, use Google Analytics. For standardized reports, consider using an out-of-the box report suite, such as Sprout Social or Raven Tools. 7. Commit to it. Too often, a small- or medium-sized business sets up a Facebook page, goes gung-ho with it for a few weeks, and then gets busy and forgets about it. That sends a negative message about the business. To avoid this scenario, start small with activity you can handle and stick with it. Post something daily, or at the very least weekly so your company can stay relevant. Additionally, make sure what you’re doing looks professional by getting custom banners to match your website. If you are pinching pennies and continued on page 30

October 2013

BUSINESS JOURNAL â&#x20AC;˘ PAGE 17

Inland Empireâ&#x20AC;&#x2122;s Largest Office Projects continued from page 12 Building Name Address City, State, Zip

Ranked by completed total square footage Total Now Completed Square Feet

Total Available Square Feet

Final Total Planned Square Feet

Year Project Started

Stories in Tallest Building 2

Leasing Agent Company Phone/Fax E-Mail Address

Ontario Gateway I & II 2143-2151 Convention Center Way Ontario, CA 91764

124,773

I - 18,000

176,185

1983

23.

Building 1 Piemonte 901 Via Piemonte Ontario, CA 91764

123,034

125,034

2008

24.

CBC Commercial 26341 Jefferson Ave. Murrieta, CA 92562

122,935

25.

Mission Grove Corp Plaza 7888 Mission Grove Pkwy Riverside, CA 92518

120,000

27,919

WND

2005

26.

Ontario Corporate Center 430 N. Vineyard Ave. Ontario, CA 91764

97,703

20,000

97,703

1989

27.

Mission Grove Business Center Trautwein Rd. & Jesse Ln. Riverside, CA 92518

86,640

WND

2007

28.

Tom Pierik/David Mudge/Rich Erickson Lee & Associates (951) 276-3600/276-3650 mcholtka@lee-assoc.com

Tri-City Corp. Center One Vanderbuilt Way San Bernardino, CA 92408

76,817

19,493

76,817

1987

29.

Brandon DeVaughn C.B.R.E. (909) 418-2000/418-2100 brandon.devaughn@cbre.com

Airport Corp. Center Phase 1, Bldg. 1 9568 Archibald Ave. Rancho Cucamonga, CA 91730

71,499

25,285

2001

30.

Paul Earnhart Lee & Associates (909) 373-2933/944-8250 pearnhart@lee-assoc.com

Winchester Plaza 41593 Winchester Rd. Temecula, CA 92590

64,649

2008

31.

Dan Yeilding C.B.R.E. (951) 326-2900/(760) 438-8592 dan.yeilding@cbre.com

Corona Corporate III 255 Rincon St. Corona, CA 92879

58,394

13,000

N/A

2000

32.

Tom Pierik/David Mudge/Rich Erickson Lee & Associates (951) 276-3600/276-3650 mchoctka@lee-assoc.com

Park Atlanta Office Building II 1533 Spruce St. Riverside, CA 92507

56,270

8,264

56,270

1986

33.

V. Batoosingh/P. Woodford CB Richard Ellis (909) 418-2134/418-2100 vindar.b@cbre.com

Mathis Bros. Building 4105 Inland Empire Blvd. Ontario, CA 91764

54,733

2008

34.

Paul Earnhart Lee & Associates (909) 373-2933/944-8250 pearnhart@lee-assoc.com

Chicago Gateway 1835-1945 Chicago Ave. Riverside, CA 92518

52,985

48,701

WND

2005

35.

American Furniture 2360 Archibald Ave. Ontario, CA 91764

50,158

1999

36.

Paul Earnhart Lee & Associates (909) 373-2933 pearnhart@lee-assoc.com

Central Corporate Center 3400 Central Ave. Riverside, CA 92506

48,547

14,324

48,547

1990

37.

Evie Ocello Jacobs Development Co. (951) 788-9887/788-4314 evie@jaccbsdevco.com

Koll Sunkist Commens Ontario, CA 91764

42,000

Town & Country South 81-557 Dr. Carreon Indio, CA 92201

40,000

4,500

Empire Towers I - V 3633 E. Inland Empire Blvd., Ste. 265 Ontario, CA 91764

WND

38.

39.

Ryan Russell Cushman & Wakefield (909) 942-4697/989-4440 ryan.russell@cushwake.com Diana Saldana Collins (909) 390-1400/390-1409 dianas@collinscommercial.com Tom Pierik/David Mudge/Rich Erickson Lee & Associates (951) 276-3600/276-3650 mcholtka@lee-assoc.com 5

N/A

Vindar B./Philip Woodford C.B.R.E. (909) 418-2134/418-2100 vindar.b@cbre.com

Tom Pierik/David Mudge/Rich Erickson Lee & Associates (951) 276-3600/276-3650

Vindar B./Phillip Woodford C.B.R.E. (909) 418-2132/418-2100 vindar.b@cbre.com

2008

40,000

Philip Woodford C.B.R.E. (909) 418-2134/418-2100 vindar.b@cbre.com

Steve Metzler Industrial West, Inc. (760) 773-4443/773-4998 stevemetzler@msn.com

Vindar B./Phillip Woodford CB Richard Ellis (909) 418-2132/418-2100 vindar.b@cbre.com N/A = Not Applicable WND - Would not Disclose na = not available. The information in the above list was obtained from the companies listed. To the best of our knowledge the information supplied is accurate as of press time. While every effort is made to ensure the accuracy and thoroughness of the list, omissions and typographical errors sometimes occur. Please send corrections or additions on company letterhead to: The Inland Empire Business Journal, P.O. Box 1979, Rancho Cucamonga, CA 91729-1979. Copyright 2013 by IEBJ. 40.

108,412

585,000

1991

BUSINESS JOURNAL • PAGE 18

October 2013

Real Estate...

Cuisine and REVE Salon & Spa was sold by Torchlight Investors continued from pg. 10 for $5.7 million. To refresh and modernize the properties – situated on 16 acres and consisting of ten, one-story buildings – Pathfinder is planning extensive renovations, including new awnings and building and monument signage and upgrades to the common areas, parking lot and landscaping as well as other property improvements. New shaded outdoor seating areas are also planned. With excellent highway access, Bel Villaggio is located along Temecula’s primary shopping and dining corridor, adjacent to the Promenade Mall, a 1.1 million-square-foot, regional mall with such high-end retailers as Macy’s, PF Chang’s, Coach, Williams Sonoma, Pottery Barn, the Apple Store and Edwards Cinemas. According to Scot Eisendrath, managing director of Pathfinder Partners, the property represents an attractive investment in an outstanding location. “This is a well located, value-add property in a rapidly growing market. The Promenade Mall is the area’s only class-A regional mall, and Bel Villaggio benefits from its location immediately adjacent to the mall. The local housing market has been rapidly recovering, with foreclosures having declined markedly and homebuilders again building at a solid pace,” Eisendrath said. “We’re bullish that the rebounding Temecula market, combined with improving consumer spending, will enable us to increase occupancy while upgrading the tenant base and improving the shopping experience.” Built in phases from 2002 to 2005, Bel Villaggio – totaling nearly 117,000-square-feet – was designed with European villagestyle architecture beautifully landscaped grounds, colorful buildings, trellised courtyards, decorative fountains and pedestrian walkways and roundabouts. INVESTORS SPEND $20 MILLION ON TWO RIVERSIDE RETAIL CENTERS Two Riverside retail centers sold in recent deals totaling more than $20 million. The properties, Michaels Plaza and Stater Bros Plaza, contain a combined 122k square feet of retail space. In one of the transactions, The Krausz Companies Inc, out of Irvine, purchased Michaels Plaza, a 62.8k-square-foot property located at 10321-10357 Magnolia Avenue. The community shopping center, situated on 4.79 acres, is leased to national and regional tenants Michaels, David’s Bridal, Lamps Plus, AAA Gold Exchange, Armed Forces, GameStop and The Flame Broiler. The center was built in 1987 and was 97% occupied at the time of sale. It is located at one of the busiest intersections in the city of Riverside and benefits from unparalleled retail synergy directly across the street from the 1.2 m square foot Galleria at Tyler. continued on page 24 Edward B. Hanley, William B.

How the Affordable Care Act; Strengthens Medicare By Edward Allen, MBA, Independent California Broker When it comes to having a considerable population of Medicare beneficiaries than any other state, the state of California has 4.5 million enrollees. As the baby-boomer population comes of age, the percentage of Californians maintained by Medicare will continue to grow. In order to keep up with this growth, and in conjunction with the Affordable Care Act, the Medicare program is gaining strength in the areas of prescription drug cost, Medicare preventative services, fighting fraud, waste, and abuse, while extending the creditworthiness of the Medicare Trust Fund by 10 years. For the most part, pharmaceutical expenditures are the fastestgrowing segment of the health care industry. National spending for drugs tripled in the 1990s and was expected to more than double between 2000 and 2008 from an estimated $112 billion to $243 billion1. Due to the Affordable Care Act, in 2012, close to 300,000 people in California with Medicare prescription drug coverage, saved over $183 million, an average of $609 per covered beneficiary2. In addition, several additional benefits that eventually eliminate the illustrious doughnut hole, while reducing the cost of prescription drugs through declining discounts, by 2020 have been implemented into the new Medicare health and prescription drug plans for this year. With regard to Medicare Preventative Services, Californians, have exercised their option to detect and treat life threatening health concerns earlier rather than later. In 2012, (2, 153, 101)4 California Medicare beneficiaries benefited from taking advantage of preventative care services. On the other hand, due to the new health care law and $90,600,000 in grants, which are earmarked for the Prevention and Public Health Fund3 the Affordable Care Act, allows for eliminating preventative services share of cost in the form of co-pays or deductibles from many services, which essentially makes preventative care options free. Nonetheless, keep in mind, eligibility requirements may apply. According to the National White Collar Crime Center, the cost to the American health care system with regard to fraud, waste and abuse, is so substantial that it surpasses the amount of funds generated in the heroin black market worldwide. Subsequently, Medicare fraud, waste and abuse, a national problem that has a significant impact on patients, health care providers, and taxpayers5 results in increased health care cost for everyone. Accordingly, the Affordable Care Act, has allocated $350 million dollars in resources over a period of 10 years in order to strengthen enforcement efforts. As a result, tougher new rules and sentences for offenders, enhanced screening continued on page 21 processes, i.e. background license

Mortgage Lenders Ranked by Percentage of Market, Riverside & San Bernardino Counties, 2013 Lender Address City/State/Zip

% of I.E. Market

Number of Loans

Total $ Amount

Average $ Loan

Top Local Executive Title Phone/Fax E-Mail Address

Wells Fargo Bank 334 W. 3rd St. San Bernardino, CA 92401

4.0

4,000

425,280,000

190,000

Miguel Reveres Branch Manager (909) 384-4805/381-6066 www.wellsfargo.com

Provident Bank Mortgage 3756 Central Ave. Riverside, CA 92506

0.39

1,924

682,000,000

354,454

Michelle Steele Branch Manager (951) 686-6060/782-6132 www.providentbankmortgage.com

October 2013

Class Action Lawsuit Barring “Bait and Switch” Health Plan Deductibles Advances According To Blue Cross, “Any Term or Benefit” of Health Coverage Could Change Each Month A consumer protection lawsuit that would bar Blue Cross from changing “any term or benefit” of consumers’ health plans each month may proceed, a Los Angeles Superior Court judge has ruled. Judge Jane Johnson green-lighted two class action lawsuits brought by Consumer Watchdog and Shernoff Bidart Echeverria Bentley LLP challenging Blue Cross’s “bait and switch” tactics, including policy fine-print that purports to allow Blue Cross to change “any term or benefit” of consumers’ health plans each month. Consumer Watchdog said the lawsuit is critical to ensure consumers get the health care they paid for, especially as the deadline looms for Californians to purchase health insurance or face tax fines. “In the world according to Blue Cross, consumers are required to buy its policies, but once enrolled, Blue Cross can change the price and take away the benefits and coverage it promised,” said Consumer Watchdog staff attorney Jerry Flanagan. “When consumers purchase health plans, they carefully consider the price they’ll pay and the services they’ll receive. If Blue Cross is allowed to boost profits by reducing benefits each month, then consumers’ health plans are worthless.” The Court rejected Blue Cross’s attempt to bar a claim brought by Consumer Watchdog under California’s Consumers Legal Remedies continued on page 30 Act (“CLRA”), which outlaws such

BUSINESS JOURNAL • PAGE 19

La Verne Graduate is Selected as First Female Anaheim City Manager Marcie Edwards ’04, ’07, became the first female city manager in Anaheim history when she received unanimous approval from the Anaheim City Council in July. Edwards received her bachelor’s degree in organizational management, as well as her master’s degree in public administration, from the University of La Verne. Edwards had been serving as interim city manager since May 1. Following an extensive nationwide recruitment process, Edwards was the choice of the City Council to provide administrative oversight of the 10th largest city in California, which was founded in 1857. Anaheim is a charter city with more than 346,000 residents and a total operating budget of $1.6 billion, and provides a full spectrum of city services, including police, fire, utilities, community services, Marcie Edwards planning, public works, community development, and a variety of internal support departments. “Marcie is one of the exceptional people I had in my class,” La Verne professor of public administration Keith Schildr said. “I think what we gave her was a theoretical foundation, which was a little different than the practical setting she was in. She was intelligent and a quick learner.”

BUSINESS JOURNAL • PAGE 20

Provost Greg Dewey Joins LeRoy Haynes Center Board of Directors A long-standing relationship between the University of La Verne and the LeRoy Haynes Center in La Verne continues with the new addition of Provost Dr. Greg Dewey being named as a new board of directors member of the center. Founded in 1946 by Chaplain LeRoy Haynes and his wife, Jeanne, the center has provided residential quarters and educational opportunities for hundreds of special needs children throughout the years. After the official renaming of LeRoy Haynes Center from the LeRoy Boys Home, it now serves more than 450 boys and girls, and their families with its nonpublic school, residential treatment program, mental health services and community outreach. The center is one of the largest facilities of its kind dedicated to assisting chilGreg Dewey dren with a variety of special needs such as emotional development, Asperger’s Disorder and autism. Students and faculty from various programs including the integrated business program and Enactus have already worked to help the LeRoy Haynes Center and with the appointment of Provost Dewey to the board of directors, there will be more opportunities for collaboration between the university and the center in the future.

October 2013

Your Customers...

blueprinting.com/ebook). “We call the process ‘Voice of the continued from pg. 9 Customer’—but from my experience in working with B2B companies, almost everyone is doing it wrong.” He says most B2B companies participate in “me-too VOC,” using surveys and questionnaires to pick their customers’ brains because that’s what everyone else is doing. Don’t get him wrong: Engaging customers is good. But the vast majority of us need to change how we approach the conversation. The owner of a proprietary B2B product development process called New Product Blueprinting, Adams says B2B suppliers have a huge advantage when it comes to VOC—if they use it correctly. His new, free e-book shares new VOC rules for B2B so that your company can ride the innovation wave and stay ahead of the competition. “Compared to end-consumers, your B2B customers are more knowledgeable, interested, objective, and fewer in number,” he points out. “They are perfect to directly engage! But an advantage is an advantage only if you know how to take advantage of it. And to do that, you first have to face the facts about how you’re currently doing things.” Here, Adams shares four awkward truths about how your organization is currently developing new products: 1. Your customers are smarter than you. Have you ever heard anyone say, “Customers can’t tell you what they want: That’s why Steve Jobs never asked them?” It sounds good (if a touch arrogant), but that saying isn’t universally true. An iPod is a consumer— not B2B—product. Apple engineers designed a product they could easily see themselves using. You don’t have that luxury. “Imagine you’re developing a pigment for paper—a B2B product,” Adams suggests. “Who knows more about its requirements: you or your customer, the paper producer? B2B suppliers are smart about how to develop a product, but B2B customers are usually smarter about what the product continued on page 24

October 2013

Affordable Care...

checks, along with advancements in technology have been implementcontinued from pg. 18 ed. Whether you agree to disagree with the new law, 82% of Californians who currently have health insurance, will now have more options, which in the end are tailored to offer stronger, and more reliable coverage. And for the remaining 18% of Californians who are not protected with health insurance, the Affordable Care Act, provides access to more quality, affordable, value-added health plans, intends to lower health care costs, and in the long run promotes quality health for young and old, and hopefully in the interim, makes the Medicare Health insurance program a stronger earned

BUSINESS JOURNAL • PAGE 21

benefit. Sources: California Health Care Almanac - www.chcf.org/publications/2002/09/pharmaceutical-discounts-for-medicare-beneficiaries-can-save-seniorsmoney#ixzz2feILvEDc Footnotes: 1. Making Prescription Drugs Affordable for seniors- www.hhs.gov/healthcare. 2. Preventing illness and promoting health – www.hhs.gov/healthcare. 3. Covering preventative services with no deductible or co-pay. – www. hhs.gov/healthcare. 4. United States Department of continued on page 33 Justice; Central District of California ,

BUSINESS JOURNAL • PAGE 22

October 2013

How to Reduce the Biggest Expense of Your Life: Taxes Financial Engineer Discusses Ways to Troubleshoot Unnecessary Financial Burdens Taxes account for the most expensive burden you’ll experience in your lifetime, says engineer-turned-independent finan-

cial planning coach Rao K. Garuda. In addition to federal, state, city and death taxes, there are 59

other varieties. Relatively few taxes, however, account for the bulk of the burden on citizens, says Garuda, whose clients include retirees, people planning for retirement, physicians, business owners and other professionals. He thinks his fellow Americans deserve a shot at keeping more of their money. “When I came to the United States, I had less than $10 in my pocket, but I had an excellent education as an engineer. When I married a physician, I realized how expensive it is to make a good living here,” says Garuda, (www.aca-incorp.com), who quickly applied his analytical engineering mind to understanding the complicated tax system. “Since this country has given me so much, I wanted to repay my fellow Americans with strategies for keeping more of their own money.” Garuda identifies some of the most expensive and common tax hurdles affecting Americans and offers advice on troubleshooting our tax system. • Problem: The IRA tax: great on the front end, terrible down the road. Solution: An IRA is tax-deferred, which means it will accumulate value

over time. But when you withdraw from it, you will be heavily penalized with high taxes. That’s why you should convert this asset to a Roth IRA, which allows your money to grow taxfree. Since the money put in was already taxed you don’t have to pay any taxes when you take it out, and, overall, you’ll save a significant amount of money. • Problem: Too many people don’t take advantage of creating tax-free income via insurance products. Solution: From a financial perspective, retirees and professional planners run into a significant issue: seniors, blessed with good health, who outlive their money. But with certain insurance products, retirees can create tax-free income while covering the later years of retirement—and protect their wealth if they become severely ill. There are certain insurance products tied to the stock market that can help people accumulate assets in the long run. Many of these products offer a tremendous upside for potential without the downside of increased risk. • Problem: Missed opportunities—people who don’t take advantage of free continued on page 35

BUSINESS JOURNAL • PAGE 23

October 2013

CORPORATE CORPORATE PROFILE PROFILE The Flavors of New York in Upland By Joe Lyons Biagio Pavio came to America from his small village on the island of Sicily. By the time he was 35 he had moved cross-country to Pomona. Five

Biagio Pavio years later (that would be 25 years ago) he opened his own Italian restaurant at 7th and Mountain in Upland. Now many restaurants call themselves New York style, (or Chicago, San Francisco, New Orleans, etc.). It is an easy presumption that people who live in California have NO style so they will believe anything. This is why we get pizza with BBQ chicken or pineapple or something worse. Fortunately, There are some people who know real from fake. Biagio is one of them.

Along with his family he has been producing REAL New York specialties from that same storefront for the last quarter century. He does it so well that even jaded ex-New Yorkers, whom I know, are actually impressed. In fact, legend has it that many people from the Big Apple gather on Saturday nights at San Biagio’s New York style Pizza to remember and enjoy a real taste of “back home.” The first thing you would want to sample is the real New York pizza. Real New Yorkers fold their slice down the middle, left to right. To put him to the test we asked for a pizza with three separate toppings, part veggie, part pepperoni and part “works.” You should know that the three parts, combined, made for one great dish. To wash it down we had Italian beer, or biera. The sauce on the pasta dish called ziti looked much thinner than I am used to but the taste was amazingly good. The gnocchi, a potato dumpling dish was better than I have had at expensive gourmet Italian restaurants. Then we got to the specialty

items. Very few New York “style” restaurants even bother to try to produce things like the stromboli sandwich, calzone, or Brooklyn style zeppoli. The cannoli filling is a treat all by itself and it comes in directly from New York City. Even the spumoni ice cream is special. Made on San Biagio has been here for a site, it has large chunks of cherwhile and has built up a base of ry and nuts. Forget any other fans that will no doubt keep it spumoni style dessert you’ve going for another 25 years, at ever been served anywhere else. least. Then there was the Italian ice. Not so much a sherbet as it is a slushy, it comes in the traditional little paper cup, just as it does in Brooklyn. The New Yorker I ate with couldn’t believe how something so simple could bring back such memories. To them it was like driving across the Brooklyn Bridge into Manhattan. They could practically smell the East River. Many small storefront restaurants are lucky to Italian Ice and Spumoni Ice Cream last out their first year.

BUSINESS JOURNAL • PAGE 24

Real Estate...

Asher and Kevin T. Fryman of Hanley Investment Group, reprecontinued from pg. 18 sented the buyer and the seller, a private partnership based in Orange County. “There was a limited pool of potential buyers for the property due to an existing loan with approximately four years remaining that had to be assumed,” adds Hanley. “The prepayment penalty was cost prohibitive to justify paying off the loan and placing new financing.” In the second transaction, a Rancho Palos Verdes-based private investor purchased Stater Bros. Plaza, a 59.8k-square-foot grocery-anchored center located on 4.75 acres at 6160 Arlington Avenue. The center was built in 1980 and remodeled in 1991. It is leased to O’Reilly Auto Parts, Subway, Arlington Animal Hospital, and D’Caesaro Pizza & Italian Restaurant. The center was 82% occupied at the time of sale. The buyer was represented by Nilufar Alemozaffar of CARETS Commercial of Los Angeles. The seller, a private partnership based in Orange County, was repped by Hanley Investment Group’s Edward B. Hanley and William B. Asher. STATE OF CA INKS BUILD-TO-SUIT LEASE FOR NEW TESTING FACILITY IN FONTANA The State of California signed off on a 20-year lease with Beverly Hills-based DW Development for a 7.4k-square-foot build-to-suit building on approximately six acres of land in Fontana. The total consideration of the lease, consisting of an initial 10-year term and a 10-year extension, was approximately $24 million. The new building will serve as a DMV Commercial Driving Licensing Facility, specifically for commercial testing. There are currently only four of these DMV CDL test-only facilities in the state. The state estimates that the site will serve approximately 12,000 commercial driving tests per year, with this new Fontana site serving the Inland Empire region. The project is scheduled to break ground in the 4th quarter of 2013, with an anticipated lease commencement scheduled for Oct. 1, 2014. The property is located at The Fontana Transportation Center, which is a new 25-acre commercial development just off the 10 Fwy near the Citrus Avenue exit in Fontana. Darrell Hale, Lee Spence and Mark Lyon of Daum Commercial Real Estate Services’ Inland Empire office represented DW Development. Phil Woodford and Bill Bacon of CBRE repped the State in the deal. The Daum team will be marketing the remaining portion of the development, slated to accommodate a variety of truck and vehicle related services. ALERE PROPERTY GROUP PICKS UP 1.1 MILLION SQUARE FEET OF INLAND EMPIRE INDUSTRIAL SPACE Alere Property Group LLC closed on a large Inland Empire industrial acquisition, purchasing two Class A industrial buildings totaling 1.1 million square feet in Rialto. The buildings, Rialto Commerce Center II and III, are located at 120 South Cedar Avenue and 1364 West Rialto Avenue. The price was not disclosed. The buildings are currently 83% leased to two tenants: American Building Supply and Ryder Integrated Logistics: The 715.4k-square-foot Rialto Commerce Center II is 100% NNN leased to American Building Supply through February 2021. The 384.1k-square-foot Rialto Commerce Center III is 52% NNN leased to Ryder Integrated Logistics through March 2016. Built in 2006, the concrete buildings feature 32’ clearance, ESFR sprinklers, 2.5% skylights, fenced truck yards, and substantial dock high and grade-level loading. The properties are located in proximity to four major freeways includcontinued on page 31

October 2013

Your Customers...

should do. “It’s different in the B2C continued from pg. 20 world,” he adds. “Will a consumer like the new iPod shape, for instance? It’s hard to say without a prototype. But for you, the B2B company, the question might be, Will the paper producer want brighter paper or faster mill speed? This can be discussed and predicted.” 2. Your VOC is boring customers. Be honest: Do you like to answer surveys at home? How about at work? Lots of free time there? Of course not. And your customers are no different. The last thing they want is to see you coming with a questionnaire or interview guide. What they do want is to help you innovate: They’ll be heroes if your new product or service lets their companies make or save money. “When you know how to truly engage your customers as opposed to simply throwing questionnaires in their general direction, exciting things will happen,” Adams assures. “First, your VOC interviews will last longer. Some great B2B interviews have actually lasted more than a day! As a result of the time spent together, your customers will volunteer more and richer insights, as they settle into their new role as your teacher. “Even better, because of their participation in the product development process, your customers will be ‘primed’ to buy your product as soon as you launch it…because they helped design it,” he adds. 3. You don’t know what you don’t know. Adams recalls a client who couldn’t wait to go through their list of questions with customers. This client planned to confirm facts, validate hypotheses, and fill in gaps. Adams recalls, “While the client’s enthusiasm was laudable, I had to tell them, ‘You know what you know (facts). ‘You know what you think (hypotheses). And you know what you don’t know (gaps). But you don’t know what you don’t know. Only the customer knows the issues that truly matter to them—and you need to engage in a way that allows these important issues to surface.” ‘My point is, in the best B2B interviews and tours, the customer leads,” he adds. “The customer’s feedback takes the supplier to ‘the good stuff’ and provides insights that were previously unimagined. Clever suppliers use advanced methods that continually put them in a position to be surprised. These surprises—not fill-in-the-blank interview guides—provide the spark for true innovation.” 4. Your NPD process is backwards. Your new product development process probably begins with “Generate Idea” on the left, perhaps even decorated by a lightbulb icon. But does it specify whose idea it is: yours…or your customers’? Most suppliers start with their own solutions to assumed customer needs. And when do they test real customer needs? At the end…by seeing if customers buy their new product. “Here’s a thought: What if we flipped that, starting with customer needs and ending with supplier solutions?” Adams asks. “For starters, your R&D wouldn’t squander its time developing answers to questions your customers weren’t asking. Customers would see you were interested in them…not in ‘validating’ your preconceived notions. And you would uncover and pursue customer needs your competitors had completely missed.” “Facing up to these awkward realities may not be your idea of fun, but it’s the start of a radical change in your new product development process,” Adams concludes. “Believe me, it’s worth a bit of embarrassment. When you bring the customer into the conversation from the beginning, you’ll make continued on page 32

October 2013

BUSINESS JOURNAL • PAGE 25

MANAGER’S MANAGER’S BOOKSHELF BOOKSHELF “The Manager’s Guide to HR: Hiring, Firing, Performance Evaluations, Documentation, Benefits, and Everything Else You Need to Know” (2nd Edition) By Max Muller; AMACOM, New York, New York; 2013; $24.95. During the past few years changes in human resources were driven by new state and federal statutes, agency rulings, and, predictably case law. Although the first edition rapidly became a key handbook for both human resources specialists as well as small business generalists, it didn’t take very long for author Max Muller to realize that his handbook needed considerable updating. He lists at least 20 major changes as well as far more numerous lesser ones. As he puts it: “…The law is organic. It expands, contracts, morphs, and often goes off in surprising directions.” Author Muller has done far more than simply listing all the numerous changes. In many respects he has built on the first edition so that the new edition offers details about what an HR manager (or small business owner) can and cannot say or do after an offer has been made. For example, here’s what can be said in the post-offer stage of the hiring process: • “If you want to give a medical examination to someone who has been offered a job that involves heavy labor, you must give the same exam to everyone who is offered the same kind of job. • “You may withdraw an offer of a manufacturing job involving the use of dangerous machinery if you learn during a post-offer medical exam that the applicant has frequent and unpredictable seizures.” Here’s an example of what you cannot do. • “You can’t withdraw a job offer to an HIV-positive

applicant because you are concerned about customer and client reactions or because you assume that anyone with HIF infection will be unable to work long and stressful hours.” The book also includes easily readable grids by subject and acceptable versus unacceptable questions that can be asked of possible candidates for employment. Sometimes these can be as long as one or two pages, but they are extremely useful in guiding HR specialists through a minefield of possible lawsuits. One of the many lesser known minefields explained in the book is the “speak English-only rules.” The author explains these in this way: Some employers have instituted workplace policies restricting communications in languages other than English. Often called English-only rules. “Title VII permits employers to adopt English-only rules when they are adopted for legitimate, work-related business reasons, such as safety or efficiency, and not with the intent to discriminate against any protected group…. An employer should ensure that affected employees are notified about an Englishonly rule and the consequences for its violation.” Mr. Muller also deals with an area that has become more complex. That’s the area background checks for prospective employees as well as current employees who are being considered for promotion to positions of requiring greater trust and confidence. One of the factors that make this tricky is that a company may be required by

law to conduct background checks from present employees or prevented from hiring new employees convicted of particular offenses. These situations, for example, are most frequently required by law for those applying for jobs in education, child care, or the sale of securities. Muller points out that there is a way for employers to reduce possible liability when making a background check. That way requires an employee/applicant to complete a consent form indi-

cating that an employer may contact appropriate agencies and organizations to provide the needed information. The Second Edition of “The Manager’s Guide to HR” is unusually comprehensive, extremely useful, and very easy to use and understand. It should be in the hands of every HR staff member and on the desk of every small business owner. —Henry Holtzman

Best-selling Business Books Here are the current top 10 best-selling books for business. The list is compiled based on information received from retail bookstores throughout the U.S.A. 1. “The Value of Debt: How to Manage Both Sides of a Balance Sheet to Maximize Wealth,” by Tom Anderson (John Wiley & Sons…$40.00)(7) Applying corporate financial techniques to individuals. 2. “Strengths Finder 2.0,” by Tom Rath (Gallup Press…$24.95)(6) Spend less time fixing shortcomings, more time gaining strength. 3. “Lean In: Women, Work, and the Will to Lead,” by Sheryl Sandberg (Knopf Doubleday Publishing…$24.95)(1) Why women’s progress achieving leadership roles has stalled. 4. “Doing More With Teams: The New Way to Winning,” by Bruce Piasecki (John Wiley & Sons…$25.00)(3) Why and how teams offer greater flexibility when used properly. 5. “Smart Tribes: How Teams Become Brilliant Together,” by Christine Comaford (Porfolio Hardcover…$26.95)(8) How top managers keep their teams involved and moving forward. 6. “Start: Punch Fear in the Face, Escape Average and Do Work That Matters,” by Jon Acuff (Lampo Press…$22.99)(4) Finding the courage to rise above being average. 7. “The Power of Habit: Why We Do What We Do in Life and Business,” by Charles Duhigg (Random House Publishing…$16.18)(5) A new view of human nature and our ability to change. 8. “The New Digital Age: Reshaping the Future of People, Nations and Business,” by Eric Schmidt & Jared Cohen(Alfred A. Knopf…$26.95)(2) Two of Google’s leaders offer their view of the future. 9. “The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change,” by Stephen R. Covey (Free Press…$15.95)*** 10. “Dream It! Do It!: My Half-Century Creating Disney’s Magic Kingdoms,” by Martin Sklar (Disney Press…$24.99) Fifty years as a PR wordsmith for the Disney organization. ______________________________________________________ * -- Indicates a book’s previous position on the list. ** -- Indicates a book’s first appearance on the list. *** -- Indicates a book’s reappearance on the list.

BUSINESS JOURNAL • PAGE 26

October 2013

RESTAURANT RESTAURANT REVIEW REVIEW Delivering on Such High Steaks By Nancy Powell, IE Weekly

Experiencing superb cuisine and fine wine at El Cangrejo Nice El Cangrejo Nice is one of those curiosities I can’t quite wrap my mind around. First off is the name—what does “nice” have to do with a “cangrejo?” Then there is the matter of the food. For a funky, colorful restaurant with a cartoony lobster as a mascot and a definite party vibe, the food comes off as killer upscale steak house or wine-country cuisine with Cabo

or Baja ambience. But that’s just the tip of the iceberg when it comes to the surprises. It happens to be a scorching Sunday when I stop by to pay Jorge Cueva’s mini paradise out in horse country a visit. Inside this laid back, casual joint is a raucous crowd, spurred on by the soulful tunes of blues Hallof-Famer Darrell Mansfield. Meanwhile, folks nosh on the Sunday champagne buffet—a 15-item assortment that counts ceviche, made-to-order omelets,

fresh fish tacos and bottomless champagne for a reasonable $20 per adult. While the buffet might suit the T-shirts and shorts-wearing crowd just fine, I’m here to sink my teeth into one of Chef Joseph’s steaks and in particular, one of the thick, juicy and tender filet mignons that I hear rivals the great steak houses in the West, such that even singer Marc Anthony has become a fan.

I begin with the Shrimp Empanadas ($11), six toothy and pillowy crisped puffs of diced shrimp madness accompanied by a delightful table side preparation of the dipping sauce. The sauce starts with a chipotle mayo base, to which house-made salsa verde and chile oil, Tapatio in case the heat isn’t searing enough are added. One never dips the empanadas continued on page 35

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October 2013

Six Simple Steps... continued from pg. 11 your basic living expenses with an annuity can provide the reassurance you need to take a longterm perspective on stocks and other growth-oriented investments—the ones your portfolio needs to keep pace with inflation. 5. When investing in stocks, don’t confuse where a company is headquartered with where it earns its money. Many people are looking to capitalize on investments in the fast-growing emerging economies of Asia, Latin America and Eastern Europe. Often, though, emerging-market companies are not fueled by growth in their own economies. Many are mining or other natural resources firms whose results are driven by global commodity prices. Rather than investing directly in emerging markets, a better alternative for many people is to invest in U.S. companies that do business globally. Many of these companies have brands that are household names in emerging markets, and some even earn more overseas than they do in the U.S. In fact, a large share of the profits of the companies in the Standard & Poor’s 500 Stock Index is generated outside the U.S. Bottom line, you already enjoy substantial global diversification with U.S. stocks. 6. Don’t be afraid to ask for help. The ever-expanding array of alternative investments can seem overwhelmingly complex, and may require frequent and ongoing attention. Rather than trying to do it yourself, consider working with a financial professional. Getting their advice on matters critical to your financial well-being will usually make good fiscal sense. 1 Dollar cost averaging does not ensure a profit, nor does it protect against losses in a declining market. Because dollar cost averaging involves continuous investing, investors should consider their longterm ability to continue to make pur-

BUSINESS JOURNAL • PAGE 27 chases through periods of low price levels. 2 Guarantees are backed by the financial strength and claims-paying ability of the issuing insurance company About Inland Empire by the Inland Empire Financial Consultants Thrivent Financial is represented in the Inland Empire by the Inland Empire Financial Consultants, which includes Bill Cortus at 3333

Concours St. Building 8 Suite 8100 Ontario, CA 91872, phone: 909-9454996, website: www.thrivent.com/plg/inlandempire. Facebook: w w w. f a c e b o o k . c o m / B i l l CortusThriventFinancial CA Insurance ID #0D96803 About Thrivent Financial for Lutherans Thrivent Financial for Lutherans is a not-for-profit, Fortune 500 financial services membership organization helping

approximately 2.5 million members achieve financial security and give back to their communities. Thrivent Financial and its affiliates offer a broad range of financial products and services. As a not-for-profit organization, Thrivent Financial creates and supports national outreach programs and activities that help congregations, schools, charitable organizations and individuals in need. For more information, visit Thrivent.com. Also, you can find us on Facebook and Twitter.

BUSINESS JOURNAL • PAGE 28

October 2013

FINANCIAL FINANCIAL COLUMN COLUMN Employment Report Consistent With 2% GDP Growth Submitted by William J. “Bill” Cortus, CFP ®, Financial Consultant, Thrivent Financial Written By Russ Swansen, Chief Investment Officer, Thrivent Investment Management We are interested in the details of government employment reports because they provide clues to the state of the economy and because they influence monetary policy, both of which affect investment markets. They are part of a broad mosaic of information that must be considered to form a complete picture of where the economy stands.

The employ7.3%, and the crement report issued ation of 169,000 by the Bureau of new nonfarm jobs Labor Statistics that month. These (BLS) contained numbers were conseveral pieces of sistent with what I information imporhave been calling tant to that picture, our half-speed including a slight recovery, in which tick downward in economic growth the unemployment has averaged about William J. “Bill” Cortus level in August, to 2% over the last few years. continued from page 1 As I have noted in the past, the unemployment rate and nonfarm payroll figures sound precise but are actually estimates derived from two different surveys: the household survey of 60,000 private households, and the establishment survey of about 140,000 businesses and government agencies. The BLS notes that it is 90% confident that actual nonfarm payrolls are within +/-90,000, and the unemployment rate within +/-0.2%, of its reported figures. So when it says the unemployment rate declined by 0.1%, we cannot be certain there has really been any decline at all. Fortunately, over time, the errors tend to even out. While the unemployment rate for August was reported to have dropped to 7.3% from 7.4%, the underlying data suggest more weakness than strength. The number of people employed actually declined by 115,000. The only reason the unemployment rate fell was because a greater number of people – 312,000 – left the workforce. In fact, the labor

participation rate, which is the number of people working or looking for work as a percent of the population, peaked in 2000 and has since declined to mid1970s levels. To be fair, it is difficult to separate the effects of the recession on this statistic from the effects of baby boomers retiring. You may sometimes hear about a wider measure of unemployment that includes part-time workers who would rather be working full time, and those who have given up looking for work altogether. These people are not included in the commonly reported measure of unemployment, the so-called U3 number that fell to 7.3% in August. They are in the wider measure calculated by the BLS, which is called U6. This broader measure suggests that the employment situation is not quite as good as the common measure would seem to indicate. At the rate U6 has been falling since its peak, it will take another six years before it reaches its pre-recession level. The 169,000 nonfarm payrolls created in August included 152,000 private jobs plus 17,000 government positions. The BLS said the total figure was “about in line with the average monthly gain of 184,000 over the prior 12 months.” However, it also revised the nonfarm payrolls gain for July downward, to 104,000 from the previously reported 162,000. Where does all this leave us? Even though the recession technically ended four years ago, we have yet to recover all the jobs that were lost. Nonfarm payrolls remain two million below the pre-recession level. The Bottom Line The latest employment report is consistent with ecocontinued on page 35

October 2013

BUSINESS JOURNAL â&#x20AC;˘ PAGE 29

Commercial Real Estate Brokers Serving the Inland Empire Listed by Transaction Volume Company Name Address

I.E.

# of Local

# of Offices

Transaction Volume

Sales Volume

Brokers or Agents

In I.E.

City, State, Zip

Leasing Volume

Top Local Executive Title Phone/Fax E-Mail Address

CB Richard Ellis 1.

$1,616,937,574

4141 Inland Empire Blvd., Ste.100

$750,405,833

$866,531,741

Kevin Dusset Managing Director

Ontario, CA 91764

(909) 418-2000/418-2100 kevin.dusset@cbre.com

Newmark Grubb Knight & Frank 2.

$650,200,000

3401 Centrelake Dr., Ste. 500

$210,800,000

$439,400,000

Betty Misant Office Manager

Ontario, CA 91761

(909) 605-1100/390-8645 www.newmarkkf.com

Lee & Associates 3.

$649,000,000

14369 Park Ave., Ste. 200

$300,000,000

160

$349,000,000

Don Brown President

Victorville, CA 92392

(760) 241-5211 dbrown@lee-assoc.com

Marcus & Millichap 4.

$565,242,561

3281 E. Guasti Rd., Ste. 800

Kent Williams Managing Director

Ontario, Ca 91761

(909) 456-3400/456-3410 kwilliams@marcusmillichap.com

Colliers International 5.

$364,772,419

3401 Centrelake Drive, Ste.150

$186,274,615

$178,497,802

Craig Robbins President, US Brokerage Service

Ontario, CA 91761

(213) 627-1214/327-3200 www.colliers.com

DAUM Commercial Real Estate Services 6.

$345,000,000

3998 Inland Empire Blvd., Ste. 400

$138,000,000

$207,000,000

Kerry Cole Executive V.P./Branch Manager

Ontario, CA 91764

(909) 980-1234/980-3775 www.daumcommercial.com

Cushman and Wakefield 7.

$237,463,297

$237,436,297

901 N.Via Piemonte, Ste. 200

Phil Lombardo Executive Mannaging Director

Ontario, CA 91764

(909) 980-7788/989-4440 www.cushwake.com

NAI Capital Commercial 8.

$202,765,820

3281 E. Guasti Rd.

$131,424,937

$71,340,882

John Boyer Branch/Executive Manager

Ontario, CA 91761

(909) 945-2339/945-2338 www.naicapital.com

Voit Real Estate Services 9.

$201,888,909

9431 Haven Ave., Ste. 120

$73,673,038.50

$128,215,870.55

Walt Chenoweth Executive Vice President

Rancho Cucamonga, CA 91730

(909) 218-5285/354-3253 wchenoweth@voitco.com

Baxley Properties 10.

$64,779,904

73-712 Alessandro, Ste. B4

$11,217,406

$53,562,498

Dick Baxley President

Palm Desert, CA 92260

(760) 773-3310/773-3013 dbaxley@baxleyproperties.com

Allied Commercial Real Estate 11.

3100 E. Cedar St., Ste. 7 Ontario, CA 91761

$15,500,000

$10,500,000 $5,000,000

Tony M. Guglielmo Broker/Owner (909) 786-4300/786-4301 tony@alliedcre.com

BUSINESS JOURNAL • PAGE 30

Class Action...

bait-and-switch tactics and unconscionable contract provisions. Read continued from pg. 19 more here: www.consumerwatchdog.org/story/blue-cross-cant-shake-clra-claim-health-plan-suit. Download the lawsuit here: www.consumerwatchdog.org/resources/firstamendedcomplaintkassouf.pdf. The class action lawsuit contends that Blue Cross engaged in various unfair and deceptive acts in violation of the CLRA by: • Increasing “annual deductibles” and other “annual” and “yearly” out of pocket costs, thereby reducing the benefits available under the health plan contracts, in the middle of the year. As a result, plaintiffs and class members must pay more than promised for covered medical treatments.

October 2013

Social Media...

don’t have a designer in-house for custom designs, you can get somecontinued from pg. 16 thing that looks reasonable on sites like Fiverr, or something that looks very professional on sites like 99 Designs. Both are better than just “winging it”. Go Social! Social media can be one of the best investments your company makes. The key is to be smart about it and to treat it like any other business activity. So if you’ve attempted social media in the past but let it go by the wayside, or if you haven’t embarked on this journey yet, now is the time to take the plunge and get on the social media platforms. By following these strategies, you’ll find social media to be a rewarding, enjoyable and profitable endeavor. For more information, please visit www.volume9inc.com.

• Adopting a new contract provision purportedly allowing Blue Cross to change “any term or benefit” of its heath service plans each month. • Converting individual health service plan contracts from annual to month-to-month in duration. Thus, the health service plans now terminate at the end of each month and “renew” upon payment of the next month’s premium. As a result, consumers are more likely to be terminated due to payments delayed by mail or processing errors by Blue Cross. The class action lawsuit also challenges violations of state health laws and claims for breach of health plan contracts. “Years ago I was diagnosed with breast cancer. I have paid big premiums and rarely went to the doctor. Now, Blue Cross is dramatically increasing my premiums and reducing my coverage in the middle of the year. That’s not fair. If I told Blue Cross that I decided to pay them a smaller premium in exchange for the reduction in coverage, Blue Cross would drop me!” said Janet Kassouf of Hayward, one of the lead plaintiffs in the lawsuit. Blue Cross has claimed that the mid-year changes to “annual” and “yearly” out of pocket costs were necessary to protect consumers from premium increases, yet Blue Cross: •

Simultaneously increased premiums by up to 20% in 2011;

• At the time of the changes had five times the required amount of cash reserves (tangible net equity [“TNE”])—$1.2 billion in excess of state-mandated TNE—while the company paid $950 million in dividends to its shareholders since 2011. The next step in the litigation is “class certification,” in which Consumer Watchdog will ask the Court to allow the lawsuits to proceed on behalf of all affected Blue Cross customers. At least eleven health plans are affected by Blue Cross’s bait-and-switch tactics: PPO Share 500, PPO Share 1000, PPO Share 1500, PPO Share 2500, PPO Share 3500, PPO Share 3500-R, PPO Share 5000, PPO Share 7500, Individual HMO, Individual Select HMO, and Individual HMO Saver. The case, Kassouf et. al. v. Anthem Blue Cross (Case No. BC473408), and related action, Taub v. Anthem Blue Cross (Case No. BC457809), are both pending in Los Angeles Superior Court, Central Civil West department 308. - 30 -

Safari Park...

that have installed them are finding they have a wide appeal and continued from pg. 39 give visitors just one more reason to visit their particular area. Catalina Island, for example, is heavily promoting its new zip line as a way to show travelers that, far from being stale, the island is always adding new activities to make a visit even more memorable. The park installed its zip line in the spring of 2009 and has seen a steady clientele paying the minimum $70 per person to fly. Other pricing options are available including packages that include repeat rides and helmet cams for you to record your adventure. Keep in mind that about 30 percent of the price goes to wildlife conservation so you know you’re doing a good thing in addition to experiencing a unique ride. So what’s the zip line like? We’d never “flown” before so we visited the San Diego Zoo Safari Park and scheduled the 90minute experience as part of our day at the park. The rides are scheduled throughout the day, usually on the hour, and during this particular Friday in July the ride was not overly crowded. There were no long lines and just a couple of other riders who would go with us during our timeslot. As is always the case with adventure rides like this, the first step is signing the waivers—legal forms that remind you the activity can be dangerous and requiring you to admit that no one is holding a gun to your head to make you go. It always gives us a little pause when we read through these forms but we remind ourselves that, especially in California, we live in a litigious society and one lawsuit can wipe out a business. It’s at this stage that you’ll also be weighed—although, fear not, only the attendant sees the actual results of your weigh-in. The main thing is that you have to be over 75 pounds and under 250 pounds. If you’re too light-weight, you won't have enough propulsion and if you're too heavy—one assumes anyway—you will be going too fast, which is probably not a good thing. Then it was onto the instruction phase of our adventure. We were handed our harnesses, which are kind of like big diapers with cables and connectors to hook onto our metal “trolley”— the thing that has the rolling wheel that attaches to the wire. These particular harnesses are a little awkward to put on but the affable attendants will do it for you—or not, if you don’t like people connecting things near the region of your upper thighs. The instructions are fairly simple. There are just two positions for you to know—your soaring position and your landing position. There are hand signals for both and, as you come in for your landing, an attendant will signal to you just the right time to continued on page 32

October 2013

BUSINESS JOURNAL • PAGE 31

Real Estate...

ing the I-10, I-210, I-15 and I-215 freeways. continued from pg. 24 CBRE’s Darla Longo, vice chairman; Barbara Emmons, vice chairman; Rebecca Perlmutter Finkel, vice president; Dave Consani, executive vice president; Jim Koenig, senior vice president; and Dan De La Paz, senior vice president; represented both parties in the transaction. “The buildings are located in the highly desirable Inland Empire market where vacancy rates are expected to remain low over the next few years due to continued big box demand. Although both buildings are currently occupied by single tenants, there is also an opportunity to add two tenants in each building,” says Emmons. “The in-place rents for the two high-quality tenants are below market. As a result, the buildings are poised for future net operating income appreciation,” added Longo. RANCHO CUCAMONGA BUILDING PICKED UP BY INVESTOR FOR OVER $9 MILLION A 138.6k-square-foot industrial building in Rancho Cucamonga sold for $9.2 million ($66/sf). Built in 1984, the property is located at 10401 7th Street, west of Haven Avenue and south of Foothill Boulevard. It was fully leased at the time of sale. Jamie Harrison, Lee & Associates Investment Services Group, represented both the buyer, CT Rancho Partners II LLC, and the seller, Ultimate Equity Holdings LLC, in the deal. According to Harrison, the buyer plans to re-lease the property to a longer term tenant after the current six-month lease expires. “The buyer recent-

ly purchased the adjacent property to this one, making this an ideal asset to add to their portfolio,” he said. RANCHO MIRAGE PROPERTY LEASED TO UNION BANK SELLS FOR $850/SQUARE FOOT A private investor paid $6 million for a 7k-square-foot ($857/sf) property in Rancho Mirage net-leased to Union Bank. The buyer paid all cash. Located in the heart of the Palm Springs Valley, the Union Bank is positioned off Hwy 111. The property is situated as an outparcel to the River Shopping Entertainment Complex, a 227k-square-foot lifestyle center anchored by Century Theaters, The Yard House, P.F. Chang’s, Flemings and The Cheesecake Factory. The city of Rancho Mirage hosts over a million visitors per year and is the winter home for an additional 11,300 people. Alvin Mansour of The Mansour Group represented the seller, a financial institution, in the transaction. KB HOMES BUYS 40 ACRES IN EASTVALE KB Home has acquired 40 acres of land in the Inland Empire city of Eastvale, roughly 15 miles west of Riverside, from Irvinebased Stratham Communities. The purchase price was not disclosed. Located at the northwest corner of Limonite and Cleveland Avenues, KB Home plans to build 207 Built to Order™ homes at the site, currently named Cleveland Square, and has the option to continued on page 38 purchase an additional 143 home-

Title Companies in the Inland Empire Ranked by Policies 2012 Company Address City, State, Zip

County

Total # of Policies (Year End 2012)

Total $ Amount of Policies (Year End 2011)

Inland Empire Share %

Key Executive Title Phone/Fax E-Mail Address

Riverside

26,263

15,722,131,222

21.18

Chris Clemens County Manager (951) 787-1700/866-566-3961 cclemens@firstam.com

First American Title Company 3625 14th St. Riverside, CA 92502

Chicago Title Company 560 E. Hospitality Ln. San Bernardino, CA 92408

Riverside & San Bernardino

25,518

7,335,951,813

9.21

Linda Hearrell Manager (909) 884-0448/381-6740 hearrelll@ctt.com

Fidelity National Title 451 E. Vanderbuilt Way, Ste. 350 San Bernardino, CA 92408

San Bernardino

22,148

2,762,883,589

12.10

Mike Allsup County Manager (909) 890-0601/890-3600 mallsup@fnf.com

First American Title Company 323 Court St. San Bernardino, CA 92401

San Bernardino

14,107

2,240,930,909

16.98

Jeff Bright County Manager (909) 889-0311/866-523-5430

Stewart Title of California 3403 Tenth St. 4th Floor Riverside, CA 92501

Riverside San Bernardino Imperial

13,979

3,647,582,211

4.35

Guy Kruger Division President (951) 276-2700/346-3716 gkruger@stewart.com

Land America 3480 Vine St. Riverside, CA 92507

San Bernardino

2,667

273,177,312

3.21

Macs Lucero Vice President (951) 774-0825/781-1173

North American Title Company 1615 Orange Tree Ln., Ste. 215 Redlands, CA 92374

San Bernardino

660

123,601,454

0.79

Orange Coast Title Company 1955 Hunts Ln., Ste. 200 San Bernardino, CA 92408

San Bernardino

WND

5.81

Jim Sollami Sr. V.P./Regional Manager (909) 825-8800/554-6172 jims@octitle.com

Ticor Title Company 1998 Orange Tree Ln. Redlands, CA 92374

San Bernardino

WND

Ryan J. Orr Assistant Vice President (909) 386-0600/801-8100 www.ryanjorr.com

(800) 464-6282/(714) 550-6421

BUSINESS JOURNAL • PAGE 32

Safari Park...

change to your landing position. Just like skiing, there is a continued from pg. 30 beginner hill for the Flightline beginner—a kind of warm-up ride to get you accustomed to the feel of flying down the wires. It’s a short, 400-foot ride and the fastest you go will be 15 miles per hour. It’s really kind of a confidence builder so that you aren’t as intimidated when you see how high the “real” ride is off the ground. We sat down in our harnesses, dangled for a few seconds and we were quickly on our way. Our ride down the beginner hill was quick and uneventful— although the one thing that is kind of startling is the braking system that has your trolley hitting a succession of blocks that have been carefully arranged according to your weight. The more you weigh, the further out your braking begins. When you brake there is a loud clanging sound as your trolley hits that series of blocks. Next the Wpark puts you into a truck and takes you up to the launch platform, which is well to the back of the Safari Park property. The winding road took us through some interesting “backlot” areas where they feed some of the animals and you can also learn more about their unique conservation program for the California Condor. Finally, you arrive at the tower, with its commanding view of the valley below and a zip line that stretches way farther than you can see. Now you begin to understand why you did the beginner hill. Our guess is that, without the beginner hill, some customers might opt out once they arrive at the main platform just because it is so high up and gives the sense you basically will be stepping off a cliff. But the beginner run had given us confidence that, yes, these lines will hold—even at six stories above the ground. The two-thirds mile Flightline ride is thrilling, but it does go by quickly. You gain speed throughout the first half of the ride before it starts to level off a bit. The whizzing of the pulley against the wire gets louder and louder and you start to sense that even minor changes in your body posture can start to turn you sideways—so you freeze in your soaring position, legs completely out and apart, shoulders forward. In just a minute or so, it's already time to shift to your landing posture, leaning way back, again with legs spread and apart. And then it’s over. We’d heard stories that some people are a little frightened to jump off the main Flightline tower but it didn’t seem especially daunting to us. We think it’s because we ski a lot and there are some similarities—if you’re okay with a chairlift at a ski area, you’ll be okay with dangling from one of these zip lines. The worst part was the pictures. Like major rides at Disneyland, the park has a photographer stationed at the base of the ride to get telephoto shots of you soaring through the air. It sounds good in theory but the picture they get of you cinched up in your harness, legs spread and hair blown off the back of your head may not look exactly like Superman. AT A GLANCE WHERE: The San Diego Zoo Safari Park is in Escondido, about 35 miles north of San Diego. The park is home to exotic animals from around the world and is operated in conjunction with the world-famous San Diego Zoo. One of the most popular theme parks in Southern California, the Wild Aimal Park is worth a full day’s visit. WHAT: Flightline is the new zip line ride available at the San Diego Zoo Safari Park. The ride is open to anyone age 10 or older and weighing at least 75 pounds, but no more than 250 pounds. WHEN: Anytime of the year. The Escondido area can get fairly hot in the summer and is more crowded with tourists during that

October 2013

period as well. WHY: The Flightline zip line ride is a thrill ride that can be enjoyed by kids and adults alike and is a unique experience that combines the thrill of flight with the scenery of the Safari Park. Riders will be flying right over wild animal habitats and other features of the Safari Park HOW: For more information on San Diego Zoo Safari Park, phone (619) 231-1515 or visit www.sandiegozoo.org/park.

FMI Forecast... continued from pg. 8 growth in 2014.

However, manufacturing construction is expected to drop 2% by yearend 2013 before returning to 4%

• Highway and Street — Passage of MAP-21 calls for nearly $38 billion for the fiscal year 2014 for the Federal-Aid Highway Program. This is a major contributor to the CPIP predications of nearly $80 billion for 2014. While there is no singular reason for change in these markets, there are a few economic concerns that touch all of them. • Potential conflicts with Syria • Downsizing of government and large companies • The implementation of Affordable Healthcare Act About FMI: FMI is a leading provider of management consulting, investment banking* and research to the engineering and construction industry. We work in all segments of the industry providing clients with valueadded business solutions, including: • Strategic Advisory • Market Research and Business Development • Leadership and Talent Development • Project and Process Improvement • Mergers, Acquisitions and Financial Consulting* • Compensation Benchmarking and Consulting • Risk Management Consulting Founded by Dr. Emol A. Fails in 1953, FMI has professionals in offices across the U.S. FMI delivers innovative, customized solutions to contractors; construction materials producers, manufacturers and suppliers of building materials and equipment, owners and developers, engineers and architects, utilities, and construction industry trade associations. FMI is an advisor you can count on to build and maintain a successful business, from your leadership to your site managers. For more information, visit www.fminet.com *Investment banking services provided by FMI Capital Advisors, Inc., a registered broker-dealer and wholly owned subsidiary of FMI.

Your Customers... continued from pg. 24

your own job easier while strengthening customer buy-in. And no one will have to look at those boring

questionnaires again!” About the Author: Dan Adams, president of Advanced Industrial Marketing, is all about B2B product development. His free e-book, “Reinventing VOC for B2B: 12 New Rules from New Product Blueprinting,” reveals a new way for B2B companies to think about VOC, and his 2008 hardcover book, New Product Blueprinting: The Handbook for B2B Organic Growth (www.newproductblueprinting.com), clarifies the “fuzzy front end” of innovation.

October 2013

BUSINESS JOURNAL • PAGE 33

Manufacturing...

Dutton to...

continued from pg. 3 Innovation in Workforce; Nongshim America, a packaged food producer, for Innovation in Marketing; and Toyota’s North American Parts Center for “Innovation in Resource Efficiency.” These awards highlight the incredible innovation possessed by Inland Empire manufacturers. “Companies often think the work they do is just part of getting the job done, yet when they carefully review the year’s activities in light of the awards, they realize that they have accomplished extraordinary things,” stated Brithinee. “The Council wants to encourage innovation and create some excitement around reporting and competing with other companies.” Each year, notable experts on the economy, government relations, labor, and innovation are invited from across the country to offer up-to-date cutting edge details of their expertise. Last year, Robert C. Fry, Jr. senior economist at DuPont, gave a manufacturing economic forecast, and Dorothy Rothrock,

continued from pg. 1 leader. Assessor Dennis Draeger, who has run the office for four years, has not yet announced his election plans. He was appointed to the position in July 2009 following a corruption scandal involving former Assessor Bill Postmus, who pleaded guilty two years ago to several charges including senior vice president of Government Relations for the California Manufacturers and Technology Association, provided critical information on issues facing manufacturers in California. Breakout sessions for the 2014 Summit are planned to include: Exporting Panel; Power, Environmental Regulations; and the Future of Workforce. To participate in the Summit Survey, or review updates on Summit sponsorship opportunities, registration, and conference topics, visit the Council’s website at www.mfgcouncilie.com or email contact@mfgcouncilie.com.

misuse of funds. Prosecutors said Postmus turned the office into a political shop, where he created several unnecessary executive positions. Draeger, a career civil servant who had worked in the assessor’s office for 25 years prior, is credited with returning the office to stability. He won election to the post in 2010.

Affordable Care... continued from pg. 21 October 4, 2012,Press Release, www.justice.gov/usao/cac/Pressroom/ 2012/136.html 5. National White Collar Crime Center; Health Care Fraud, January 2013, www.nw3c.org. Disclaimer: This article provides general information only, and is the opinion of the writer and is not intended to malign any organization, company, political party, club, gender, religion, ethnic group sexual orientation or individual. The views of the writer are his own, and do not in any way reflect the views of the Inland Empire Business Journal, their staff, the website posted on, or other affiliated venues. Edward Allen, MBA; since 2005, remains a California Licensed Independent Broker, and can be reached through email at eallen@delington.com or through www.delington.com. CA. License # 0E94802

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continued from pg. 10 for possible violations of labor policies. The company said it would carry out audits of 250 Chinese companies that are its exclusive suppliers to see if children under the age of 16 are being used in their factories. In 2013 news outlets in Australia and New Zealand reported a number of Samsung washing machines spontaneously catching on fire. In the meantime, the last of the Blackberry handheld smartphones with a real Qwerty keyboard have lost their fire. The battle now is Apple vs. Samsung. Who will win? You make the call. (Literally)

Enterprise Zone... continued from pg. 13 Enterprise Zone (SBVEZ), which covers a 46-square mile area and includes the cities of Colton and San Bernardino and unincorporated portions of San Bernardino County. There are approximately 8,000 companies located in the SBVEZ that are eligible for these tax credits, but only about 200 of them are taking advantage of the program right now. More businesses could be using the enterprise zone program to save money, and with only so many months remaining, SBVEZ invites all local businesses to see how they can benefit from the zone. It’s not too late. To find out if your business is in the zone visit www.sbvez.com to view a zone map. For more information, questions, or for a one-on-one meeting with an SBVEZ representative call (909) 382-4538 or email info@sbvez.com. The SBVEZ has also planned a series of EZ 101 workshops to provide further detail about the zone’s tax credits and give participants an opportunity to meet directly with EZ experts. October 16 at 8 a.m. City of Colton Council Chambers - 650 N. La Cadena Drive, Colton, CA 92324 November 5 at 8 a.m. Norton Regional Event Center - 1601 E. 3rd Street, San Bernardino, CA 92408 Seating is limited. Call (909) 382-4538 to reserve a seat today. The San Bernardino Enterprise Zone includes the cities of Colton and San Bernardino and unincorporated portions of San Bernardino County. Companies already in the zones are encouraged to visit www.SBVEZ.com to find out how the Enterprise Zone can benefit their company.

BUSINESS JOURNAL • PAGE 34

October 2013

BUSINESS JOURNAL • PAGE 35

October 2013

Delivering on...

head-first into the sauce. Rather, one cuts the empanada in half and continued from pg. 26 then spoons the sauce onto the exposed shrimp bits, keeping each layer of meat and sauce in neat, self-contained bites. Next up is Chef Joseph’s triumphant Filet Mignon ($25), which he grills over French-imported mesquite wood and presents artfully drizzled under a rich, velvety mushroom-speckled red wine sauce on a wood plank, accompanied by sweet char-grilled romaine lettuce and a mound of seafood rice. Seasoned simply, the meat has a tender, melt-in-your-mouth bite chock full of smoky, savory deliciousness. The rice is a revelation that speaks to the skill and creativity of Jorge’s kitchen crew. Dainty bits of white meat I mistake for chicken turn out to be finely-diced squares of octopus mixed in with a medley of scallops, shrimp, carrots and peas as a kind of fried rice. If not for the unctuous slab of tantalizing turf next to it, the seafood rice could be a main dish unto itself. Any meat dish would be a hard act to follow, so I try my luck with La Mariscada, the mixed seafood platter, and I’m not disappointed. Butterflied langostinos seasoned simply in a peppery mix mingle with pan-fried fish filet and breaded and bacon-wrapped pawns over seafood rice, a total steal at $16. The dish provides yet another revelation, this time in the form of a home-grown condiment—the thick, tomatoey broth sweetened by bits of sautéed peppers and onions— that could match up equally well on a bed of white rice or a serving of noodles. The homey concoction would make any starving campesino proud. Sampling the items that Chef Joseph throws my way, I finally understand what the “nice” in Jorge’s concept represents. It is the easy accessibility and enjoyment of gourmet cuisine for all, regardless of experience and income level, a night on the town without breaking the bank. Isn’t that itself a nice departure from the exclusivity that such cuisine commands? I’d like to think so. El Cangrejo Nice, 501 Hidden Valley Pkwy., Suite 101, Corona, (951) 340-2280; www.elcangrejonice.com. Dinner for two without drinks, $57. AE, MC, V.

Reduce the...

money in a 401k. Solution: Perhaps the company you work for is, like continued from pg. 22 many others, bureaucratic to the point of being impractical. Your employer may not have done the best job communicating details about benefits such as matching 401k contributions, or you may not have taken the time to learn them. Now’s the time; this is free money! If your employer is offering a 50 percent match on your first 6 percent of contributions to the 401k, you should be contributing at least 6 percent. Educate yourself on your company’s plan so you can take full advantage. About Rao K. Garuda Rao K. Garuda, CLU, ChFC, is president and CEO of Associated Concepts Agency, Inc. – “The Missing Piece” of financial planning - founded in 1978, and a popular speaker at seminars and conferences for financial industry professionals. He came to the United States from India 35 years ago with a degree in engineering and, after marrying a physician, realized he had to learn how to reduce the couple’s taxes. Disappointed in the financial advice he received from professionals, he went to business school and developed expertise in tax reduction, and protecting money from stock market losses. Rao is a founding member of First Financial Resources, a national organization with over 75 partners in the USA; a life member of the Million Dollar Round Table (MDRT), and a life member of MDRT’s Top of the Table for 21 consecutive years.

Employment...

nomic growth averaging about 2% over the last few years. Growth at continued from pg. 28 that level has not been sufficient to replace all the jobs lost in the recession, never mind the new jobs needed just to keep pace with population growth. The Federal Reserve’s last policy meeting focused on whether it will begin “tapering” back its $85 billion of monthly securities purchases. That program was launched to suppress longer-term interest rates, and it did succeed in pushing them down to record low levels. Fed Chairman Ben Bernanke has said he expects the Fed will have concluded its securities purchase program when the unemployment rate reaches the neighborhood of 7.0%. Based on the trend of the last few years, it will reach that level early next year. Nothing in the recent employment report or inflation statistics supports a significant change in policy. The Fed places great importance on its credibility, and rightfully so. I think we can take Fed officials at their word, and I expect the Fed will begin to “taper” soon, if not this month. It does not really make a difference, though, whether it started in September, or after its October or December policy meetings. Financial markets already reflect expectations of a change in policy, with longer-term bond rates increasing more than one percentage point since the beginning of May. As for short-term interest rates, the Fed has said it does not expect to begin raising them before unemployment reaches 6.5%, which we estimate will not be until near the end of next year. Between now and then, however, longer-term bond rates are likely to continue to rise to more normal levels. In their Market Commentary, Thrivent Asset Management leaders discuss the financial markets, the economy and their respective effects on investors. Writers’ opinions are their own and do not necessarily reflect that of Thrivent Financial for Lutherans or its members. From time to time, to illustrate a point, they may make reference to asset classes or portfolios they oversee at a macro-economic level. They are not recommending or endorsing the purchase of any individual security. Asset management services provided by Thrivent Asset Management, LLC, a wholly owned subsidiary of Thrivent Financial for Lutherans. Securities and investment advisory services are offered through Thrivent Investment Management Inc., 625 Fourth Ave. S., Minneapolis, MN 55415, a FINRA and SIPC member and a wholly owned subsidiary of Thrivent Financial for Lutherans. Past performance is not a guarantee of future result. About Inland Empire by the Inland Empire Financial Consultants Thrivent Financial is represented in the Inland Empire by the Inland Empire Financial Consultants, which includes Bill Cortus at 3333 Concours St. Building 8 Suite 8100 Ontario, CA 91872, phone: 909-945-4996, website: www.thrivent.com/plg/inlandempire. Facebook: www.facebook.com/BillCortusThriventFinancial CA Insurance ID #0D96803 About Thrivent Financial for Lutherans Thrivent Financial for Lutherans is a not-for-profit, Fortune 500 financial services membership organization helping approximately 2.5 million members achieve financial security and give back to their communities. Thrivent Financial and its affiliates offer a broad range of financial products and services. As a not-for-profit organization, Thrivent Financial creates and supports national outreach programs and activities that help congregations, schools, charitable organizations and individuals in need. For more information, visit Thrivent.com. Also, you can find us on Facebook and Twitter.

BUSINESS JOURNAL • PAGE 36

October 2013

NEW BUSINESS PAPER AND INK 26305 AUGUSTA DR. LAKE ARROWHEAD, CA 92352

A & M HOLLYWOOD SHOP, INC. 1611 E. MAIN ST. BARSTOW, CA 92311

PHARAOH HOOKAH LOUNGE 1650 S. “E” ST. STE. D SAN BERNARDINO, CA 92408

ALVAROS MEXICAN FOOD 10650 SIERRA AVE. FONTANA, CA 92335

PREACH APPAREL 2255 CAHUILLA ST. STE. 105 COLTON, CA 92324 RAPID REHAB 11588 YORBA AVE. CHINO, CA 91710 REAL LIFE CHRISTIANITY 6269 ORANGEWOOD DR. ALTA LOMA, CA 91701 RMB PRINTING AND PROMOTIONS 6754 RANDALL LN. HIGHLAND, CA 92346 SARAVIA INSURANCE SERVICES 99 N. SAN ANTONIO AVE. STE. 305 UPLAND, CA 91786 SNOW NAILS & SPA 10808 FOOTHILL BLVD. STE. 180 RANCHO CUCAMONGA, CA 91730 STANIMATION 310 AUBURN DR. LAKE ARROWHEAD, CA 92352 SUNSET HILLS DOG BOARDING KENNELS 1901 ALESSANDRO RD. STE. A REDLANDS, CA 92373 THE LEARNING HAT 9522 SUNGLOW CT. RANCHO CUCAMONGA, CA 91730 TOTAL AUDIT SERVICE 4195 CHINO HILLS PARKWAY STE. 511 CHINO HILLS, CA 91709 UPLAND LAWNMOWER 109 N. CAMPUS AVE. UPLAND, CA 91786 WHISPER... TWENTY27SEVEN CO. 8980 BENSON AVE. STE. D MONTCLAIR, CA 91763 YOUNG WOMEN’S EMPOWERMENT FOUNDATION (YWE) 5941 LAURA LN. SAN BERNARDINO, CA 92407 ZUMBASTUDIOS 207 N LAUREL AVE. ONTARIO, CA 91762

AMBIANCE BEAUTY LOUNGE, INC. 1118 E. 19TH ST. STE. C UPLAND, CA 91784 ASSET TRADING 13349 COVEY CT. STE. F CHINO HILLS, CA 91709 BALDWIN LAKE STABLES 46475 PIONEERTOWN RD. BIG BEAR CITY, CA 92314 BARSTOW MOTORCYCLE CENTER 2420 W. MAIN ST. BARSTOW, CA 92311 BOOKKEEPERS EXPRESS 11621 MAPLE AVE. HESPERIA, CA 92345 BREAD MEAL DELIVERY SERVICE 3980 SAN LORENZO RIVER RD. ONTARIO, CA 91761 BUDGET LODGE 668 W. FAIRWAY DR. SAN BERNARDINIO, CA 92408 C & A WATER TRUCKS 1578 S. MOUNTAIN VIEW AVE. SAN BERNARDINO, CA 92408 C R S CONSULTING 1344 BROOKSIDE CT. UPLAND, CA 91784 CALIPER AUTO PARTS AND SUPPLIES 1260 N FITZGERALD AVE. STE. 106 RIALTO, CA 92376 CHINO HILLS AUTO CARE, INC. 14688 PIPELINE AVE. STE. B CHINO HILLS, CA 09179 COMFORT MEDICAL SUPPLY 34664 COUNTY LINE RD. YUCAIPA, CA 92399 COYOTE LOCO PROPERTY MAINTENANCE & YARD WERX 13425 IVANPAH RD. APPLE VALLEY, CA 92308 CPR-CERTIFIED 36346 CANYON TERRACE DR. YUCAIPA, CA 92399

County of San Bernardino

DE LA TORRE BROTHERS 4955 W PHILLIPS ST. ONTARIO, CA 91762

FOOT AND BODY SPA 655 W FOOTHILL BLVD. UPLAND, CA 91786

DOOR AND WINDOW DREAMS 6251 SCHAEFER AVE. STE. Q CHINO, CA 91710

FOREVER IN LOVE PHOTOGRAPHY 3122 VALARIA DR. HIGHLAND, CA 92346

EAGLES MOSAIC 3055 N CEDAR AVE. RIALTO, CA 92377 EL CLON AUTO BODY & FRAME 993 W. VALLEY BLVD. STE. 516 BLOOMINGTON, CA 92316 EL OASIS CAFE 107355 NIPTON RD. NIPTON, CA 92364 THE CHAPEL STORE 12205 PIPELINE AVE. CHINO, CA 91710 THE ORANGERY’S 2055 SKYVIEW DR. COLTON, CA 92324 THE UPS STORE #3568 40729 VILLAGE DR. STE. 8 BIG BEAR LAKE, CA 92315 THREE CARNEGIE PLAZA 735 E. CARNEGIE DR. SAN BERNARDINO, CA 92408 TONIA’S TOPPINGS 12398 WINDSOR DR. YUCAIPA, CA 92399 TRENDSPOT INC. 1595 E SAN BERNARDINO AVE. SAN BERNARDINO, CA 92408 UNIVERSITY TRAVEL 24899 TAYLOR ST. LOMA LINDA, CA 92354 VALSH EXECUTIVE PROTECTION 17537 FISHER ST. VICTORVILLE, CA 92395 VEC ENTERPRISES 22268 VAN BUREN ST. GRAND TERRACE, CA 92313 VG SQUEAKY CLEAN 5431 N. PINNACLE LN. SAN BERNARDINO, CA 92407 ELLE J. BOOKS 7048 FREMONTIA AVE. FONTANA, CA 92336 FILTA ENVIRONMENTAL KITCHEN SOLUTIONS 16312 STARSTONE RD. CHINO HILLS, CA 91709 FOCUS ONE REAL ESTATE 6862 EARP WAY FONTANA, CA 92336

OAK VALLEY MUSIC ACADEMY 31646 DUNLAP BLVD. YUCAIPA, CA 92399 P.S. BEAUTY SPA & MASSAGE 12923 CENTRAL AVE. CHINO, CA 91710

FRONTIER COMMUNITIES 8300 UTICA AVE. STE. 300 RANCHO CUCAMONGA, CA 91730

PANDA STAR CHINESE RESTAURANT 3694 E. HIGHLAND AVE. STE. 28 HIGHLAND, CA 92346

GIRON AND ASSOCIATES 337 NORTH VINEYARD AVE. 3RD FLOOR ONTARIO, CA 91764

A-1POSTAL 2097 E WASHINGTON ST. STE. 1-E COLTON, CA 92324

GOLF COURSE ACCESSORIES DIRECT 13089 PEYTON DR. STE. C301 CHINO HILLS, CA 91709

ADVENTURES IN GEOLOGY 13214 BRETON AVE. CHINO, CA 91710

HEALTHY LEADERS THRIVING CITIES 12775 HOMERIDGE LN. CHINO HILLS, CA 91709 HOME BASED REALTY 14715 CRAGUN TR. CHINO HILLS, CA 91709 HOUSE OF JUBILEE PROPHETIC MINISTRIES & COMM OUTRE 1274 S. WATERMAN AVE. STE. 117 SAN BERNARDINO, CA 92408 CAWISS SALON 4875 MISSION BLVD. STE. G MONTCLAIR, CA 91763 CENTURY 21 HOME REALTORS 4016 GRAND AVE. STE. B CHINO, CA 91710 CLEAN SWEEP HOME CLEANING & REPAIRS 11879 WESTMINSTER CT. LOMA LINDA, CA 92354 CUCAMONGA CATTLE COMPANY 2046 N. TULARE WAY UPLAND, CA 91784 D&D’S AUTO CARE 360 S. LA CADENA DR. COLTON, CA 92324 DC GARDEN & LANDSCAPING 831 POST ST. REDLANDS, CA 92374 LOS SOCIOS AUTO BODY 993 W. VALLEY BLVD. STE. 516 RIALTO, CA 92376 M & M ENTERTAINMENT 14400 CHESTNUT ST. ADELANTO, CA 92301 MR. FRED - HANDYMAN 58633 PIEDMONT DR. YUCCA VALLEY, CA 92284

GENUINE PRINTING 16991 FERN ST. FONTANA, CA 92336 HEI INVESTMENT GROUP 1463 N. MARCELLA AVE. RIALTO, CA 92376 HERBAL THERAPEUTIC SPA 1383B-2 E. FOOTHILL BLVD. UPLAND, CA 91786 HESPERIA PIZZA FACTORY 14135 MAIN ST. STE. 102 HESPERIA, CA 92345 HINTON LEGAL NURSE CONSULTANT AND RESOURCES 2566 LOMITA LN. COLTON, CA 92324

AON LLC 9425 PINON HILLS RD. PINON HILLS, CA 92372

HK'S BAR & GRILL 9740 19TH ST. RANCHO CUCAMONGA, CA 91737

ART & CRAFT CO-OP 439 W. BIG BEAR BLVD. BIG BEAR CITY, CA 92314

ESB TRUCKING 9230 LIVE OAK AVE. FONTANA, CA 92335

BIG & SMALL ENTERPRISES 731 N. VISTA AVE. RIALTO, CA 92376

FOCUS GROUP 6219 CEDAR HILL PL. RANCHO CUCAMONGA, CA 91739

BRAVE NEW WORLD CALIFORNIA CUSTOM TATTOO 631 E FOOTHILL BLVD. UPLAND, CA 91786

FONTANA CARGO EXPRESS 9056 ELM AVE. FONTANA, CA 92335

C & S EMBROIDERY U.S.A. 14610 ARIZONA ST. FONTANA, CA 92336 COLES’ INDEPENDENT LIVING 14541 IRWINDALE CIR. ADELANTO, CA 92301 COLUMBIA PLASTICS EXTRUSION CO 725 STATE ST. ONTARIO, CA 91761 DANIELS JEWELERS #178 13865 CITY CENTER DR. STE. 3050 CHINO HILLS, CA 91709 DEL-MAR PAINTING 363 E. 16TH ST. SAN BERNARDINO, CA 92404 DESIGNEDBYCHRIST 950 N FOREST AVE. RIALTO, CA 92376 DLJ TRUCKING 7345 MANGO AVE. FONTANA, CA 92336 FPG DRAFTING SERVICES 11785 BLACK HORSE CT. RANCHO CUCAMONGA, CA 91730 GARDENBUDDIES.COM 13505 YORBA AVE. STE. I CHINO, CA 91710

FORREST GLASS & DOOR 2753 S. BON VIEW AVE. ONTARIO, CA 91761

HUERTAS COMPANY 16662 PARSLEY LN. FONTANA, CA 92337 ABC TOBACCO 800 S MOUNTAIN AVE. STE. A ONTARIO, CA 91762 ABOVE THE GROUND 1227 VIA ANTIBES REDLANDS, CA 92374 AFE MARKETING 7655 MADRONA AVE. FONTANA, CA 92336 ALVAROS MEXICAN FOOD INC. 10650 SIERRA AVE. STE. C FONTANA, CA 92337 SOUND MASTER 1119 N. WISTERIA RIALTO, CA 92376 ST. JOSEPH HEALTH 3345 MICHELSON DR. STE. 100 IRVINE, CA 92612 STUDENT PROMOTIONS 17537 FISHER ST. VICTORVILLE, CA 92395

October 2013

BUSINESS JOURNAL • PAGE 37

NEW BUSINESS BARTON LAW FIRM 43-576 WASHINGTON ST. STE. 110 LA QUINTA, CA 92253 AGUA CALIENTE SPA APARTMENTS 10625 PALM DR. DESERT HOT SPRINGS, CA 92240

KRAKTRONIX TECHNICAL SERVICES 501 N. SMITH AVE. STE. 110 CORONA, CA 92880 KALMIA PLAZA DENTAL 41539 ST. STE. 103 MURRIETA, CA 92562

DESERT HOT SPRINGS HOTEL & SPA 10805 PALM DR. DESERT HOT SPRINGS, CA 92240

FOUR STREAMS COUNSELING 3590 CENTRAL AVE. STE. 208 RIVERSIDE, CA 92506

MAGIC AUTO CENTER 83333 HWY 111 STE. B INDIO CA 92201

WOODCREST LOCKSMITH 18640 VAN BUREN BLVD. RIVERSIDE, CA 92508

DRIVETIME 8341 INDIANA AVE. RIVERSIDE, CA 92504

SURFLINE INSURANCE AGENCY 996 MOUNTAIN AVE. NORCO, CA 92860

THOMBOY PROPERTIES 2295 S. ALHAMBRA DR. PALM SPRINGS, CA 92264 LEEUIN 68541 TERRACE RD. CATHEDRAL CITY, CA 92234 STRUTZ ENTERPRISES 111 SARONA CIR. PALM DESERT, CA 92211 JD’S LANDSCAPING 15980 VIA QUEDO DESERT HOT SPRING, CA 92240 NEW WEST LANDSCAPING 31655 DESERT ROCK DESERT HOT SPRING, CA 92241 MASTER DEGREASER 50732 AVENIDA ADOBE COACHELLA, CA 92236 JERKYVILLE U.S.A 27601 SUN CITY BLVD. STE. 259 MENIFEE, CA 92586 WASH HOUSE JANITORIAL 13649 SUNBRIGHT DR. MORENO VALLEY,CA 92553 MENIFEE ACCOUNTING 26156 DUESLER RD. MENIFEE, CA 92584 MY KID’S DENTIST 1821 SOUTH SAN JACINTO AVE. STE. D SAN JACINTO, CA 9258 WESTERN EXTERMINATOR COMPANY 41132 GUAVA ST. MURRIETA, CA 92562 WEST EX COMPANY 1387 CENTER ST. RIVERSIDE, CA 92507

WEST COAST AFFORDABLE AUTOS 4907 ROSE AVE. RIVERSIDE, CA 92505 MAD 4 U X 2 27560 BOSTON DR. MENIFEE, CA 92586 RIVERSIDE CONNECTION 5225 CANYON CREST DR. STE. 7B RIVERSIDE, CA 92507 MICHELE MARIE AND COMPANYS LLC 11801 PIERCE ST. STE. 200 RIVERSIDE, CA 92505 WEST COAST DENTAL GROUP OF RIVERSIDE 3380 LA SIERRA AVE. STE. 108 RIVERSIDE, CA 92503 JOEZEN CLEANING SERVICES 33730 SUNDROP AVE. MURRIETA, CA 92563 LAS CASUELAS QUINTA 78480 HWY 111 LA QUINTA, CA 92253 P AND J TRUCKING 32383 WINDEMERE DR. LAKE ELSINORE, CA 92532 COWBITES JERKY 35670 BECKWITH AVE CALIMESA, CA 92320 WEST COAST AUTO REPAIR & INSTITUTE LLC 44-909 GOLF CENTER PARKWAY STE. 5-6 INDIO, CA 92201 MIRAGE LANE DENTISTRY 42501 RANCHO MIRAGE LN. RANCHO MIRAGE, CA 92270

County of Riverside PIP PULSATING IRRIGATION PRODUCTS 43391 BUSINESS PARK DR. STE. C-7 TEMECULA, CA 92590

LA PRENSA HISPANA DEL VALLE DE COACHELLA 45102 SMURR ST. INDIO, CA 92201

LILY’S TAILOR & ALTERATIONS B 73640 HIGHWAY 111 PALM DESERT, CA 92260

ALMQUIST SALES 135 N COMMERCIAL ST. BLYTHE, CA 92225

HEALTHCARE MARKETING GROUP 81416 AVENIDA BLANCA INDIO, CA 92201

PROMISE 460 N. MAIN ST. CORONA, CA 92880

HOMETOWN BUFFET 40390 MARGARITA RD. TEMECULA, CA 92590

INV HOME LOANS 13152 KISO CT. CORONA, CA 92880,

RYE HARBOR DISTILLING AND WHISKEY HOUSE 10810 INLAND AVE. MIRA LOMA CA 91752

EXECUTIVE FLIGHT INSTITUTE 37680 SKY CANYON DR. STE. 11 MURRIETA, CA 92563,

MEDITERRANIA 33055 HARMONY LN. TEMECULA CA 92592

RENE’S AQUATICS 66875 VISTA PL. DESERT HOT SPRINGS, CA 92240

DREAM MAKERS LIMOUSINE 757 W. WESTWARD AVE. BANNING, CA 92220 AUTO BUYERS 83333 HWY 111 INDIO, CA 92201 TWO SISTERS MAID TO CLEAN 73-237 ROD LAVER LN. PALM DESERT, CA 92260 JSD MARKETING GROUP 67200 HACIENDA AVE. STE. 130 DESERT HOT SPRINGS, CA 92240 SENIOR POWER NETWORK 67200 HACIENDA AVE. STE. 130 DESERT HOT SPRINGS, CA 92240 WORLD FAMOUS ADS 67200 HACIENDA AVE. STE. 130 DESERT HOT SPRINGS, CA 92240 SKY BLUE WINDOW WASHING 31780 SIERRA DEL SOL THOUSAND PALMS, CA 92276 ROADBLOCK CANDY COMPANY 1085 RAMON RD. STE. 201 PALM SPRINGS, CA 92264 PALM SPRINGS CULTURAL ART FOOD AND WINE FESTIVAL 68951 OVERLOOK DR. DESERT HOT SPRINGS, CA 92240 ABRACADABRA GARAGE DOOR COMPANY 79-084 CLIFF ST. BERMUDA DUNES, CA 92203 MERCEDES POOLS 77220 MICHIGAN PALM DESERT, CA 92211 RIVER 361 N LOVEKIN BLVD. BLYTHE, CA 92225 HOLLYPENO 79878 DEWSBURY DR. INDIO, CA 92203 EMPIRE LANDSCAPING CO. 47470 VAN BUREN INDIO, CA 92201

HELP FOR HOMEOWNERS 1940 ORANGE TREE LN. STE. 100 REDLANDS, CA 92374 GMILL ASSOCIATES 1940 ORANGE TREE LN. STE. 100 REDLANDS, CA 92374 SO CAL CLEAN OUTS 43093 BENJAMIN ST. HEMET, CA. 92544 GRACE FELLOWSHIP 10257 BEAUMONT AVE. CHERRY VALLEY, CA 92223 CALI MERCHANT ASSOCIATIONS 27757 ASPEL RD. STE. 113 SUN CITY, CA 92585

URBAN DEPOT WEAR 22500 TOWN CIR. STE. 2036 MORENO VALLEY, CA 92553 PHYSIQUE EVOLUTION 80108 GOLDEN GATE DR. INDIO, CA 92201, IRC TRANSPORTATION 4901 GREEN RIVER RD. STE. 211 CORONA, CA 92880 VIP TAXI 4901 GREEN RIVER RD. STE. 211 CORONA, CA 92880 RIBBON & TAPE CRAFTS 9055 DANCY RIVERSIDE CA 92508

ANGEL BRIDAL & FORMAL WEAR 510 W. GRAND BLVD. CORONA, CA 92882

TOP NOTCH AUTO SALES 28046 DEL RIO RD. STE. A TEMECULA CA 92590

BROTHERS SUPERIOR FLOORING 41735 ELM ST. STE. 402 MURRIETA, CA 92562

FARAH HOMES 35720 POPLAR CREST RD. WILDOMAR CA 92595

CALIFORNIA WE BUY HOMES 45924 CORTE MISLANCA TEMECULA, CA 92592, LINDAS HOUSE KEEPING 24667 DELPHINIUM AVE. MORENO VALLEY, CA 92553 SAFE HAVEN ANIMAL RESCUE 29247 BLANIK AVE. NUEVO, CA 92567 GATEWAY PROPERTIES 28465 OLD TOWN FRONT ST. STE. 221 TEMECULA, CA 92590 CALIFORNIA DREAMS REALTORS 3647 VAN BUREN BLVD. RIVERSIDE, CA 92503

PUPTENT 1855 HILLTOP CIR. CORONA, CA 92882, FARMER TERMITE CONTROL 511 PLACENTIA AVE. PERRIS, CA 92571, TERRY GROUP FARMER TERMITE 511 PLACENTIA AVE. PERRIS, CA 92571, KENNETH R. THOMAS INVESTMENTS 43-375 RIO DEL SOL RD. RANCHO MIRAGE, CA 92270, RANCHO MIRAGE SELF STORAGE 43-375 RIO DEL SOL RD. RANCHO MIRAGE, CA 92270,

VAPE INCLOUDS 3699 HAMNER AVE. STE. G NORCO, CA 92860 FOREST PARK 1253 ENTERPRISE CT. CORONA, CA 92882 PETSTRETCH 44709 MUMM ST. TEMECULA, CA 92592 EXTREME JANITORIAL SERVICES 80-183 BARCELONA AVE. INDIO, CA 92201 SUNNYMEAD CAR WASH 24055 SUNNYMEAD BLVD. MORENO VALLEY, CA 92553 PYRAMID PALMS 55269 JACKSON ST. THERMAL, CA 92274 HARVEST DENTAL LAB 21801 CACTUS AVE. STE. A RIVERSIDE, CA 92518 TC MEDICAL PHARMACY AND COMPOUNDING 760 S WASHBURN AVE. STE. 1 & 2 CORONA, CA 92882 OCHOA DESIGN ASSOCIATES 73626 HWY 111 PALM DESERT, CA 92260 PATH RIGHT CONSULTING GROUP,LLC 29930 SANTIAGO RD. TEMECULA CA 92592 EAST INTERNATIONAL TRANSPORT 4158 AGATE ST. RIVERSIDE, CA 92509 EXCEL CARE SERVICES 1252 OLYMPIC ST. BEAUMONT CA 92223 MARTINELLI & ASSOCIATES, JUSTICE & FORENSIC CONSULTANTS, INC 24801 CARANCHO RD. TEMECULA, CA 92590, WINCHESTER SELF STORAGE 38370 WINCHESTER RD. TEMECULA, CA 92591, HEMET SMILES 1001 SOUTH STATE ST. HEMET, CA 92543, PALM DESERT DENTAL CENTER 73585 FRED WARING DR. STE. 101 PALM DESERT, CA 92260, THREADS ATTIRE 35188 PORTOLA PL. WILDOMAR CA 92595

BUSINESS JOURNAL • PAGE 38

October 2013

CLOSE-UP CLOSE-UP New Dean Brings With Him a New Curriculum Holmes has had success in securing full ABA approval in college law. It is a new day at the College be done and will bring that of Law. With a new dean and a experience to the effort here at new model curriculum, student La Verne,” Holmes said. success is at the forefront of the Keeping in line with The La law school’s focus. Verne Experience shift taking On June “When I first started at Texas p l a c e 17, Dr. throughout Wesleyan, they were at the same Gilbert the universistage of moving from being ty, Holmes Holmes o f f i c i a l l y provisionally approved by the has been began his instrumental ABA to fully approved. I was tenure as in developthere to see how it should be the Dean of ing a new done and will bring that La Verne law curricuLaw. An experience to the effort here at lum aimed experienced at producing La Verne.” and awardskilled, — Gilbert Holmes winning quality law legal educator and administraprofessionals. tor, Holmes is the former dean at The new model is divided University of Baltimore School into three different areas of of Law and former associate focus for each program year. dean at Texas Wesleyan The Foundational Year (first University School of Law. year) consists of single-semester “When I first started at length courses that focus on acaTexas Wesleyan, they were at demic skills and legal writing, the same stage of moving from both of which will be incorpobeing provisionally approved by rated into one course each the ABA to fully approved. I semester. This model reduces was there to see how it should the number of courses taken by

students each semester, allowing for increased opportunity for preparation, study and out-ofclass interaction with faculty. The Experiential Learning Year (second year) provides students with two semester-long tracks, the Transaction Practical Track and Litigation Practical Track. From client interviewing and counseling to negotiations and mock trials, the tracks will expose students to the legal community and provide opportunities for each individual to demonstrate why he/she is ready for the challenges of being a practicing attorney. The Enhancement Year (final year) allows students to take courses that pertain to personal interests and provide valuable real-world experience through externships. It also incorporates a rigorous writing, academic success, and bar preparation curriculum. Upon completion of the third year, students will be well-prepared to pass the bar exam and enter the

Real Estate...

Inland Empire.

sites at the community. KB plans to break ground on continued from pg. 31 the new community this spring, where it will offer potential homeowners three collections of homes and extensive neighborhood amenities. The company will build 125 single-family homes in one collection, featuring three floor plans ranging from 1.6k square feet to 2k square feet, with distinguishing design details like spacious great rooms, outdoor patios, and an optional first floor bedroom suite. A second collection of 123 homes with three floor plans available ranging from 1.8k square feet to 2.3k square feet will include up to five bedrooms and incorporate customizable elements, allowing for plenty of personalization. KB’s third selection of 102 homes is the largest planned for this community, offering four floor plans between 2,4k square feet and 3.4k square feet and up to five bedrooms Community amenities will include three beautiful parks with tot lots for children, basketball and tennis courts, picnic areas, open green space and a dog park. There will also be a central recreation area that features a 3.1k-square-foot clubhouse with a Junior Olympic pool, spa, children’s pool, BBQ and lounge area with a fire pit. WD Land represented both parties in this transaction. According to Les Whittlesey, a founding principal at WD Land, Eastvale has become one of the most desirable markets in the

Gilbert Holmes legal profession. Immersing himself in the mission and values of University of La Verne will be an essential first step on Holmes’ journey to enhancing the future of La Verne Law.

SR COMMERCIAL PICKS UP TEMECULA INDUSTRIAL ASSET SR Commercial has acquired two SoCal industrial properties totaling 82.5k square feet in recent deals totaling $4.4 million. With these purchases, the company has added about $60 million in properties to its portfolio over the last 24 months. “The momentum in the real estate market is finally back to full speed,” says CJ Stos, a principal of SR Commercial, who founded the company with Adam Robinson. “We are actively acquiring assets, and have closed on 14 separate investment properties in the past 24 months.” In the larger of these most recent deals, SR Commercial acquired a 63.1k-square-foot industrial building located at 42259 Rio Nedo in Temecula for $2.8 million ($44/sf). The building was occupied by a month-to-month tenant at the time of purchase. SR Commercial plans to repair the deferred maintenance and reposition the property with significant upgrades, including a new roof, HVAC system, ADA upgrades, parking lot repairs, landscaping and new roll-up doors. SR Commercial was represented by Rob Gunness and Scott Stewart of CBRE in the transaction. The seller, a private investor, was repped by Charles Black and Michael Strode of Lee & Associates.

October 2013

BUSINESS JOURNAL • PAGE 39

EXECUTIVE EXECUTIVE TIME TIME OUT OUT Safari Park—New Zipline Offers Visitors Chance to Fly Over Park By Cary Ordway

Visitors who look skyward at San Diego Zoo Safari Park are now seeing more than the usual assortment of exotic birds. Up in the sky about six stories above the brown hillside is a new kind of flying species soaring overhead at about 40 miles per hour, swooping to a sudden stop

atop a platform the park has built especially for the species’ arrival. These creatures might logically be called the Smiling, Laughing Zip Line Riders because invariably that's what they do when they finish their breathtaking two-thirds-mile flight from a perch high above

the hillside. The San Diego Zoo Safari Park’s Flightline ride is attracting kids and adults of nearly all ages who want to try out the latest tourism craze. Zip lines are popping up all over California, from Catalina to historic Gold Country and the state’s leisure travelers are—

you might say—jumping at the chance to fly down a mountain with nothing but a wire and a pulley protecting them from a very unpleasant fall to earth. The zip lines are part thrill ride, part scenic adventure and can cost upwards of a million dollars to build. But locations continued on page 30

BUSINESS JOURNAL • PAGE 40

October 2013

Supervisors Give Final OK to County’s Film-Friendly Ordinance The Riverside County Board of Supervisors unanimously approved a revised film ordinance that makes permitting easier and eliminates virtually all fees for producers of movies and TV shows made in unincorporated areas of Riverside County. “With the help of several individuals who added their

incredible knowledge about the film industry, Riverside County has adopted a very film-friendly ordinance to attract an important industry that we’ve lost to other states and countries,” said Supervisor John J. Benoit. “We know these changes will have a positive effect, and we’re encouraging all cities to join us in making Riverside County the

pre-eminent place for film and TV production.” After attending the Toronto Film Festival with Lee Fraser, a Warner Bros. executive and president of the Canada California Business Council, Supervisor Benoit in December directed the Economic Development Agency to review the county’s film ordinance

which had not been changed since 1988. Supervisor Stone joined him in that request. The county brought together Fraser; Steve Saxton, CEO of Hollywood Studio International; and entertainment attorney Tom Ara of Reed Smith, LLP; whose suggestions were incorporated in the ordinance. As required, the changes were submitted, reviewed and approved by the California State Film Commission before they were brought back to the supervisors for approval. The revised ordinance eliminates the film permit fee and requirement for a business license and waives charges for the use of county facilities for projects lasting 10 days or less and transient occupancy taxes for 48 months. Additionally, a one-stop film permit processing center will be established and a contact will be designated for the film and TV industry. The county also will unveil a web site to promote the county’s unique attributes for filming locations. “I enthusiastically support these changes, which will stimulate job growth and investment in the County of Riverside,” said Supervisor Jeff Stone. “We have tremendous potential to bring this business back to its Southern California origins and help our hardware stores, gas stations, merchants, hotels and restaurants.” The vote occurred on the Sept. 24th Board of Supervisors meeting. The ordinance will take effect in 30 days.