AUG. 2021
Cover Contest: Top Agencies Compete to Design Our Magazine Cover
$7.95 INBUSINESSPHX.COM
THIS ISSUE Alliance of Arizona Nonprofits
Arizona: Where innovators turn for what’s next.
2020
TOP 10
GOLD SHOVEL
AWARD WINNER
MOST COMPETITIVE STATE
azcommerce.com
Site Selection Magazine Prosperity Cup, 2021
Bold and exciting advancements are happening in the Grand Canyon state. Cutting-edge companies are launching, testing and scaling new technologies in Arizona. Our culture of innovation, highly skilled talent, lean regulatory environment, and affordable operating costs provides an ideal platform for business growth and success. The state has announced investment from industry leaders including Intel, TSMC, Zoom Communications, ElectraMeccanica, Amazon, Align Technology and more. Ranked top two for fastest growing state, it’s clear why people are flocking here. Beyond being a place where you can achieve your professional goals, Arizona also provides an unmatched lifestyle that allows you to achieve your personal goals. It’s this perfect balance that makes life better here.
AUGUST 2021
18 GUEST COLUMNISTS
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Harrah’s Ak-Chin, a Community HERO
Making Sense of the Puzzle Bruce Weber continues his series on Change: The Provider of Opportunity.
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The Silent Killer of a CEO Jen Butler continues her series on stress’s impact on health and business.
From the Top
Proving autism is no barrier, SpeedPro franchisees Savanna and Perry Stephens build success for their business and their people.
This month spotlighting the Ak-Chin Indian Community and Harrah’s, Tyler Butler’s series explores the myriad ways businesses give back and the positive ways their programs impact our community.
54
By the Numbers
What’s the impact when nearly 60% of U.S. employers put off promoting their top performers?
20
Healthcare
“New Inpatient Rehabilitation Hospital in Avondale” and Prep Now for Open Enrollment – 5 Steps to Ensure Success”
22
Technology
“RPA Can Drive Fintech Growth … Will the Industry Take Advantage of It?” and “Fintech Innovations Drive Business Worldwide”
43 COVER STORY
24
Coming Back: How Marketing Will Build (Back) Business after COVID
Leading local marketing professionals share insights on what business decision-makers need to know about expanding or jumpstarting their businesses as we emerge from th pandemic. Plus: Top entries from our “Marketing Cover Contest” to design the cover for this August issue of In Business Magazine
FEATURE
42
Lost in the Amazon
Raj De Datta discusses why internet users often end up back on the same old sites – and suggests ways to get them out of their rut.
SPECIAL SECTION DEPARTMENTS
9
Books
New releases give fresh insights on business thinking.
44
En Negocios
Feature articles in Spanish and English on Economia / Economy and Liderazgo / Leadership
48
Economy
Keith Norris Miller explains the work opportunity tax credit and the opportunity for businesses to save thousands of dollars.
50
Legal
Attorneys Robert Feinberg and Ian Joyce examine the issue of defamation and “what to do when the online mob comes for you.”
56
Nonprofit
Giving hit a record $471 billion in 2020. What does that mean for organizations this year?
Guest Editor
Jos Anshell, managing partner at Marketing Forensics, introduces the “Come Back ” issue.
34 Cover Contest
PARTNER SECTION
59 Alliance of Arizona Nonprofits
AUG. 2021
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INBUSINESSPHX.COM
11
Feedback
Larry Hofer, Barbara Kennedy and Brad Schenck respond to In Business Magazine’s burning business question of the month.
12
Briefs
“Maintenance Tips for a Well-Running Business Fleet,” “Guides and Resources,” “Restaurant Industry Faces Hiring Crisis and Extreme Rise in Food Costs,” “Customers Turn the Tables on Service,” “Local Standouts Recognized for Achievements and Philanthropy,” “DYPER Composting Diverts from Landfills” and “How Tech Companies Improve Sourcing New Talent”
57
15
58
CRE
“The Rise of B2R Communities,” “Major Tech Corridor Development in Mesa,” “Luxury Build-to-Rent Development for Apache Junction,” “’Attainable’ Multifamily Development in North Phoenix,” “Bringing (Good) KARMA to North Central Phoenix” and “Phoenix Real Estate Draws the Life Sciences Market”
Assets
2022 Polestar 2 Plus: What's up (or down) with vaccination?
Power Lunch
Picazzo’s: Fusion Approach to Modern Italian
66
Roundtable
Sarah Hancotte offers a new perspective for businesses looking to break past operational road blocks.
In a recent survey by Homedit, 43% of respondents believe remote employees should be paid less than those who work in office, 49% said they would quit if hybrid work environments weren’t an option and 45% said they would quit if they could not work remotely. And a whopping 81% said they feel employers should provide stipends to employees for home office improvements. homedit.com/americas-ideal-work-environments
We’re Making Our Mark on Medicine OptumCare® believes that great health begins by providing forwardthinking leadership in the discipline of medicine. So we proudly serve Phoenix with advanced health care at 16 clinics with over 40 providers, all dedicated to putting the patient first. We’re here to stay—and to move care in our community in bold new directions. Find out more at professionals.optumcare.com.
©2020 Optum, Inc. All rights reserved.
August 2021
Hi Phoenix, Let’s spend smarter.
In Business Magazine is a collaboration of many business organizations and entities throughout the metropolitan Phoenix area and Arizona. Our mission is to inform and energize business in this community by communicating content that will build business and enrich the economic picture for all of us vested in commerce.
PARTNER ORGANIZATIONS Kristen Merrifield, CEO Alliance of Arizona Nonprofits (602) 279-2966 www.arizonanonprofits.org Jess Roman, Chief Executive Officer Arizona Small Business Association Central Office (602) 306-4000 www.asba.com
Learn more at getdivvy.com/phx1
Steven G. Zylstra, President & CEO Arizona Technology Council One Renaissance Square (602) 343-8324 www.aztechcouncil.org Doug Bruhnke, Founder & President Global Chamber® (480) 595-5000 www.globalchamber.org Jean Briese, President NAWBO Phoenix Metro Chapter (480) 289-5768 www.nawbophx.org Anne Gill, President & CEO Tempe Chamber of Commerce (480) 967-7891 www.tempechamber.org Our Partner Organizations are vested business organizations focused on building and improving business in the Valley or throughout Arizona. As Partners, each will receive three insert publications each year to showcase all that they are doing for business and businesspeople within our community. We encourage you to join these and other organizations to better your business opportunities. The members of these and other Associate Partner Organizations receive a subscription to In Business Magazine each month. For more information on becoming an Associate Partner, please contact our publisher at info@inbusinessmag.com.
ASSOCIATE PARTNERS Ahwatukee Foothills Chamber of Commerce ahwatukeechamber.com Arizona Chamber of Commerce & Industry azchamber.com Arizona Hispanic Chamber of Commerce azhcc.com The Black Chamber of Arizona phoenixblackchamber.com Chandler Chamber of Commerce chandlerchamber.com Economic Club of Phoenix econclubphx.org Glendale Chamber of Commerce glendaleazchamber.org Greater Phoenix Chamber of Commerce phoenixchamber.com Greater Phoenix Equality Chamber of Commerce gpglcc.org Mesa Chamber of Commerce mesachamber.org North Phoenix Chamber of Commerce northphoenixchamber.com Peoria Chamber of Commerce peoriachamber.com Phoenix Metro Chamber of Commerce phoenixmetrochamber.com Scottsdale Area Chamber of Commerce scottsdalechamber.com Surprise Regional Chamber of Commerce surpriseregionalchamber.com WESTMARC westmarc.org
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August 2021
Easy. Connected. Life and business… perfected. A perfect blend of helpful tools and simple accessibility isn’t just smart — it’s BusinessSmart™.
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VOL. 12, NO. 8
Rick McCartney RaeAnne Marsh Edgar Rafael Olivo Benjamin Little
CONTRIBUTING WRITERS Jason Boyer Frank Breuss Jen Butler Tyler Butler Raj De Datta Chris Disney David Eichler Matt Farnham Robert Feinberg Mark Gustin Sarah Hancotte Mike Hunter Christina Johnson Ian Joyce Portia Kibble-Smith Travis Laird Fred Morgan Keith Norris Miller Cameron Selogie Richard Tollefson Stephanie Waldrop Bruce Weber ADVERTISING
Operations Louise Ferrari Business Development Louise Ferrari Cami Shore Events Amy Corben More: Visit your one-stop resource for everything business at inbusinessphx.com. For a full monthly calendar of business-related events, please visit our website. Inform Us: Send press releases and your editorial ideas to editor@inbusinessphx.com
President & CEO Rick McCartney Editorial Director RaeAnne Marsh Financial Manager Tom Beyer Office Manager Allie Schimmel Accounting Manager Todd Juhl Corporate Office InMedia Company 45 W. Jefferson Street Phoenix, AZ 85003 T: (480) 588-9505 info@inmediacompany.com www.inmediacompany.com Vol. 12, No. 8 In Business Magazine is published 12 times per year by InMedia Company. POSTMASTER: Send address changes to InMedia Company, 45 W. Jefferson Street, Phoenix, AZ 85003. To subscribe to In Business Magazine, please send check or money order for one-year subscription of $24.95 to InMedia Company, 45 W. Jefferson Street, Phoenix, AZ 85003 or visit inbusinessphx.com. We appreciate your editorial submissions, news and photos for review by our editorial staff. You may send to editor@inbusinessmag.com or mail to the address above. All letters sent to In Business Magazine will be treated as unconditionally assigned for publication, copyright purposes and use in any publication, website or brochure. InMedia accepts no responsibility for unsolicited manuscripts, photographs or other artwork. Submissions will not be returned unless accompanied by a self-addressed, stamped envelope. InMedia Company, LLC reserves the right to refuse certain advertising and is not liable for advertisers’ claims and/or errors. The opinions expressed herein are exclusively those of the writers and do not necessarily reflect the position of InMedia. InMedia Company considers its sources reliable and verifies as much data as possible, although reporting inaccuracies can occur; consequently, readers using this information do so at their own risk. Each business opportunity and/or investment inherently contains certain risks, and it is suggested that the prospective investors consult their attorney and/or financial professional. ©2021 InMedia Company, LLC. All rights reserved. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission by any means without written permission by the publisher.
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Marketing Is the Message
Jos Anshell has been at the forefront of marketing in Arizona for more than 35 years. His knowledge and experience in strategic planning, marketing, and financial and operational management has provided that expertise to an impressive array of national clients such as Nintendo, Fender, Intel, Joe Boxer, US Airways, Grand Canyon University and many others. Since selling his agency several years ago, Anshell has established a successful marketing consultancy called Marketing Forensics that helps owners, CEOs and CMOs realistically address the marketing changes that have occurred in the world in recent years and how that will impact their success and viability in the future. linkedin.com/in/ jos-anshell-6971254
Over this past year, the word “pivot” has become the buzzword as businesses responded to a new climate for commerce. Successful pivots are grounded in good communication — and that’s the realm of marketing. I don’t know if you’ve noticed, but a few things have changed in the past 18 months. The key is survival; “thrival” is … the consumer. And if you you’re not listening to them, you’re in trouble. In times like these, it’s not optional to listen to them — it’s mandatory. You don’t have the luxury of being successful just because you exist. Have you wondered in the past year why some companies in the same industry have gone out of business while others not only haven’t but may even have thrived? One listened. One didn’t. Listen to them. Find out what’s important to them now, not what was important yesterday. It›s not your product or service, it›s about what the benefit is to them to do business with you — today. “That’s how we’ve always done it” yields road kill! Marketing professionals need to “know the territory,” as goes the famous refrain from “The Music Man.” In this issue’s cover story, “Coming Back: How Marketing Will Build (Back) Business after COVID,” eleven leading authorities in our community offer perspective on what the market looks like today and what’s likely to drive it going forward. Websites are key communication platforms for businesses to connect with their market. Getting visitors to one’s website is a long-standing issue marketers address. But another issue is getting users to stick on the site once they’re there — and that is what Raj De Datta discusses in the feature article “Lost in the Amazon.” A second feature is an in-depth exploration of legal issues of reputation and what recourse business and individuals have when they are the victim of online defamation. Regular departments educate on topics in commercial real estate, technology and healthcare — such as this month’s “Prep Now for Open Enrollment Success – 5 Steps to Ensure Success” that will help businesses get a solid start on the next open enrollment period. Often the wild card in the magazine’s consistently valuable content, the Roundtable feature this month shares the replicable experience of a local business taking a collective, employee-up approach to help solve problems that has saved the company more than $2.5 million in the past two and a half years. Always varied and always relevant, the content of In Business Magazine offers value to its readers. I’m pleased to help bring this month’s issue to you. Sincerely,
Jos Anshell Managing Partner Marketing Forensics
Story Ideas/PR: editor@ inbusinessphx.com
Photo courtesy of
To head up this issue, we looked to Jos Anshell,
can help businesses of all shapes and sizes after
a clear leader in the marketing field, to be our
COVID-19, we asked the marketing companies
Guest Editor. With years of experience and having
that participated in the cover story to design our
worked with so many of the companies involved
cover — to compete for the front cover of this
in our cover story, we felt his expertise and lead
issue. Six of the companies submitted their cover
of this issue was warranted. Thank you, Jos, for
to compete. See our special section on page 34 to
your insights and all that you continue to do to
see all the covers and learn how their inspiration
help Valley businesses market themselves.
resulted in their submission.
—Rick McCartney, Publisher
DON’T MISS OUT!
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Stay informed on business topics in Spanish through En Negocios, articles for Spanish-speaking readers in the Phoenix metropolitan area. Visit inbusinessphx.com/ ennegocios for more information.
CONNECT WITH US:
Coming Back Means Business As we come back and look at how marketing
EN NEGOCIOS Manténgase informado sobre temas empresariales en español a través de En Negocios, artículos para los lectores de habla hispana en el área metropolitana de Phoenix. Visite inbusinessphx.com/ ennegocios para más información.
Let us know what you think of this issue of In Business Magazine. Email our publisher at feedback@inbusinessmag.com.
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SPEAKING OUT
How have you gotten the word out about, or marketed, your DEI policies and achievements?
Editor’s Note: This question generated response also from:
MARY VESELY Employee Engagement and Inclusion Program Manager Fairway Independent Mortgage Corporation Please visit August’s Feedback entry on our website to learn this business’s strategies and experience.
FEEDBACK QUESTION: Let us know what you want to know from the Valley’s top business leaders. editor@inbusinessphx.com
For all past Feedbacks go online to inbusinessphx.com and see what Valley executives think on various business topics.
AUG. 2021
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LARRY HOFER
BARBARA KENNEDY
BRAD SCHENCK
VP of People Services Cox Communications’ Southwest Region Sector: Communication
Executive VP and Chief Human Resources Officer Western Alliance Bank Sector: Finance
Senior Vice President, Southwest Division Leader JE Dunn Construction Company Sector: Construction
Diversity, equity and inclusion programs are more vital than ever, especially in a state as diverse as Arizona. At Western Alliance Bank, they’re a powerful tool that strengthens our team, helps us better identify and understand gaps, and allows us to be more responsive to clients’ needs. We believe that word of mouth is one of the strongest communication instruments in our toolbox. Through robust internal communications, transparent reporting and purposeful education programs, we continually reinforce our DEI focus and forwardmoving traction to our workforce. Participating in these direct and meaningful conversations empowers our team to authentically share information about policies and achievements among peers, clients and other important groups. Beyond sharing our policies and progress through public reports, we have also built strong relationships with organizations that work with underrepresented groups. With achievements such as 59% of all promotions being among women and 43% among ethnically diverse teammates in 2020, we collaborate directly not just on DEI recruitment and referral programs but also learning how we can continually improve our efforts.
JE Dunn recognizes the value of having a diverse group of well-rounded professionals to encourage innovation and creativity and foster a culture of inclusivity by being intentional. We work with organizations, like the Associated Minority Contractors of Arizona, to help us promote diversity and inclusion. The first step is recruiting diversified talent. Our recruitment efforts are intertwined with programs that enhance our culture of inclusion, such as diversity forums for staff to share personal experiences and develop deeper relationships, along with more formalized training that focuses on how individual biases impact others. Building a diverse and inclusive workforce means more than simply recruiting top talent; it also means mentoring the next generation by way of corporate scholarships and training programs that provide career accessibility to people of color. Last year, JE Dunn initiated a National Diversity Scholarship and internship, and this year’s recently announced recipient is currently attending the Del E. Webb School of Construction at ASU and interning at JE Dunn this summer. Maintaining a focus on workforce, workplace, and marketplace are the keys to inclusion.
Western Alliance Bank westernalliancebank.com
Beginning his career at JE Dunn Construction more than 30 years ago, Brad Schenck has held several key leadership positions within the company. Graduating from Iowa State University with a B.S. in Construction Engineering in 1989, Schenck has served with various organizations throughout his extensive career, including the Arizona Builders Alliance’s Legislative Committee, St. Vincent de Paul’s Advisory Board and GPEC NEXT.
At Cox, we champion inclusion, reflect our diverse communities and empower our great people to build a better future together. This is our vision for Cox’s diversity, equity and inclusion efforts, and it reflects the thoughtful work of employees across our company. We weave DEI into our culture, internally and externally, through various strategies and programs. These are awareness, inclusivity and operational excellence. Awareness involves using employee newsletters, training and videos at employee meetings to drive deeper awareness and understanding of diversity, inclusion and equity as a business imperative. We promote inclusivity by empowering employees to recognize, value and leverage diverse perspectives while fostering innovation through Employee Resource Groups where cultures, perspectives and backgrounds are celebrated, represented and shared. To achieve operational excellence, we partner with key stakeholders to maximize business opportunities to ensure that DEI is woven into employee interaction with our customers, communities and suppliers. This commitment continues to show up externally through our advertising and marketing touchpoints. Cox Communications cox.com As vice president of people services for Cox Communications’ Southwest Region, Larry Hofer provides leadership and strategic direction for human resources and development for more than 4,800 employees in Arizona and Nevada and has helped to transform the region, resulting in Cox receiving Best Places to Work recognition.
Barbara Kennedy is executive vice president and chief human resources officer of Western Alliance Bank. With more than two decades of experience, she oversees human resources, training and education, talent development and recruitment for Western Alliance, which has more than 1,700 employees across the country.
Sign up for the monthly In Business Magazine eNewsletter at www.inbusinessphx.com. Look for survey questions and other research on our business community.
JE Dunn Construction jedunn.com
Huge teams. Hidden costs. Everything on the meter. Sorry, that’s just not us. Our clients hire us to understand who they are and what they want, whether that’s leaner teams, transparent budgets or alternative fee arrangements. We continually monitor and evaluate their needs, anticipating the value they demand – delivered the way they want it. Find out more at swlaw.com.
Albuquerque | Boise | Denver | Las Vegas | Los Angeles | Los Cabos | Orange County Phoenix | Portland | Reno | Salt Lake City | Seattle | Tucson | Washington, D.C.
QUICK AND TO THE POINT
GUIDES & RESOURCES Find out more in each issue of In Business Magazine as we provide resources and guides that can help businesses get and stay connected to the information they need to build business.
COVID-19 Business Stimulus: With now two phases of the Paycheck Protection Program loans and other Small Business Administration loans and stimulus packages, we include these links for businesses: • Restaurant Revitalization Award Portal: restaurants.sba.gov • PPP Loans: bit.ly/sba-ppp • SBA Stimulus: bit.ly/c19-guide-resources • Get My Check: irs.gov/coronavirus/get-my-payment • Federal Resources for U.S. Small Businesses: covid-sb.org • Vaccine Finder and information: vaccinefinder.org • Testing (Onsite and Mobile): aztestnow.com businesses begin to go back to the office, we offer these links for more information on where to get vaccinations and who will qualify: • No appointments necessary (but recommended) beginning April 26, 2021. • Registration: podvaccine.azdhs.gov • General Information: azdhs.gov/index.php
SMALL BUSINESS Assistance and Guidance: Many businesses are looking for information that will improve business through programs to enhance services, resources that can assist in day-to-day business or simply connecting businesses with opportunities. Here are this month’s resources: • Small Business Financial Resources: azcommerce.com/covid-19/financial-resources • Arizona Small Business Association: asba.com • CPLC Women’s Business Center: prestamosloans.org/womens-business-center • Small Business Development Center: maricopa-sbdc.com IN BUSINESS MAGAZINE In Business Magazine creates many resources throughout the year. Here are our most recent: • WESTMARC: The West Valley Connected: nbusinessphx.com/department/westmarc • In Business In the Firm Guide: inbusinessphx.com/2021-in-the-firm MORE Each month we will include other added resources and guides. Here is what we have for our readers this month: Free In Business Digital Subscription: • Get all of the pertinent news and information as it relates to COVID and your business though the In Business Dailies. Sign up today at
Maintenance Tips for a WellRunning Business Fleet Preventive fleet maintenance will save a business time and money. Small businesses running well-maintained fleets save fuel and deal with fewer breakdowns. However, smallbusiness owners still come up short when it comes to fleet maintenance. As a mobile mechanic, I have worked with a number of fleet managers to ensure their fleet vehicles are running their best. Here are a few tips for small-business owners to help make sure fleet maintenance is being done regularly and in an effective manner. Create a preventive maintenance schedule. Owners should not wait until something breaks to fix it. One of the biggest problems I see is fleet owners wishing we could fix the vehicle while it is driving down the road. I understand the sentiment since a vehicle off the road is not making the business any money. However, I recommend scheduling blocks of time for preventive maintenance. Business owners can regularly schedule in advance when to change fluids, change batteries or check the oil. Many mechanics who work with fleets understand the business and will be willing to conduct jobs after or before business hours. Change batteries and check brakes frequently. Fleet managers should err on the side of caution when changing their cars’ batteries and checking their brakes. Many fleet managers only change a vehicle’s battery
when it dies. However, I recommend changing the battery every three years no matter the battery’s condition. The rationale for this is simple: Businesses can save thousands of dollars in fleet management costs by doing maintenance ahead of time. Waiting to change a battery when it dies means losing money while an inoperable car waits for a new battery. Why not change it ahead of time and save some money in the long run? Brake maintenance is another area where contractors fall flat during fleet upkeep. I have seen companies lose thousands of dollars due to bad brake maintenance. I recommend having a professional come in and check the status of the cars’ brakes every three months. This scheduled maintenance could be the difference between having to simply pay for new brake pads or having to pay thousands of dollars to fix shot rotors and calipers. Fleet maintenance is incredibly important, and conducting maintenance properly and frequently can be the difference between a company making money one day and losing money the next day. It’s best to not sleep on maintenance work. —Matt Farnham, a mobile mechanic and owner of Auto Repair 2 You (mobileautorepair2you.com), which specializes in preventive maintenance options that keep fleets healthy
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Phoenix-Scottsdale is No. 2 of the major metros to recover all jobs lost during the recession spurred by the COVID pandemic, according to a report released in July from ThinkWhy, which combines aggregated monthly labor data and 18 trillion data points validated against more than 8.6 million U.S. pay stubs to provide the most precise salary recommendations, talent supply and forecasts for more than 20,000 jobs. thinkwhy.com/laboriq-solution
Photo courtesy of Auto Repair 2 You
Vaccine: As vaccines become readily available and
Restaurant Industry Faces Hiring Crisis and Extreme Rise in Food Costs It has been a trying year for the restaurant industry and, throughout the pandemic, restaurants across the nation as well as many local restaurants, including Arizona-based fast-casual pizzeria Fired Pie, had to temporarily close some of their stores in Downtown Phoenix and quickly adapt to the unexpected challenges that COVID-19 presented. As things finally start to turnaround for local restaurant owners with restrictions being lifted and more people feeling comfortable to eat out again, they have been presented with new challenges, such as a hiring crisis, an increase in labor cost and an extreme rise in food costs. According to the National Restaurant Association, restaurant employees are down 3.1 million from expected levels. This problem is not unique to Fired Pie; our friends across the industry are facing these hardships. We worry about our reputation with loyal customers who will now be facing longer-than-usual wait times and feel for our hardworking employees who are being stretched thin from having to service too many customers at once without enough help. Fired Pie is currently looking to hire 60-plus employees in all positions across our 20 stores, including managers. We have boosted ads out across all hiring platforms and are offering wages up to $15 per hour in many locations. We are unable to find employees and I have been overseeing all our restaurants while also stepping in to help with food prep and delivery orders.
Many in this industry have cited the fact that stimulus checks and extended unemployment could be causing part of this problem. Plus, during the pandemic when we were facing severe hardship, many of our employees went to work for big corporations like Amazon. They have found other industries to enter, which has left the restaurant industry with a shortage as we open back up. We are not the only industry facing this issue. Distributors are also facing a driver shortage and dealing with a rise in food costs because of it. Our distributors are also unable to fulfill orders because they don’t have enough drivers and they have become overwhelmed with orders from restaurants now being able to operate at full capacity. We recently launched a ghost kitchen, Wow Bao (wowbao.com), out of six of our Fired Pie locations and have plans to rapidly expand to six locations in the next few months. Wow Bao is currently being offered only through thirdparty delivery services Postmates, DoorDash Uber Eats and Grubhub, but there have been multiple instances where we have had to shut down deliveries because we did not have enough product due to distributor issues. A recent report in the Financial Times shows that global food prices have seen the biggest jump in a decade and the cost of labor, transport and shipping is expected to push prices even higher in the next few months. Our distributor’s price for chicken and pork
have increase by 40% and, unfortunately, this means our hands are tied with taking a price increase for our restaurants. Our distributors are saying the food increase is due to a lack of labor and that supply and feed increases are a large issue. They told us they are hoping to see relief as manufacturing plants work to get back to fuller employment. Economists predict that there could be as many as 10 million more jobs between now and year’s end. As we navigate finding amazing team members to join our Fired Pie family, we have been so grateful for our community and loyal customers. We are optimistic about the future and have loved seeing more people enjoying our outdoor patios and eating in our dining rooms again as Arizona continues to recover from the past year. We encourage Arizonans to continue to support local as much as possible and have patience for their favorite restaurants as we navigate a return to normalcy. —Doug Doyle, owner of Fired Pie (firedpie.com)
Photos courtesy of Fired Pie (top), Il Vinaio (bottom)
Customers Turn the Tables on Service It’s no secret that the pandemic has caused a massive employee shortage in the hospitality industry. My wife, Cindy, and I have owned Il Vinaio in downtown Mesa for 12 years and, while we have been through our share of challenges, the recent lack of qualified workers has been one of the hardest to overcome. We’ve spent nearly $1,500 in advertisements looking for workers and we’ve had job offers out there but people just wouldn’t show up. Help came to us in the least likely of places — our customers. Sally Kellett had been a regular of ours for more than eight years. She previously owned a popular bar and restaurant in Tempe called Mustang Sally’s, so when she started coming to eat at Il Vinaio we had an immediate shared connection.
Kellett was in for a wine tasting when she asked us how business was going. We told her we were having a difficult time finding help. It was then that Kellett offered to come out of retirement to work part time for us. We also hired the daughter of another long-time customer of ours as a server and the nephew of a regular as a dishwasher. Neither had prior hospitality experience and both are working out great. Our customers have always been so supportive and when they heard of our hiring woes they jumped to action. We look at our employees, customers and community all as one big family, without whom we wouldn’t be here today. We are still actively looking for employees, especially in the back of house, but it’s been really incredible
to see this particular story unfold. —Cameron Selogie, managing partner and executive chef of Il Vinaio (ilvinaio.net)
According to Euromonitor, ghost kitchens could create a $1 trillion global market by 2030. Ghost kitchens typically have lower cost in investments because they don’t need a service team and most of them operate out of an already established restaurant’s kitchen. Many restaurants turned to implementing ghost kitchens during the pandemic to meet consumer demand for food delivery. cnbc.com/2021/01/15/how-covid-accelerated-the-rise-of-ghost-kitchens.html
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LOOKING GOOD
Local Standouts Recognized for Achievements and Philanthropy ACHIEVEMENTS
Sundt Ranked among ENR's Top 400 Contractors Tempe-headquartered Sundt Construction, Inc. ranked No. 58 on Engineering News Record’s (ENR) 2021 Top 400 Contractors list. ENR, the construction industry’s principal trade publication, generates its list of Top 400 Contractors based on the prior year’s construction revenue. Employee-owned Sundt has consistently placed within the top 100 on the list for the past decade. Sundt’s work for a global semiconductor manufacturing company and on the Wildhorse Pass Expansion contributed to the $1.5 billion in construction revenue it reported during 2020. sundt.com
Southwest Behavioral & Health Services Honored for Worksite Wellness Phoenix-based Southwest Behavioral & Health Services, an innovative leader in behavioral health, was recognized by the Healthy Arizona Worksites Program with its Platinum award for making efforts to positively affect the health and wellbeing of employees, their families and the community by
DYPER Composting Diverts from Landfills Eco-friendly diaper delivery service DYPER has launched a unique new service in Phoenix to make parents’ lives easier while offering a sustainable diapering option. DYPER provides a convenient monthly diaper delivery via a recurring subscription, and the brand is now offering parents a simple way to divert diapers from landfills by having dirty diapers picked up to be professionally composted. DYPER is available nationwide, as is its professional composting program, REDYPER, but via mail. The Scottsdale-based company acquired another company last fall that enabled DYPER to roll out local pickup for the composting service. The initial market for this was San Francisco, where the acquired company was based. Phoenix has followed, as DYPER’s research revealed that Phoenix is the 5th largest city in the country that is growing each day with young families, making a great fit for this program.
Each year, 3.4 million tons of used diapers are added to landfills, with each disposable diaper containing plastic taking approximately 450 years to decompose. DYPER is on a mission to make it as easy as possible for parents to help the environment by not adding more diapers to landfills. Residents within the Phoenix area can enjoy the convenience of having diapers delivered right to their door, and then utilize the REDYPER professional composting program. All parents have to do is drop soiled diapers into a provided bag and box, which are then picked up right from their doors to be composted. The diapers are professionally composted in a facility, and the resulting compost is used in cases such as the vegetation in highway medians. —Mike Hunter DYPER dyper.com
implementing comprehensive worksite wellness strategies.
PHILANTHROPY
Accounting & Finance Professionals Provides Diapers to Local Families in Need Nationally, one in three families cannot afford diapers. Phoenix-based Accounting & Finance Professionals is hoping to change that statistic through its partnership with the Diaper Bank of Central Arizona to help local families get the diapers they need for their children, which it launched with a $2,500 donation. Disposable diapers can cost $70–$80 per month per baby, and there is no public assistance available through the food stamp program or WIC to cover diapers. As a year-round corporate partner, Accounting & Finance Professionals will be a designated drop-off site. The recruiting and staffing agency will also help any other company wanting to sponsor or host a diaper bank drive. afprofessionals.com • diaperbankaz.org
Mesa Dealership Collects 81,652 Water Bottles for AZ Wildfire Firefighters Larry H. Miller Ford Mesa recently joined other Phoenix Valley Ford dealers for the Ford Motor Company’s Annual “Fill an F-150” bottled water drive for The Salvation Army Metro Phoenix’s Emergency Disaster Services program. They unseated the eight-year reigning champions by collecting 81,652 water bottles. The dealership won a Dunkin’ Donuts party as a reward, which they generously chose to donate to the hotshot firefighters battling the Telegraph and Mezcal wildfires in their state. lhmfordmesa.com
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How Tech Companies Improve Sourcing New Talent Contrary to popular belief, there is not a talent crunch in the tech industry. Rather, the real issue lies in how tech companies are sourcing and selecting technical talent. As a new group of graduates enters the workforce, companies should think outside the “normal” recruitment lifecycle box. One of those ways is to recruit outside of traditional campus talent pools. Another key factor to consider is flexible interviewing. Companies should expand interview availability as full-time and nontraditional students may have classes or prior work commitments that make it challenging to complete the required skills test. As an example, Karat provides 24/7 interviews with Interview Engineers from all over the globe. Companies should also provide an opportunity for candidates to re-do interviews to ensure quality candidates aren’t accidentally weeded out if they didn’t perform well in the first interview. For example, a candidate may get extremely nervous and
Each year, 3.4 million tons of used diapers are added to landfills, with each disposable diaper containing plastic taking approximately 450 years to decompose.
run out of time to complete the code test. If candidates have another opportunity, it will allow them to take a step back and evaluate what problems or questions they may need to allocate more time to complete, which can improve their chances of securing the job. By leveraging these tips, companies can increase their pipeline of highly qualified candidates. Not only will they have access to a greater number of highly qualified candidates but improve access to the tech industry for more diverse candidates (gender, race, neuro, etc.) as well. —Portia KibbleSmith, an executive recruiter and diversity & inclusion lead for Karat (karat.com), a company that conducts live technical interviews for the world’s foremost techdriven organizations using enterprise-grade interviewing technology and a global network of experienced Interview Engineers, aiming to unlock opportunities for developers and tech-driven organizations by making every interview predictive, fair and enjoyable
Photo courtesy of DYPER (top)
sbhservices.org
PROPERTY, GROWTH AND LOCATION
GET REAL
Photos courtesy of Private Label International (left), Greenlight Communities (right)
The Rise of B2R Communities The current forecast for multifamily properties is a roller coaster for anyone trying to pin down information from leading analysts. During this time of uncertainty, we have identified a few trends to expect in the coming years. First, as always, location is key. Some areas of the U.S. will see a decline in housing demand while others will continue to experience large population increases and property shortages. Affordable housing has been a challenge for quite some time and multifamily players have their work cut out for them to create opportunities for housing as a solution for people, communities and societal repair. In addition to continuing shortages in single-family detached homes in key areas, which drives up costs to buy, many people find themselves unable to invest. Others may want to, but want the stability that master-planned communities provide for comfort and long-term needs. These conditions are driving factors behind the rise of a relatively new residential product, the B2R, or built-to-rent developments. Essentially, they are a merge between the standard apartment unit and a single-family home. These master-planned communities provide high-end apartment amenities with the detached residential experience. They currently make up about 6% of all new homes but are projected to soon double as demand for more flexible housing options continues to grow. With those kinds of projected numbers, it’s becoming important to recognize this type of property as a forward-thinking trend that should not be ignored. In the Phoenix metropolitan area, we have been seeing these developments pop up all over the Valley. We don’t see the trend stopping any time soon, as home prices and bidding wars continue to escalate. One thing to note is, although these communities offer another option for renters, they are all consistently A–A+ properties, with 10-20% of a premium over more traditional single-family rental homes. They also offer, in general, a more elevated unit finish package from comparable attached multifamily properties. While they fill a hole in the market we didn’t realize existed less than a decade ago, now that the offering is established, where does it go from here? We would like to see an evolution toward more affordable options for lower-income families that still offer the sense of community and security, but round out the B–C property scale. We would also like to see a type of property that offers rent to buy (perhaps B2R2B?) or some type of ownership opportunity that would aid families that have to rent vs. families that could buy but choose to rent. In regard to design, multifamily has had a significant shift from cookie-cutter aesthetics to infusing character and brand, and these properties should be no different. We talk a lot about psychographics vs. demographics with our clients and, while demographics are helpful for data, psychographics are integral to programming and strategy. Amenities are the heartbeat of any property, whether it be institutional, residential or hospitality, and these amenities could use a shift in focus to amp up their character and community. Regardless, these developments are ones to watch, and we’re hopeful they can continue to bring a fresh offering to a housing market in need of innovation. —Christina Johnson, creative director of Phoenix- and San Francisco-based Private Label International (privatelabelintl.com), a full-service interior design studio that develops hospitality environments and lifestyle brand experiences for clients worldwide
Build-to-rent (B2R) developments is a forward-thinking trend that has been gaining momentum in Greater Phoenix.
by Mike Hunter
‘Attainable’ Multifamily Development in North Phoenix In a joint venture with Holualoa Companies, Scottsdale-based Greenlight Communities will build a new 292-unit development under its Cabana brand at Happy Valley Road and 19th Avenue in Phoenix. Greenlight purchased the property in early May for $5.8 million and plans to break ground on the new project in August 2021. Greenlight Communities is the first company to innovatively focus solely on building “attainable” housing to fill the void between affordable and luxury apartments, using its leading-edge business and development model to create a one-of-a-kind housing alternative for middle-class residents working in fields such as teaching, healthcare and public safety. livegreenlight.com • holualoa.com
Major Tech Corridor Development in Mesa East Gate Plaza, a 17-acre mixed-use development by Scottsdalebased Diversified Partners in the Elliot tech corridor in Mesa at northeast corner of Ellsworth and Elliot roads, will include medical, office and retail components. Diversified Partners has multiple deals in process that include restaurants, retail, convenience store/ gas station, coffee, dessert, nail salon and dental/orthodontic users, to name a few. “We are creating a destination community, playing off the tech corridor theme, which means there will be lots of glass, angular lines and rich materials such as masonry, rollup doors and exposed steel elements,” says principal architect and EDIFICE owner Dane Astle. dpcre.com
Luxury Build-to-Rent Development for Apache Junction Chandler-based Paragon Development Group recently began construction on Hampton Meridian, a new 195-unit, luxury, buildto-rent community on 15.67 acres on the NEC of West Southern Avenue and South Meridian Road in Apache Junction. Its first units are expected to be available in March 2022. “The demand for convenient, new and well-located residential rental choices in the US 60 corridor and within 30 minutes to Downtown Phoenix contributed significantly to Paragon’s decision to develop another of its build-to-rent communities in the Southeast Valley submarket,” says Bruce Dunn, president of Paragon Development Group. westland-properties.com/closedtransactions/hamptonmeridian
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PROPERTY, GROWTH AND LOCATION
Bringing (Good) KARMA to North Central Phoenix As we step back into a post-pandemic world, I know I am not alone when I say I have emerged after months of work and self-reflection with a new perspective and clear focus on what I want to do and achieve both personally and professionally. In December 2020, I launched Boyer Vertical, a boutique real estate development company that integrates my architecture, design|build|construction, and real estate management companies. This July, after a year of planning, our first Boyer Vertical project will launch. KARMA is a collection of 11 smart, modern single-family residences coming to North Central Phoenix in March 2022. Located at Bethany Home Road and 13th Place, KARMA offers three floor plans ranging from 2,380 square feet to 2,610 square feet. Each two-story home will include 4 bedrooms, 2.5 or 3.5 bathrooms, two-car garages, and private backyards. Pricing starts around $1 million.
KARMA exemplifies my focus on sustainable, architecturally significant projects located in core urban and suburban opportunity areas of metropolitan Phoenix. Sustainability plays a key role at KARMA. The compact building footprint is highly insulated, reducing overall energy use. Homes are prewired for solar and can accommodate electric vehicle charging in every garage. Additional features include high-volume spaces washed with natural light, passive skylight ventilation, LED lighting throughout, and floor plans designed to maximize Arizona’s indoor/outdoor lifestyle. The KARMA floor plans pivoted in the pandemic to address the life/ workstyle flexibility buyers are looking for. For me, sustainable design means doing what’s smart for the environment, the specific project, and the local community each project is embedded within. I want to add value to the neighborhood, and create homes that look good, function well, and are timeless. I want to contribute to the fabric of the neighborhood. The key to successful infill projects like KARMA lies in understanding what is special about the neighborhood and delivering a design solution that blends into the context of the area. The Brokery will be handling all sales for KARMA. —Jason Boyer, CEO and president of Boyer Vertical (boyervertical.com) KARMA karmaphx.com
Between COVID-19 and new innovations across the pharmaceutical industry, demand for life sciences space has never been higher. This is good news for Phoenix, which is in a prime position to support this lucrative business sector. According to JLL’s new Life Sciences Outlook, growth in the prescription drug market is expected to surpass $1 trillion by 2022, benefiting in large part from pandemic-related tailwinds. This is combined with accelerations in the life sciences industry, particularly among life-enhancing pharmaceuticals and medical device sought out by millennials at the peak of their earning potential. Although the life sciences have traditionally centered on coastal markets (Boston, San Francisco and San Diego captured 70% of all VC investment in 2019), more and more life sciences companies are moving to the nation’s interior — to markets like Phoenix offering a highly educated workforce and growing research community. That creates demand for institutional-grade life sciences real estate. An example of this is Workspace (www.workspaceproperty.com), a full-
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service real estate property company that recently selected JLL to market its 1.3-million-square-foot metro Phoenix portfolio of plug-and-play office, industrial and life sciences space. Located primarily in Cotton Center, just south of Sky Harbor Airport and in the Elliot Road/I-10 corridor, Workspace has one of Phoenix’s largest concentrations of buildings that allow life sciences tenants to adapt and expand over time. As the Phoenix life sciences market grows, spaces like these will be critical, allowing companies to quickly establish a footprint while also solving for one of the industry’s greatest challenges —being able to grow without relocating. Considering the time and expense that life sciences organizations put into their lab, clean room and research build-outs, being able to grow within the same complex, without having to abandon and rebuild, is a gamechanger. —Mark Gustin, managing director of JLL (us.jll.com)
According to Colliers International in Arizona, construction of new projects in the Greater Phoenix industrial market has hit a historic record with approximately 19.1 million square feet currently being built, and net absorption of industrial space has pushed vacancy rates to 5.9%, the lowest ever achieved in the market. Phoenix has now broken into the nation’s list of top-tier marketplaces, which is resulting in stronger attention and demand from investors and new-to-market businesses. colliers.com/en/united-states/cities/phoenix
Photos courtesy of BOYER Architecture (top), Jll (bottom)
Phoenix Real Estate Draws the Life Sciences Market
METRICS & MEASUREMENTS
Employers Delay Promotions Due to Pandemic What’s the impact when nearly six in 10 U.S. employers put off promoting their top performers? by Travis Laird
Travis Laird is regional vice president of Robert Half in Phoenix. Founded in 1948, Robert Half is the world’s first and largest specialized staffing firm. The company has more than 300 staffing locations worldwide and offers hiring and job search services. roberthalf.com
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The pandemic put a pause on everything, including raises. In a recent study by professional staffing firm Robert Half, more than half of U.S. employers (59%) revealed that they put off promoting top performers due to COVID-19. In addition, nearly four in 10 U.S. workers surveyed (38%) confirmed that their careers had stalled since the start of the pandemic. They report feeling most “stuck” when it comes to salary growth (54%), career advancement (47%), ability to grow their professional network (47%) and skills development (44%). Skilled and driven professionals are apt to make career moves in any environment — and drive up a company’s employee turnover rate. Top performers thrive on being recognized for excellent work. While some companies may not be able to offer immediate raises, they should consider other incentives to reward staff for their hard work. Key staff departures disrupt productivity, dampen morale and delay business growth. Employees want to feel challenged and appreciated — and they don’t want to be underpaid or stuck in a career rut. If their current job isn’t a source of fulfillment, they’ll likely search for employment elsewhere – and once turnover starts, it’s hard to stop. Here are some tips we offer our clients on the best retention strategies for their businesses: • Pay top performers well. If employers are not matching or exceeding what other companies are paying for similar work, companies will risk losing their most valued employees. • Consider offering promotions without raises. They’re not ideal, but sometimes budgets are a limiting factor. Employees just starting out in their careers may be more focused on
advancement and appreciate a bigger title, even if it doesn’t come with higher pay. • Discuss career paths. It can be beneficial to take time to understand what each team member aspires to be or do in the organization, and then help them set those plans in motion. • Invest in professional development. Identifying opportunities to upskill staff will remain a key strategy for retaining a loyal, talented workforce that’s ready for the future.
• Keep a pulse on employee well-being. Businesses should conduct surveys and meet with staff regularly to uncover issues that might impact their engagement and productivity, then adjust policies and processes as appropriate to meet employees’ ongoing needs. • Reinforce the importance of employees’ work. It’s important to help employees see the connection between what they do and the company’s mission and business goals.
Thirty-eight percent of workers nationwide say their career has stalled since the pandemic began. From a high of 53% in Charlotte to a low of 21% in Minneapolis, Phoenix is fifth-high at 48%. Breakdown by age, nationwide
Percentage
18 – 24
66%
25 – 40
47%
41 – 54
27%
55+
21%
Nearly one in three workers nationwide (32%) who experienced a shift in feelings toward work due to the pandemic want to pursue a more meaningful or fulfilling job. Seventy-eight percent of managers nationwide worry about retaining top talent due to postponing promotions during the pandemic.From a high of 92% in Denver to a low of 65% in Miami, Phoenix is second lowest at 66%.
Seventy-eight percent of managers nationwide worry about retaining top talent due to postponing promotions during the pandemic.
MINDING THEIR BUSINESS
Savanna and Perry Stephens: Autism No Barrier for Entrepreneurs SpeedPro franchisees build success for business and people by David Eichler
productivity and profitability. Their workplace structure is not a triangle with leadership at the top; it is a cooperative and attentive environment where everyone is comfortable with each other and is on the same page. Perry Stephens is no absentee owner but is in the shop installing and getting his hands dirty alongside his team. The Stephenses are committed to hiring more autistic workers as interns and full-time staff and championing their ability to excel. They are demonstrating to the world that just because someone has certain limitations, it doesn’t mean they can’t be effective and reach the same level of fulfillment, happiness and success as any other person. They are facilitating a culture and work environment where an autistic worker can harmonize with like-minded co-workers, enjoying solidarity and creating empathy. Laying down roots and giving back to their community is also very important to them. Shortly after relocating here, Perry Stephens established job training programs through the world-renowned Southwest Autism Research & Resource Center (SARRC) in Phoenix. The Stephenses are committed to challenging bias on a personal and professional level. In addition to demonstrating technical expertise, Perry Stephens breaks down barriers through personal transparency and boundless courage. By sharing his own story with so many people, he has proven an autistic person can be qualified and high functioning in all facets of life, including as an entrepreneur.
NEURODIVERSITY IN THE WORKPLACE Neurodiversity adds disparate perspectives to a business; however, the behaviors of neurodiverse people often contradict the typical idea of what constitutes a highachieving employee. These traits may include communication skills, a collaborative nature, emotional intelligence, persuasiveness and no need for special accommodations. With his own business as example, Perry Stephens believes that struggling with sensory overload does not make a person any less effective as a worker.
SpeedPro Desert Valley speedpro.com/desert-valley
One in 54 children had a diagnosis of ASD (autism spectrum disorder) by age 8 in 2016, according to the Centers for Disease Control and Prevention.
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Photo courtesy o
Savanna and Perry Stephens launched their career as the owners of the Phoenix, Arizona, SpeedPro Desert Valley franchise in 2020 after relocating from their home in New Mexico. While starting a business venture in a new city presented its own unique set of challenges, the Stephens were focused on something much more significant — tearing down barriers for autistic individuals. The family has a personal connection to this cause because Perry Stephens and the couple’s two children, Aiden and Ally, are autistic. As business owners, the Stephenses focused on creating a work environment that demonstrated first-hand how those facing this disability can overcome the challenges and have successful careers in the printing industry and as entrepreneurs. “Just because you have this diagnosis doesn’t mean you have to believe you are limited; there is a place for everyone in the workplace,” says Perry Stephens. Stephens values his diverse, talented team who are dedicated to changing lives and pleasing clients. He focuses on the positive and pairs individuals’ strengths with their roles. For example, he will reposition a smart, hard-working salesperson with low emotional intelligence who’s not meeting quota into a role where he or she can be more effective. In the context of SpeedPro’s business — specializing in providing high-quality, custom, large-format printing across various applications among which are windows, walls, floors, ceilings, trade shows and vehicles — ideal jobs for autistic employees may include repetitive tasks like logo application or printing art and visual branding. Stephens is passionate about cars, and he personally enjoys wrapping vehicles. “We run our team like a family,” says Savanna Stephens. They have a team meeting every day where every member shares their perspective and ideas, to ensure everyone is heard and their concerns and hesitations are addressed. The Stephenses encourage employees to share when something isn’t working, as those recommended changes often improve
YOUR BENEFIT IN BUSINESS
WELL WELL WELL by Mike Hunter
New Inpatient Rehabilitation Hospital in Avondale ClearSky Health, an established rehabilitative healthcare provider, recently broke ground for a new inpatient rehabilitation hospital in Avondale, Ariz. The hospital will be located at 109th Ave. and West McDowell Road, and is expected to open in summer 2022. ClearSky Rehabilitation Hospital of Avondale will be a 30-bed facility that is expected to treat about 650 patients annually. The planned 43,000-squarefoot medical facility will feature private rooms, a rehabilitative gym, dining room, and an activity of daily living space. Physician-led rehabilitative services will include physical, occupational, and speech therapy; rehabilitative nursing; case management; respiratory therapy, dietary services, and other specialized care. Avondale Mayor, Kenn Weise, spoke at the groundbreaking, stating that the area has 41,000 healthcare workers to supply a large talent pool for ClearSky Rehabilitation Hospital of Avondale. “As we talk about rehabilitation, we’re referring to physical, occupational, and speech therapies,” Weise said. “Almost all of us have had someone we know who has needed at least one of those treatments. Having a world-class facility like ClearSky Rehabilitation Hospital of Avondale provide those services is extremely beneficial to our community.” ClearSky Health is a premier rehabilitative healthcare provider that collaborates with healthcare facilities to improve, expand, or introduce rehabilitative services to communities served. Its management team has expertise in design, development, implementation, and operation of rehabilitative services. Austin, Texas-
Prep Now for Open Enrollment – 5 Steps to Ensure Success For many, open enrollment is a dreaded time of year. With more than 20 years of open enrollment seasons under my belt, I have experienced my fair share of employers calling me in crisis because they just received their insurance renewals and do not have a good plan of action. The problem with this approach is that it leaves little time to properly plan for success. This year may be the most important open enrollment season many employers have faced. The war for talent is raging and employers are fighting more than ever to attract and retain quality employees. Employers have to choose whether they are going to proactively analyze their benefits strategy or stick their head in the sand and wait until they receive their renewals to determine the best path forward. The most competitive and progressive employers develop a game plan well in advance for their short-term and long-term benefit goals and they develop a budget that will ensure that they achieve them. If employers don’t know their Employee Benefits Playbook, how will they execute during the upcoming renewal season? Waiting until they receive their renewals to start the planning process will only ensure they are scrambling to make decisions quickly. The following tips will help employers ensure they are not caught flat footed during the upcoming renewal and open enrollment cycle. Employers should … 1. … survey their employees to determine satisfaction levels and perceptions of their current benefits offerings. This is also a great way to learn about any new programs or benefit offerings that are important to the employees. 2. … review benchmarking data to better understand how their current benefit offerings compare to the competition. The best benchmarking reports will provide comparisons by employer size, industry and region. 3. … meet with their broker/consultant and learn about any new trends or programs available in the marketplace and recommended considerations for their benefit program structure. A pre-renewal strategy session to review short- and long-term goals is invaluable. It’s a great way to learn about new options/possibilities but also ensure that if they do market their current coverages, or even
new ones, they receive the best possible options to align their goals with reality. 4. … agree upon a timeline that sets them up for success and keeps everyone working toward the same goal, and ensure it is clear who is running point for each step along the way. Open Enrollment requires HR, the broker/consultant and the executive team to work together and execute independently at different times. An open communication and clear framework for success will make accomplishing goals much more likely. If the process gets off track, it will be much easier to pinpoint how to avoid the same mistake in the future. 5. … make sure they plan ample time to educate their employees about all of the benefits being offered to them. There is a direct correlation between an employee’s understanding of the benefits their employer offers them and their satisfaction with the benefits offered. It’s important to not miss out on the opportunity to be sure the employees understand their benefits and have an opportunity to ask personalized questions to help make the best decisions for themselves and their family during open enrollment. How far out an employer begins the process really does depend on the size of the employee population. Generally, an employee survey, benchmarking and meeting with the broker/ consultant for a pre-renewal strategy session can easily take place six to seven months prior to renewal. For an employer with fewer than 100 employees, meeting four to five months prior to renewal provides ample time. Determining what a successful renewal timeline will look like for a given company’s renewal and open enrollment process will help minimize the surprises and allow more time for employee education. —Stephanie Waldrop, CEO and principal consultant at Employee Benefits International (www. ebint.com), a Phoenix-based insurance brokerage company that empowers businesses to take a proactive approach in developing employee benefits strategies, controlling associated costs, automating administration, ensuring proper compliance and engaging employees
ClearSky Health currently owns and operates five rehabilitation hospitals in Texas, Louisiana, and New Mexico. clearskyhealth.com
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A new study by Homedit revealed that 72% of respondents feel employers should require proof of vaccination, aka a "vaccine passport," for an employee to return to work. homedit.com/americas-ideal-work-environments
IN A YEAR UNLIKE ANY OTHER, YOU’VE SHOWN GRIT AND PERSEVERANCE.
726458-21
You’ve endured enormous change to emerge with more than just hope, but also a newfound confidence in your ability to overcome. Blue Cross® Blue Shield® of Arizona is honored to stand by you and your team.
INNOVATIONS FOR BUSINESS
TECH NOTES
by Mike Hunter
RPA Can Drive Fintech Growth … Will the Industry Take Advantage of It? Research shows that the use of robotic process automation (RPA) allows companies to cut costs and deliver a better service. However, the fintech industry needs to face up to issues that limit its most effective use. RPA is the use of software to automate repetitive and rule-based tasks using crossapplication programs, also called “robots.” It is used for more than cost savings, as there are several types of tasks in which robots outperform humans; properly programmed robots don’t get tired or make mistakes. That is why robots are particularly useful in highly diligent and time-critical tasks. However, despite its advantages — and a pay-back time that Digital Workforce estimates as three to nine months — companies are struggling with realizing the full potential of RPA. A particular challenge arises from the traditional separation of IT and business departments, which are both critical in implementing complex automated solutions. However, for fintechs, which are inherently more focused on technology-driven business, the problem arises elsewhere. According to Marius Galdikas, CEO of ConnectPay, an online banking service provider for internet-based companies, many fintechs are still placing growth as their top priority. Thus RPA gets the back seat. “As the company matures and starts to look at how to optimize its day-to-day, only then RPA becomes the center of attention. Yet the late implementation might make the company lose its competitive edge before it even reaches that stage,” he says. A study by Deloitte (www2.deloitte.com/ content/dam/Deloitte/us/Documents/processand-operations/us-cons-global-rpa-survey. pdf) suggests that many companies require a deeper shift in mindset for the change to be more effective: RPA should be a company-wide endeavor, not one that just involves its functional units. It also stresses the advantages, especially in freeing up the valuable human workforce to work on more fulfilling and productive tasks. “Creativity and motivation are key drivers in fintechs, so it is essential to ensure that work done by employees is valuable and creative,” Galdikas notes. “RPA supports this idea by alleviating the burden of repetitive tasks, allowing to direct more attention towards long-term strategy.”
Fintech Innovations Drive Business Worldwide Fintech startups played a significant role in the global financial industry during the pandemic. Payments companies especially have brought rapid solutions to aid the transition in commerce, which shifted from physical to digital in a matter of months. Many brick-and-mortar businesses began to offer online services, which led to a significant 26% jump in global e-commerce activity last year, according to ecommerceDB. That said, the question whether the need for e-commerceboosting fintech solutions will remain after the pandemic still lingers. Payments industry experts expect the increase of fintech solutions to continue driving the growth of e-commerce for the foreseeable future, citing the change in user behavior. In fact, we believe some challenges that have undermined e-commerce before remain unsolved and so the need for fintech solutions will remain for the foreseeable future. The pandemic highlighted one of the main challenges e-commerce faced for years prior to 2020: the willpower to move toward digital payments. The pandemic restrictions, in turn, have forced many companies to accelerate the implementation of digital payments and virtual customer support in their businesses. Prior to COVID-19, many retail companies around the world had been mulling over digital service offerings. However, a relatively small segment of early adopters treated it as an urgent need. The pandemic effectively drove many companies that previously relied on brick-andmortar stores to explore digital channels to ensure business continuity and survival. E-commerce platforms like Shopify, WooCommerce and others allowed even small businesses to make a quick digital switch without going through huge infrastructural investments. They offer easy creation of an e-shop as well as access to payment gateways and plugins, which enabled business owners to manage essential customer relationship management (CRM) tasks like making appointments, creating a contact list and managing orders in real time. During this time, fintechs working in the Payments industry have also introduced various services and solutions to ease the financial burden on consumers during the difficult economic situation. As an example, the “Buy Now Pay Later” (BNPL) option, which allows shoppers to pay in installments, was made available to many more
customers in recent years. Mobile payments have also shown a dramatic growth, becoming a lifeline for the Emerging markets as mobile phones are more widely accessible than bank accounts. Experts regard this as a giant step toward achieving financial inclusion globally. At Nikulipe, we are working on meeting consumers’ needs to be able to pay with the Local Payment Method of their choice — not just at their local but also at global merchants. This became even more relevant since the COVID-19 crisis. During the last one and a half years, fintechs working in the Payments industry came up with a number of solutions to ease e-commerce tool adoption, and they still have a significant role to play in the growth of e-commerce and global trends over the next decade. As the world begins to make a gradual return to normalcy, e-commerce will have to continue solving the challenges it faces. While the move to digital payments has seen significant progress, a majority of LPMs still exclude global merchants, limiting consumer choice. Financial inclusion has moved forward as well, with BNPL and mobile payments gaining popularity, but suitable LPM solutions and internet accessibility remain restrictive to the wider inclusion. Region-specific regulations remain another hurdle to figure out, and these ongoing challenges could be solved only with continued fintech involvement. —Frank Breuss, CEO and co-founder of Nikulipe (www.nikulipe.com), a fintech company that facilitates Emerging and Fast-Growing market access for fintechs, payment service providers and their merchants by streamlining cross-border payment solutions
ConnectPay connectpay.com
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Low financial inclusion has been and continues to be a significant impediment to the growth of e-commerce, especially in Emerging markets. In Africa, where about 60% of the population remain unbanked, fintech companies have come to the rescue. Many African countries recorded huge fintech investments last year, peaking at $1.35 billion by Q4 2020.
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Ira A. Fulton Schools of Engineering W. P. Carey School of Business Herberger Institute for Design and the Arts
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Coming Back:
How Marketing Will Build (Back) Business after COVID What do business decision-makers need to know about expanding or jumpstarting their businesses as we emerge from the pandemic? by RaeAnne Marsh The term “new normal” is bandied about quite a bit these days. And, indeed, the consensus seems to be that consumers’ relationship with companies they turn to for goods, services and information has evolved in new directions from what was understood and accepted as recently as January of last year. Some businesses, we know, have done exceedingly well over the past year with new opportunity for growth; others struggled with existential challenges. We turn to experts in our community to help businesses understand what the changes are and the most appropriate and effective strategies to employ to connect with consumers in today’s environment.
4 Key Marketing Questions Every Business Must First Answer by Bill Lavidge, CEO of LAVIDGE There are several questions businesses should answer before beginning any form of post-COVID marketing. The first question that a company needs to address is whether the business is truly ready to be marketed. As we know, many businesses post-COVID are currently struggling with staffing and product scarcity. Marketing before the business is ready can be considered De-Marketing, which can lead to a loss of customers and damage its image. The second question that needs to be answered is, “Does the business have adequate financial resources to undertake a continuous
marketing effort?” Too often, businesses underspend due to budget constraints, then are disappointed by the results. The third question is, “Has the business successfully used marketing in the past?” If so, they should have some residual benefit of past efforts that they can build upon. If not, then they must realize that starting from scratch will take longer to build up awareness and preference for their products and/or services. Finally, has the business created a wellresearched marketing plan that outlines the strategies that will be implemented, the dollars dedicated to each tactic, the timeframe, and the anticipated results? LAVIDGE is an employee-owned marketing
communications agency that focuses on discovering and communicating insights that inspire, engage and motivate. Our unified approach encompasses advertising, public relations, digital and multicultural services. Since 1982, we’ve been successfully helping a wide variety of clients in industries that include healthcare, real estate, education, technology, sports, personal care, food service and government. lavidge.com
Now Is the Time to Seize Opportunity by Andrea Aker, CEO of Aker Ink PR & Marketing Has there ever been a better time in recent history to turn the page? A new chapter is upon us, and the greater business community is — finally — focused more on seizing opportunity than crisis mitigation or maintaining status quo. The collective desire to move forward is clear. Yet, this desire comes also with its own set of challenges. How to move forward, which marketing strategies and tactics to employ and how to remain sensitive to evolving customer sentiment can be tricky. The emotions and challenges associated with the pandemic are complex, much like the recovery. So, what’s next? Businesses should reacquaint themselves with their base. Times have changed, people have changed and needs have changed. Relaunching a pre-pandemic marketing strategy or approach — as is — may not fare well. It’s time businesses take a new, deeper look at their target audiences. Does that demographic have different pain points? Have the business’s products or services adapted to fill a different need? Is a new demographic better or differently suited to the business’s long-term goals? Businesses need to reexamine their target markets in a post-COVID world. What worked in 2019 may not fit the bill for 2022 and beyond. It’s (still) a digital-first world. Boy is it nice to cozy up to strangers at a bar or fill a conference room. Big smiles, handshakes and other social subtleties once taken for granted now bring immense joy. In-person activities are back … but
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they’re not the same. “Normalcy” doesn’t equate to pre-pandemic life, especially depending on geography, and digital communication channels will continue to reign supreme. Eyeing that big conference? Want a slew of press at that pop-up event? It’s possible, but not without a digital-first approach. Email and social media aren’t just tools for an invite. They are storytelling channels that need to replicate in-person emotions and interactions, even if someone can now fist bump in the flesh. That means video, mind- and soul-touching blogging, podcasting and other digital means of storytelling are essential to reinvigorating business. Companies must ask: • What is my (new) story? • What (new) value do I bring my customers? • Where are my (new) customers engaged digitally? Digital storytelling is pertinent for B2B, B2C and DTC sectors. People love their sweatpants and life behind a screen, even if they can travel around with more ease. The sales process will continue to start online, and businesses will be challenged with forging that first connection — if not all connections — digitally vs. in person. Ramp up or polish e-commerce strategies. Retail was seriously rocked throughout the pandemic, heightening the importance of a sound digital shopping experience. According to Digital Commerce 360, nearly $1 in $5 spent in the United States during the first quarter of this year was from online orders. Further, e-commerce growth during this time has tripled since the first quarter of 2020.
Moving forward — even if brick-and-mortar sales are relatively strong — retail businesses need to invest in their e-commerce strategies. Specifically, this means ensuring the visitor flow is intuitive and easy, automating communications and processes to save time and amplify sales, and integrating brand storytelling into the overall experience. Customers will need to connect with the company, products and services on an emotional level to foster brand loyalty. In terms of automation, some top considerations include abandoned shopping cart campaigns, product review requests and custom loyalty discounts. The frontend investment can yield significantly more sales and customer loyalty over time. “Normalcy” isn’t really a thing. Our present is our normal, and businesses can’t look back to build their strategies. They must address present needs and meet current customer demand. It’s clear that now and into the future, a solid digital infrastructure and storytelling experience are key to business development success. Aker Ink is a full-service PR and marketing agency that helps companies increase brand awareness, enhance thought leadership and generate leads. The team thinks creatively and critically, developing strategies that resonate with targeted audiences and incite action. Their approach blends digital and traditional forms of communication to ensure the right people get the right information at the right time. akerink.com
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Tapping into the Market’s Changed Expectations by Aric Zion, CEO of Zion & Zion Businesses have undergone tremendous setbacks as a result of the pandemic. Marketing was the least of a company’s worries, but now, as businesses begin to reevaluate and attempt to recover, it’s important to think about how to navigate the new marketplace with changing consumer behaviors, preferences and loyalty. There are a few things to consider when it comes to marketing in order to recover and prosper. Consumer confidence has fallen. While it’s beginning to recover, marketers have to consider if their company’s product or service continues to be a priority in today’s marketplace. Have other products emerged as a result of the pandemic that may make their product or service less desirable? Consumer priorities have changed so marketers must evolve to meet those new demands. Additionally, businesses may need to reconsider where and how to reach their audience — are they watching more Netflix, shopping more online or putting their trust in social proof? Data must be a priority for businesses. Realtime data will help brands understand their audiences’ behaviors in order to quickly pivot marketing strategies, if necessary. With this data, brands can optimize strategies and processes more frequently. Another marketing tactic to consider more closely is understanding the customer journey. Where are the customers in their purchase process? It’s critical to understand what affects their purchasing decisions in order
to appeal to expectations and optimize the customer experience. This should be a priority post-pandemic. Businesses need to rethink their marketing strategy completely. What once worked may not now. They need to figure out if their customers have changed, where those customers consume content now and what is most important to them. One way to do that is to invest in a Customer Data Platform (CDP). With third-party cookies going away, reaching consumers will be much harder without a CDP. CDPs allow brands to aggregate, sort and analyze data, and then utilize that data for targeted marketing campaigns that will personalize the customer’s experience. This will be paramount as cookies go away. More and more of our clients are embracing CDPs, and it’s proven to be extremely profitable — and, quite honestly, the only way brands will survive in the future. As a result of any losses businesses may have experienced, it’s important they rethink who their true customer is and what message or medium will appeal to them. Demographics are no longer as important in identifying a business’s target market, but rather understanding that market’s core values and where those consumers are in the buying journey. This will affect every aspect of a marketing strategy.
FIRST STEPS
Business should: • Get to know their customer – whose needs and behaviors probably changed during the pandemic — and adjust their marketing plan to support those new desires.
• I ncrease their online presence, as digital consumption has skyrocketed. • Develop a content strategy that aligns with the customer journey. • Capitalize on the business’s owned media such as its website, blog, social media platforms, etc. • Evaluate how their customers are making purchases. Are they simply relying on online reviews, or are they doing extensive research before purchasing? Businesses should make sure they are appealing to one or both shopping processes — depending on the individual customer — when considering advertising mediums and messaging. Zion & Zion is a full-service national marketing firm with expertise in analytics, MarTech and CDPs, marketing strategy, advertising, public relations, social media, UX and interactive services. The work of the Zion & Zion team includes national and international brands, including Aristocrat Technologies, BD (Becton Dickinson), Goodwill, McDonald’s, NASCAR, the NBA and Walmart. zionandzion.com
How Marketers Can React, Reengage and Reemerge in a Post-COVID World by Janelle Brannock, Senior Director of Strategy at Commit Agency Last year, as anxiety surrounding the pandemic was at its peak, the term “pivot” became all-too-common — and oversimplified — guidance for brands eager to navigate the ever-shifting crisis. And while the term itself became overused, the core of that principle remains to this day: To weather such dramatic change (pandemic or not), companies must evolve to be more nimble, adaptable and creative in their approach to business and their marketing strategy.
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Traditional and often slower internal processes that once provided a sense of measurement and practicality immediately became a thing of the past. And while having a long-term strategy for growth is essential, ensuring there’s flexibility to course correct as you go is perhaps the most critical component. Reassessments, planning and execution need to become second nature to everything decision-makers do. Helping clients to not only survive the height of the pandemic but thrive was no simple feat. However, what we’ve learned is invaluable.
REACTING WITH PURPOSE
In times of upheaval and change, business loss is real and expected — and 2020 was no exception. However, these are the moments that present the biggest opportunities to learn. While it may feel like halting a business’s marketing activities is the right thing to do in situations like this, this is not the time to press pause on all the
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progress it has made to this point. In fact, when we first posted a blog on our website about this topic in the very early days of the pandemic, we referenced a Kantar survey that showed that most consumers — 92% — wanted to keep hearing from their favorite brands through myriad advertising channels. Instead of going completely dark, businesses should take this time to evaluate ways to speak with their audience in more effective ways.
REENGAGING THROUGH ADVERTISING
Advertising has never been more important. However, massive universal buys and one-sizefits-all content is a waste of resources, now more than ever. In a world where authenticity and intentionality in messaging rules, having a content strategy that reflects these trends will set a brand up for success. Businesses should do the needed research and truly “dial in” to their customers to understand what their triggers and needs are and not just give them what the business wants them to receive. What might
bring value to their lives? Consumers crave brand experiences that resonate. This isn’t about price points or promotions; rather, this is about balancing what’s happening in the world and what’s most relevant (or not) to them. Everything, from content to messaging in advertising, should feel customized to their needs. And businesses should go where they go: Find the channels that enrich their customers’ lives. That’s where real connections and conversations can happen. They want to feel like the business is speaking with them.
REEMERGING WITH NEW PERSPECTIVES
As we enter a post-COVID marketplace, thanks in large part to expanding vaccine accessibility, businesses are beginning to see a future where the rollercoaster of the past year and a half subsides. The reality, however, is that while we may or may not be fully removed from the pandemic yet, we live in a world that continues to move faster than ever. From social issues to changing cultural and marketing trends, what
we learn now will only help strengthen that foundation for future change — good or bad. This involves businesses understanding their customers instinctively and creating internal infrastructures that will better facilitate quick but responsible change. The only true constant is change — in marketing most of all. Learning to assess and react both strategically and efficiently will be the key in determining both survival and success. Every moment is an opportunity to change, and as marketers, it’s our job to not only harness what we learn but to ensure our focus and strategy continues to evolve effectively. Commit Agency is a full-scale brand definition, consumer experience and creative agency. Commit’s focus on bringing brands closer to consumers relies on innovative digital and social experiences designed to move audiences into action. Based in downtown Chandler, Commit has carved out an industry-leading reputation as renegade brand builders in an increasingly digital world. commitagency.com
2021 Is a Reset Year, and Opportunity Is Pounding on the Door by Alexis Krisay, Co-Founder and President of Marketing at Serendipit Consulting In every type of downturn, the first thing businesses do is cut their marketing budget. We’d already anticipated that a recession would begin during 2020. We posted a premium download about “How to Market in a Recession” quite early in the year, stressing the importance of businesses sticking with their marketing efforts during bad times, but nobody could have anticipated the level of chaos that was looming just around the corner. COVID has been really rough for most businesses, and marketing firms were not spared. When the Arizona lockdown came in mid-March 2020, more than $500,000 in planned revenue disappeared from our business virtually overnight. The reality we were facing led to some initial “breathing into a paper bag” moments for me and my business partner, but many of our friends at other agencies experienced even bigger cutbacks. Many made drastic layoffs to survive. Others folded. That’s not how we roll. So, we picked ourselves up and decided to win for clients without cutting staff, and that’s exactly what we did. For example, we do a lot of university student housing and college marketing in multiple states across the country and we’ve earned a reputation
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for producing results. We reworked our clients’ training programs and converted them to virtual tours in record time, pivoting and adjusting strategies and tactics on a day-to-day basis. Our efforts and the trust our student housing clients put in us paid off big, and we managed to defy all the odds. One example we’re particularly proud of is Midland University, a small private college in Nebraska. In the midst of COVID-chaos, we launched a new student acquisition strategy and advertising campaign. We placed PR story after story, and the ad campaigns ended up increasing Midland’s enrollment numbers by an astounding 23% YOY. In the middle of a pandemic. That was a huge win. As we gradually emerge into a post-COVID world, business decision-makers who want to jumpstart their businesses should understand that 2021 is largely a reset year, but that just means opportunity is pounding on the door. The question is, will they recognize it and answer?
MAKING A MARKETING-DRIVEN COMEBACK: LOOK TO THE FUTURE
We’re looking to the future and lessons from the past. The first step for every business and decision-maker who wants to regain lost ground and revenue is to understand it will take some
time. In order to build back better — no matter what the sector — businesses marketing teams should be performing regular deep reviews of all their business’s digital presences and channels, then digging deep into their website analytics to identify consumer behavior changes and areas of opportunity. It’s essential to understand that many new consumer behaviors established during the pandemic are here to stay, and demographics are shifting. I can’t stress this enough: Businesses must use real research data to drive their marketing! We invested heavily this year in a research tool that provides us access to real-time, proprietary research data that is refreshed monthly. Businesses will need to finetune their marketing strategies and tactics using real data accordingly or risk eating dust from savvy competitors. And after more than a year of restrictions, consumer discretionary spending is up. For Arizona, travel and tourism rates are on the rise, which will be very important in the second half of 2021 and beyond. These are some of the most
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exciting opportunities we see on the horizon. Why? We get to host the Super Bowl in 2023, and tourism soars in host cities and states for two to three years post-Super Bowl ... and it’s not just our hospitality businesses that benefit. When Arizona hosted Super Bowl XLIX in 2015, we saw a gross economic impact of $720 million. Add in legalized recreational cannabis, world-
class golf, resorts, shopping, dining and new tech industries, and we’ll be set for a shorter recovery time with great marketing and business opportunities. Businesses need to be ready for it and start planning how they can take advantage of Arizona’s coming economic boom. Believe it. Based in Phoenix and serving clients nationally, Serendipit Consulting is a full-service advertising,
creative and PR agency that practices Ideation Evolution — the process of blending imagination with core values to produce a continual state of creativity and consistency in an organization or culture — from the development of eye-catching creative campaigns to the implementation of KPIdriven marketing to making sure the right people know the brand’s story serendipitconsulting.com
Reigniting the Marketing Engine in a Post-Pandemic World by Jennifer Kaplan, Owner and Founder of Evolve Public Relations and Marketing Being seen and heard is a necessary part of running a successful business. However, 2020 all but halted some companies’ outreach and impacted marketing budgets across the world. As businesses reemerge, branding and awareness are crucial in letting the public know a company is still open for business. What are some of those first steps when restarting the marketing wheel? Having a team of professionals to consult with that can provide helpful insight on what practices may have changed in the industry during the pandemic is important. Some businesses never stopped marketing, so, for any company that did go quiet during the pandemic, it’s important to catch up. Companies should look at the “free” or inexpensive marketing tools such as social media or email marketing campaigns. They should consult employees and friends of the business and use their insight and expertise to the full extent to maximize exposure. It’s important that businesses make sure to have a dedicated team — either internally or with an outside agency — that can offer a comprehensive marketing strategy. This is a great time to get creative and take a look at opportunities that may not have been present pre-pandemic. As speaking engagements and events within the business industry start up again, many continue to give a virtual option to both guests and speakers. This opens opportunities to go after some of those industry-
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specific events as a spokesperson. This also allows another avenue of exposure and can increase a business’s exposure to people in other states or even countries. Businesses that aren’t afraid to get creative and think outside the box will have the edge now. For instance, interest in podcasts has grown exponentially since the pandemic and can be another great avenue if there is an opportunity to be a guest on one. Cross-promotions with other businesses, collaborations with organizations and community-focused events or initiatives are becoming more popular and a great organic way to grow awareness. Businesses would be welladvised to consider working with a nonprofit or complementary business to expand their network and reach. Also, knowing what direct competitors are doing within a niche industry is important, so businesses should look at the trends in what other companies are doing to push further and stand out against others. It’s important to note that some pivots and industry changes are here to stay even after the pandemic ends. For instance, the hospitality industry has shifted focus to market more contactless, curbside or to-go options. Businesses need to capitalize on that and continue to market to that core audience who prefers this convenience over dine-in. Companies in the health field now offer virtual appointments or visits. Businesses need to embrace the changes that have occurred over the last year as a new normal. Just like when the world changed post 9/11, some things are here to stay.
Some restaurants have seen an unprecedented demand for dine-in amid an industry-wide employee shortage. This doesn’t mean the business needs to stop marketing, but its focus needs to shift to getting more media attention around other promotions like contactless or to-go. Businesses only get to make a first impression once and if the brand is marketing to a new audience, it’s important to leave a good lasting impression. Marketing should always be an extension of the core values of any company. The key is staying true to core messaging while adapting to the changes within an industry. The world will continue to feel the impact of the pandemic for years to come but, as businesses open back up, now is the time to celebrate and let everyone know the open sign is lit. Founded in September 2010, Evolve PR and Marketing in Scottsdale provides marketing and public relations services to an extensive list of clients with a fresh and innovative approach. Evolve’s broad client base proves its ability to adapt to a changing media environment and workplace. By helping businesses foster relationships with the community, Evolve creates the opportunity for clients to stand out in this competitive market. evolveprandmarketing.com
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Savvy Business Leaders Focus Their Marketing on What Matters Most to Their Customers by Tim Riester, Founder and CEO of RIESTER The pandemic of 2020 had differing effects on various industries. Many businesses in tourism and live entertainment came to a screeching halt, while others such as healthcare, financial services and certain consumer products — like furniture and groceries — flourished. In either case, savvy business leaders learned to change on a moment’s notice and focus on what mattered most to their customers. In the tourism and live entertainment industries, marketing messages initially focused primarily on safety. However, there is a clear shift happening to include only a nod to safety as a secondary message as more people become vaccinated and begin planning, booking and enjoying their outings. Some large tourism destinations have taken the opportunity to smartly convert the safety of ourselves to safely protecting the natural beauty of our planet and what is special about their tourism destinations. This message will become increasingly appealing to travelers as values and principles become the currency of success in society. Messaging is encouraging travelers to be more responsible and respectful in their behavior — to enjoy outdoor places but remain conscious of their choices once they begin to explore again. That’s the approach of RIESTER’s summer campaign for Park City, Utah. Called “On the Right Trail,” the destination marketing campaign takes
advantage of the natural beauty of Park City’s vast open spaces and charm of its historic town to position the surrounding community as an ideal destination for safe and active family vacations. The area’s tourism bureau, Visit Park City, is doing an excellent job of focusing on protecting its community and the environment from the inevitable impact of returning tourists. Although many financial services and consumer products businesses have excelled during 2020 and the first half of 2021, they have an opportunity to secure their position of consumer preference. These businesses should connect themselves to the community and build an emotional bond with consumers that garners loyalty. This is the purpose of RIESTER’s “True to Your Money” campaign for MidFirst Bank. By featuring admirable characteristics of business owners and craftsmen and -women, MidFirst Bank is articulating its higher commitment to the people and communities it serves. As vaccines continue to be distributed and booster shots become necessary, people will become more comfortable gathering, yet public health will remain top of mind for an extended period of time. As a result, health-related businesses should capitalize on this momentum and use it to promote their role in contributing to healthier lifestyles and communities. That is why in time for this past 4th of July holiday, RIESTER launched a new, national burn helpline for its health self-care client Quest Products, Inc. and its Alocane Emergency Burn Gel, a product
that treats everything from common sunburns to cooking burns and is used in hospitals for more severe injuries. As Internet privacy issues continue to change the way marketers advertise, first-party data is going to become more and more valuable to all businesses. Attracting first-time visitors to a business’s website and capturing data will be the key to gaining a competitive edge. Firsttime visitors are looking to compare a business or product against the competitive set, so it’s important to make sure businesses invest in a robust content publishing schedule that will grow its website content and give people a reason to visit again. Linking videos and embedding them in YouTube will help the business appear in firsttime visitors’ personal feeds. Using click path analysis, sophisticated CRM and personalization will help ensure each audience group is catered to on future visits to the business’s website and allow it to curate emails that speak directly to the consumers’ preferences. RIESTER is one of the largest independently owned digital marketing companies in the western United States. RIESTER was listed among Forbes’ “Top 100 Global Ad Agencies that Know Social Media and Google” and Advertising Age magazine’s “20 Hottest Creative Shops to Watch in America.” PRWeek awarded RIESTER “Campaign of the Year – Public Sector” for the United States in 2019. riester.com
Post-Pandemic, Doing Good Is Good for Business by Brad Casper, Founding Partner and CEO; and Matt Moore, Founding Partner, President and Chief Creative Officer; Heart & Soul Marketing We are entering a period of post-pandemic growth, and there has never been a better time for businesses to consider their purpose — their “why.” Purpose is rooted in long-term strategy, aligning brand identity with consumer beliefs, and it has become the fifth “P” of marketing, creating connection, conversation and loyalty between businesses and their customers. Organizations now have a chance to lean into their values as they shake off the dust of stagnation. Brands that want to be relevant tomorrow need to think about what they stand for today.
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FIRST THINGS FIRST
These past 16 months have been terribly difficult, but the first thing leaders can do is adopt an optimistic mindset. Paths to growth appear when decision-makers search for opportunities, not languish in negativity. This means not letting fear of failure stop companies from trying new things. After all, among the perils of risk is where the magic happens. Similarly, brand purpose is most often discovered when embracing optimism. When brands envision their ideal world and ask what kind of unique impact they can have on it, ways to support positive change reveal themselves.
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GETTING BACK TO GROWTH
To find their way back to revenue growth, decision-makers should conduct a thorough audit of consumer and shopper behaviors to guide their marketing strategy. Endless information is available at low or no cost online, but often an agency partner is a useful addition here due to the time required to pull research, glean insights and create action items. The pandemic radically morphed attitudes and behaviors in a very short amount of time, and it’s critical to assess attributes of target consumers in order to connect with them. Unfortunately, there is no silver bullet answer for how to do this because every brand and demographic is different. This can mean anything from changes in messaging to shifts in how ad dollars are spent. A current consumer packaged goods client has always been a value brand in the food space but, as research showed their target audience feeling the financial squeeze of the pandemic, we helped the brand embrace the messaging that you don’t have to sacrifice good taste for good value. Feeding families a satisfying meal without breaking the bank became the purpose and rally cry of this brand, driving double-digit growth and record sales. Business leaders must ask two questions while
assessing the research: 1) How can my business meet the new needs of target consumers; and 2) What unique impact can my business have on people, environment or communities while doing what it does best? The answers to these questions will empower organizations to drive revenue while discovering a greater purpose bespoke to their strengths and abilities.
RAMPING UP AND DOUBLING DOWN
Ramping up post-pandemic means capitalizing on the new behaviors and using them to drive momentum. Rooting their actions in purpose, decision-makers need to understand what practices emerged during the pandemic that will never be the same and how their business can leverage those changes. At the beginning of the pandemic, a former healthcare client of ours doubled down on telemedicine services to honor the business’s purpose of making healthcare accessible. When COVID-19 hit and safety measures required people to stay home, telehealth appointments soared, ultimately saving jobs and lives. This business was in the enviable position of having a fully trained telehealth team, up-todate infrastructure, and existing virtual care
marketing efforts. Today, they continue to lean into the momentum created by their telehealth offerings and reaping the rewards. Decision-makers must create momentum from post-pandemic behaviors in order to ramp up business, and doubling down on discovering and honoring purpose only amplifies their ability to leverage this current period of growth. It may surprise some to learn how often doing the right thing is good for business. At Heart & Soul, our purpose is to help brands dig deeper to connect to human hearts and minds. We believe in combining creativity and analytics to solve complex business problems and social challenges. We take great pride in thinking differently and pushing ourselves and our solutions to bring about change for our clients and for our world. gotheartandsoul.com
Consumers Bring a New Reality to Their Brand Interactions by Scott Harkey, President and CEO of OH Partners With more than half of Americans fully vaccinated against the coronavirus, the economy is in much better shape than a year ago. And while this is good news for businesses, we’re entering a new phase where the recovery is expected to continue at a slower pace. It’s easy to understand why so many businesses are rushing to launch new marketing campaigns after such a dismal year. But the way consumers interact with brands has changed dramatically. And brands that take the time to understand their customers’ buying preferences, media consumption and other habits will be the brands that break through. Our OH team has a process that we share with our clients to help them better understand their customers. We first do a deep dive to discover key insights about customer behavior and habits. We then analyze the competition and identify what threats they pose. After that, we take a good hard look at the brand to determine if messaging has been authentic. It’s a lot like peeling an onion,
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but when we’re done, we’re better prepared to launch a marketing campaign. Our work with Virgin Hotels Las Vegas is a great example. Virgin took over the iconic Hard Rock Hotel Las Vegas property in February 2020, with plans to open their newly renovated integrated resort in November. The pandemic disrupted those plans, pushing the grand opening to March 2021. Our Las Vegas and Phoenix teams, including our sister agency, Matter Films, had already been working on a creative way to introduce the Virgin brand to Las Vegas. Through our market research, we learned that 78% of visitors to Las Vegas are returning visitors with the attitude of “been there, done that.” We also knew that Virgin’s target audiences are Experience Seekers — people who are insatiably curious. Each aspect of the property was designed to attract a unique audience, all with an inclusive, youthful exuberance that’s not focused on age. Audience relevance is attributed to life stages, primarily adults 35–49. For Las Vegas, it was time to do the “red rope” differently with a sense of approachability
and inclusiveness and with choices that allow guests to truly be themselves — aspirational yet accessible. There was an overwhelming opportunity to deliver new exceptional experiences and to take advantage of location by leveraging an off-strip experience with an offthe-beaten-path approach. There is a soulless approach to Vegas, and we needed to bring the soul of Virgin to life to be a difference maker in our market. The result was our award-winning “Us. Unstoppable” (www.youtube.com/ watch?v=qifo2wrcfiY) campaign, which features two eclectic, fun, high-energy spots that resonate with Virgin’s customers. Our strategically targeted media buy helped create excitement about Virgin’s grand opening, which
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was the first major resort to open in Las Vegas since the onset of the pandemic. A few other tips for businesses that are building back after COVID-19: • Get everyone on the team aligned regarding what the business will own as a brand. This is crucial, because too often, brands try to own too much. A losing sports team can’t own “winning,” but they can own “family fun.” • Enlist insights from cross functional
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teams to gain a deeper understanding of consumer needs and desires. Track consumer sentiment, aligning with behavior and confidence, and adjust messaging accordingly. Finally, we’re living in a digital world, and it’s important to stay on top of social media and digital trends.
Businesses can ramp up for a much more robust year ahead. But those that will have
the most success will focus on consumercentric strategic planning and authentic brand messaging. OH Partners is an Inc. 500/5000 company that is recognized as one of the fastest growing advertising and digital marketing agencies in the country. OH Partners works with many notable national brands in diverse categories, such as gaming, tourism and hospitality, entertainment, healthcare and consumer packaged goods. ohpartners.com
Ditch the ‘Wait and See’ and Nurture Subject Matter Experts by Veronique James, Founder and CEO of The James Agency There is no question that COVID was difficult on all businesses, but even more so on destination travel. As we started to turn the corner and see some sense of return to “normalcy,” it was important that we prepare our clients for the phases of reentry to ensure that they would be ready. Timing is of the essence as things were (and are) changing every day. TJA presented a phased approach to our clients while the stay-at-home order was still in place, when restrictions were first lifted, when hotels and shops began to open again, and for when things “returned back to normal.” Having assets for each stage pre-approved and waiting in the wings meant they were ready to go and able to pivot on a dime. For this destination travel client, the four-pronged phased approach strategy resulted in a 552% return on ad spend, a 60% boost in hotel bookings post campaign and 13,400,000 impressions to the local market. Although things are seemingly starting to be more relaxed as it relates to COVID restrictions, we suggest that a plan be put in place for the rest of the year. Long gone are the days of “wait and see” advertising, as everyone is fighting to regain their share of voice. Building awareness through brand frequency and repetition will help regain that consumer confidence and loyalty that many brands once had. Clearly defining the brand value statement will be crucial as so many are jockeying for first position; thus, fluffy statements will be quickly forgotten.
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For businesses that were greatly affected in 2020 financially, digital media is an excellent way to quantify an investment while targeting specific audiences. For smaller budgets, this can be a fantastic way to broadcast the business’s message or product without casting a wide net of wasteful dollars. More importantly, COVID brought a heightened attention to brands that are genuine and scrutinized those that are not. Businesses whose marketing promise isn’t in alignment with their customer experience will be quickly measured up to those whose are. Remember, a brand is a promise of what is to come … not just a great commercial or campaign. Many businesses have in-house teams focused on marketing and public relations. Others may have lost their internal teams due to financial instability or possibly lost their trusted agency partner due to COVID impacting their businesses as well. Now is an excellent time to source those new relationships or augment existing ones. Several of our clients have smaller internal teams that are subject-matter experts in their verticals. We’ve engaged with these clients over the last six months to work in tandem with their key stakeholders as a trusted outside perspective to help them audit their current brand perception and campaign strategy. By having a third-party resource, businesses are able to vet their media spends and campaign messages to ensure there is proper alignment with the current consumer climate and, more importantly, confirm that they stack up with the competitive landscape. Those who are sourcing a potential new marketing partnership should be wary of the
one- or two-man shops that have birthed from COVID. Those who lost their jobs or chose to work permanently from home have spawned off to start “boutique” firms. While some are strong, we are, sadly, seeing several of these tiny groups take on more than they can handle. Value statements similar to “value direct to the clients by not having any overhead,” or “direct access to experts” can sound financially enticing, but in reality these independent contractors have little liability to the client’s investment and could fold as quickly as they started. We suggest vetting partners with a long history in the market and/or a track record of managing adversity in economic downturns. For businesses that are just returning to normal business practices as well as those that have been operating routinely for months now, having a plan in place while projecting an authentic message will position the business to face the balance of 2021 competitively. The James Agency, founded in 2005, started with the goal of creating an agency focused on open communication and transparency with clients and employees. Today, the awardwinning, integrated agency specializes in consumer advertising, public relations and digital and continues to exemplify founder Veronique James’ original vision. thejamesagency.com
INBUSINESSPHX.COM
Rebuilding Your Brand, Growing Your Workforce and Supporting Local Business by Martijn Pierik, CEO and Managing Partner of Kiterocket While COVID-19 certainly took its toll on many businessto-consumer market sectors — particularly entertainment, hospitality and travel — business-to-business sectors such as high tech, sustainability and life science experienced unprecedented growth. As we emerge from the pandemic, the marketing and business development needs of all these areas vary greatly, depending on both short-term needs and long-term vision. Those who own a restaurant or retail establishment may be reevaluating their business model. Those in the high-tech sector may be trying to keep up with demand and navigate supply chain and talent shortages. At first glance, these may not seem to be areas where marketing activities apply, but nothing could be further from the truth. That’s why now is the perfect time for businesses to check in and evaluate their brand and align their business’s marketing efforts to come out of COVID stronger and more focused.
BRAND CHECK-IN
What a company appeared to be before the shutdown is likely not the same as it is now. Many companies have spent time pivoting their businesses during the shutdown, so before they decide to go back to “business as usual,” they should take a closer look at what has shifted. Have their customer preferences and needs changed? Is their business model still working or should they make changes to stay relevant and competitive? Is their team happy and engaged? Do they still follow the same mission, vision and brand values? If things have changed, it’s important businesses spend the time and money to make sure their brand is aligned with the changes and focused on serving the needs of their clients and customers.
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ATTRACTING NEW TALENT
COVID created an exodus of people quitting unsatisfying jobs. Many are looking for change and a fresh start. If they lost their job in a market that was hit heavy by the pandemic, they may be looking for work in a more stable or growing industry so they don’t have to go through that loss again. Hiring is suddenly a buyer’s market, and the stakes to attract and keep talent are at an alltime high. The work-from-home economy has eliminated geographic restrictions and given unlimited access to good-paying jobs anywhere in the country. Money is often not the main motivating factor. People want a meaningful career path that makes a difference in their world. They want to work for a company that aligns with their personal values, offers flexible schedules and respects a healthy work/life balance. To attract talent, a brand needs to speak to recent college graduates and other employable people. It needs to be clear about where it stands on social issues and showcase its corporate social responsibility to promote its company as a best place to work. This is essential not only to hiring new people but retaining the talent it employs today. To be competitive in today’s market, it is necessary that the brand invest some of its marketing budget in building up and promoting its employment brand.
MARKETING DURING A GROWTH CYCLE
The semiconductor chip shortage has hit the mainstream media spotlight. Suppliers to the semiconductor industry are struggling to keep up with explosive growth. A supply chain shortage is making it difficult for many to get the raw materials and components needed to make their products and keep up with demand. They are hesitant about marketing, because they can’t currently handle new business. However, now is actually a great time to focus on marketing. It may seem counterintuitive, but
to stay ahead of the competition, a company should be open to new business opportunities. The supply chain issues won’t be here forever. Many businesses are actively looking for additional suppliers, so it may be possible to open up new sales channels. Besides, it takes time to onboard new customers and add orders. The best way to approach business development post-pandemic is to have a long-term mindset. That way, a business can ramp slowly, without compromising the quality and service its customers expect.
THINK GLOBAL, ACT LOCAL
Regardless of how global industries are, to bounce back from the pandemic, companies should focus on rebuilding their own local communities first. They can do so by outsourcing to local businesses. There are many global technology companies based in Arizona. Rather than pairing with the big, national, full-service marketing agencies to handle all branding, communications and public relations needs, businesses should consider engaging with local agencies that specialize in these different areas. A healthy economy in our communities attracts more talent and builds a better lifestyle for our work force. As a Phoenix-based agency, we’ve been fortunate to support technology and sustainability clients at home and abroad as they navigated through the pandemic. While we had to do some pivoting of our own, we’ve learned what it takes to stay strong by practicing what we preach. As we come out of this experience, we look forward to helping build a brighter future and a stronger economy for Arizona. kiterocket.com
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ONE OF THE MOST POWERFUL EVENTS IN GREATER PHOENIX
We are back in person! We are back telling stories of achievement!
We are back to honor the great women honored in 2020. We are back to celebrate the 2021 Women of Achievement. 14 Achievers. 5 Storytellers. 1 Lifetime Honoree.
In-Person Luncheon & Event The Phoenician Resort Friday, October 8, 2021 • 11:00 a.m. to 1:30 p.m. Individual seats: $100 • Tables of 10: from $1,000 Sponsorship Opportunities Available Visit www.inbusinessphx.com Our 2021 Honorees will be announced online August 16th.
PACKAGED TO IMPRESS
A Cover Contest Creates Awareness for the ‘Comeback’ Issue Six top marketing companies compete by submitting a creative cover Each of our participants for this month’s cover story (see page 24) was asked to compete by creating an August 2021 In Business Magazine cover that depicted the Greater Phoenix comeback from COVID-19. Six of our top marketing companies involved took on the challenge and worked internally with their creative teams to come up with a concept and execute it for the In Business Magazine August 2021 cover. We asked each of the cover story participants to vote for their top three covers. Each was sent the covers not knowing which company was responsible for the cover submissions; only our design team knew which companies participated. With our “double blind” process, the candidates were voted upon and the Kiterocket cover, “We Are Coming Back,” was the cover that received the most overall votes. We have included each of the inspiring covers in this section for all to see. We asked each to name their submission and tell us about about their inspiration and the people who were involved in creating the cover. We want to thank each of the six companies that submitted a cover for their time and effort in this contest. It was fun to see what “Come Back” meant to you. We also want to thank all the companies for participating in our August 2021 cover story, “Coming Back: How Marketing Will Build (Back) Business after COVID.” These companies are all based in Greater Phoenix and are doing great work for the businesses in our community to create awareness and market their products, services and community involvement. So please enjoy looking over these six covers and get to know how some of our top marketing companies in Greater Phoenix illustrate our business community’s come back from COVID-19.
About our contest: Each of the submissions was given a templated cover to work from. The copy was removed and the InDesign file was provided with no other restrictions, other than to adhere to the masthead and our ability to include the "In this Issue" tab at the bottom left of the cover.
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PACKAGED TO IMPRESS
AKER INK PR & MARKETING Title: Coming Back in Full Color Creative influence: Adorned in the Arizona flag, the boomerang represents the role of marketing for local business. As it flies across the Phoenix city landscape, the once drab climate (represented in black and white) is brought to life in full color as the boomerang “comes back.” Those involved: Rob DiLorenzo Valliere Jones
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Coming Back
How Marketing Will Build Back Business After COVID-19
THE JAMES AGENCY Title: There is No Crystal Ball Creative influence: COVID shattered our long-held ideas of what works in marketing. Predictability is a thing of the past. Moving forward, creatives will need to remain mentally nimble and “shatter the crystal ball” to succeed. Those involved: Robert Limmer, Junior Graphic Designer
INBUSINESSPHX.COM
AUG. 2021
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PACKAGED TO IMPRESS
KITEROCKET Title: We Are Coming Back Creative inspiration: Our illustration reflects a sense of communities being rebuilt, of musicians getting back to stages, and coffee shops smelling like warm pastries again; of production lines rolling rhythmically, of construction cranes pivoting with purpose, and happy people soaking it all in. It carries symbols that represent aspects of marketing — text messages, email campaigns, social media, market analysis, search engine optimization, targeting, etc. — that support the rebuilding of our Phoenix community. Those involved: Martijn Pierik, Author German Wegbrait, Creative Director
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OH PARTNERS Title: Us. Unstoppable. Creative influence: Virgin Hotels Las Vegas set out on a mission to break through the velvet rope barrier of Las Vegas — off the strip and out of the ordinary. To provide a proper introduction, OH Partners needed to create a buzz booming with anticipation, surprise, delight and a deeper message of inclusivity. “Us. Unstoppable.” rose to the occasion inspired its people that make the place. This campaign embraced individuality and the unwavering “inclusivity for all” mantra shined bright, proving that the unconventional vibe of Virgin Hotels is the future of Las Vegas. Those involved: Dean Alexander, Director Kyle Gilbert, Sr. Producer
US. UNSTOPPABLE. Coming Back: How Marketing Will Build Back Business after COVID-19
Clay James, VP, Executive Creative Director Shawn Miller, Associate Creative Director Amy Valazquez, Sr. Copywriter
INBUSINESSPHX.COM
AUG. 2021
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PACKAGED TO IMPRESS
SERENDIPIT CONSULTING Title: Business on the Top Creative influence: The “new norm” was all about Zoom, leisurewear on the bottom and businessappropriate on the top, and pets popping their cute faces into important meetings. The advantage? Many have realized they can bring the faces of their business anywhere in the world, pushing them out of their normal comfort zone and into new opportunities. Those involved: Nichole Cook, Sr. Project Manager Dayna DeMaine, Graphic Designer Melissa DiGianfilippo, Owner and President of PR Andrew Leger, Director of Branding Wes Krisay, Creative Director Alexis Krisay, Owner and President of Marketing Justie Lim, Graphic Designer Alex White, Project Manager
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ZION & ZION Title: The Fuse is Lit Creative inspiration: Businesses are ready to get back to, well … business. And they’re going to want come back with a bang (pun intended). Their brands have been bottled up for more than a year and marketing will help them take off. The design was inspired by Belgian surrealist René Magritte’s painting titled “Son of Man.” Those involved: Leslie Sonnenklar, Director of PR & Social Media Ken Spera, Creative Director Aric Zion, CEO
INBUSINESSPHX.COM
AUG. 2021
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INNOVATIONS FOR BUSINESS
Lost in the Amazon
Why we start out surfing for something new and end up on the same old sites every time – and how we can change all that by Raj De Datta
Raj De Datta is the co-founder and CEO of Bloomreach, the leader in digital and commerce experience. His book, The Digital Seeker: A Guide for Digital Teams to Build Winning Experiences (Columbia Business School Publishing), debuts in June 2021. bloomreach.com
AUG. 2021
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INBUSINESSPHX.COM
When I think about what’s wrong with today’s internet experience, I often remember the time I tried to plan a family vacation. I logged in with high hopes. In the old days, I might have turned to a travel agent, but today all the tools that were once the sole domain of the professional travel planner are available to me. I started using search engines, trying a variety of key words, clicking through to videos, reading reviews, scanning social media, all while separately optimizing multiple flights and hotels. I sank hours in front of the screen and all the time wondering: Am I missing something? Is there a better option out there? My fear was probably not misplaced. Chances are, anyone simply surfing around hoping to get what they need is likely missing something great. The internet has become that place where magic lurks behind every click and visitors wander amid the possibilities, hoping to land on the right place through some combination of luck and effort. Are we getting the best outcome for ourselves? Maybe. We live in a constant state of “FOMO” (fear of missing out). Worse, the entire experience often becomes a huge, dull, dispiriting chore. My pleasant anticipation for a family vacation soon morphed into a screen-based slog. With so many options, I found myself forced into the role of digital aggregator. It was my job to sift through all that’s out there and make decisions. At some point, I stopped searching for undiscovered gems and reverted back to sites I knew, sites I’d been to before, sites that welcomed me by offering up a handy list of “best sellers” and the promise of ending my painful shopping process.
All over the internet are businesses and organizations reorienting the user experience to put the seeker at the center of their efforts.
BUILDING A SEEKER-CENTRIC EXPERIENCE
I’m hardly alone. Digital experiences, delivered by businesses worldwide, are failing us. We go to the internet for solutions and, instead, we get a digital to-do list that forces us to try to optimally select each item on the list. It becomes a routine exercise in frustration. As experts encourage us to spend less time in front of our screens, we are only spending more. We don’t know who to blame for our predicament. We’re wondering why the internet isn’t making us happier. This is the challenge presented to digital teams. And to get rid of what frustrates us and create the winning experiences we want, the teams need a new way of looking at the problem — one that puts the seeker in the center. We can define “seeker” as a customer or consumer looking to achieve a higher-order outcome — which then gets decomposed into a series of products or services the seeker might be looking for. The seeker then becomes a customer or prospect looking for those products and services. Seekers have a purpose they intend to fulfill, a task they want to complete. It can be mastering a skill, booking a memorable vacation with their family, feeling healthier, or buying a home. A seeker decomposes their intentions into a series of digital tasks and then becomes a potential customer of multiple products and services. Behind every customer is a seeker, calling out to businesses to satisfy their higher-order intention — to help them buy the right dress for an occasion, a gift for a loved one, the vacation of a lifetime. All over the internet are businesses and organizations reorienting the user experience to put the seeker at the center of their efforts. These companies recognize that, while
STRATEGIES FOR WORKING REMOTELY choice is great, we can do much more to make the experience positive and productive. Some pioneers in the seeker-centric movement are deeply connected to the unhappiness that lies just beneath the surface of many internet interactions. StitchFix is a shopping service for people who are tired of how hard it is to shop. Uncommon Goods lets users match personality traits with unique gifts. Flyhomes helps prospective homeowners buy a house. What do these offerings have in common? They treat the customer as a seeker. This focuses them not just on the sale, but on the experience. Across all these industries, we are seeing the move from customercentric to seeker-centric experiences. I saw the beginnings of this in the early days of founding Bloomreach. We started Bloomreach to enable the billions of people worldwide who were increasingly living their lives digitally to have the kind of magical experiences that get to the heart of what they are looking for. We fashioned our work as the flip side of the Google experience. When Google would give seven million responses to a query, our question was, “What’s the point of returning a ton of blue links if, when a user clicks through, they don’t find exactly what they are seeking?” More than 20 years after the founding of Google, search engines have trained us well. When we type in a query that doesn’t get us what we are looking for, we assume that we typed in the wrong thing and start modifying our queries. Google is culprit No. 1 in inundating us with choice rather than giving us what we seek. Search companies see that clearly and are evolving search from results to answers, the boxes of information where they aim to give seekers what they are looking for without needing to click to a website. I see Bloomreach brands reimagining their digital experiences away from just serving the customer better to meeting the seekers where they are. They are rethinking with digital at the center by changing the fundamental questions of business. Instead of, “What do you want?” they are asking, “Why are you here?” They are shifting from a customer-centric thinking that pushed them primarily to improve the customer experience. Instead, they are digging for an underlying problem. At Bloomreach, we’ve extended our business to meet the demand for seeker-centric experiences. Search is still at the core of Bloomreach. But we have extended the capabilities of the platform to go beyond what we would have traditionally described as “search” to deeply understand who the user is and give them an experience that’s uniquely suited for them. Becoming seeker-centric is not a simple transformation. When a business addresses a seeker, it may find what is sought goes far beyond what that business offers. Businesses may find they must look beyond a traditional roster of products and services and ask, “What could we possibly assemble, what could we possibly provide, that gets as close as possible to what the seeker is seeking so they have to do as little work as possible to achieve that goal?” It’s no small consideration. That said, the advent of seeker centricity has opened a huge opportunity — one that startups and legacy companies alike can exploit. When we talk about who’s at the forefront now, it’s the new companies that have no baggage and no legacy. But in fact, the companies with existing assets are in a stronger position to pull this off. There may, indeed, be a bunch of companies in Silicon Valley building new insurance companies and new banks and even new grocery stores, but who better to pull off new banks, new insurance companies and new grocery stores than existing ones? Existing companies already have the customer, the supply chain and the brand credibility. In order to win, they need to stop asking, “What?” and start asking, “Why?” This opportunity is not just for the new startups. It’s a chance for every business to reframe its outlook and serve the seeker. It’s a chance to make a painful, slogging, internet experience enjoyable again.
Google is culprit No. 1 in inundating us with choice rather than giving us what we seek. Search companies see that clearly and are evolving search from results to answers.
The Creative Brief Blueprint As the world of marketing communications has become more tactically complex, the strategy behind the work has suffered. Most ads don’t achieve the results the company desires. The problem is, as technology has improved, people have become better at learning just how bad they are. As brands are able to test more efficiently, they are witnessing less effective and even ineffective advertising. As brands have become able to produce spots more effectively, they’re seeing more rounds of development that increase costs. And, as brands continue to recognize the value of clear marketing communications, the client-agency relationship has continued to deteriorate. A vicious cycle is upon us where brands are spending large sums of money to learn that the advertising was ineffective. Rather than fix the problems, they simply repeat; we are in our very own version of “Groundhog Day.” The Creative Brief Blueprint: Crafting Strategy That Generates More Effective Advertising Kevin McTigue and Derek Rucker BookBaby
150 pages Available 8/18/2021
$19.99
Blend Out You’re skilled, you’re smart and you know how much you can accomplish, so why aren’t prospects beating down your door? It’s because they don’t know who you are. Snappy Kraken CEO Robert Sofia dives into the marketing history of some of the world’s most successful companies, exploring the steps they took that left an unshakable impression with their target audiences and then applying those steps in such a way that any small business can recreate them. But this isn’t a book for financial advisors who are looking for a quick fix or marketing hack. As with every company that has gone on to lasting success, successful marketing and long-term customer retention takes concerted effort, persistent reinforcement, and an unrelenting desire to be better than you were the day before. Blend Out: From Ordinary To Irresistible: How Advisors Can Market Like The Greatest Brands In The World Robert Sofia
168 pages
ForbesBooks
Available 8/31/2021
$29.99
Positioning for Advantage Most of us have an intuitive sense of superior branding. We prefer to purchase brands we find distinctive — that deliver on some important, relevant dimension better than other brands. These brands have typically achieved positional advantage. Yet few professionals have had the formal training that goes beyond marketing theory to bridge the “theory-doing gap” — understanding the specific techniques and strategies that can be used to create brands that attain positional advantage in the marketplace. Kimberly A. Whitler identifies essential marketing strategy techniques and moves through the major stages of positioning a brand to achieve in-market advantage. Positioning for Advantage: Techniques and Strategies to Grow Brand Value Kimberly A. Whitler Columbia Business School Publishing
264 pages Available 9/7/2021
$29.95
43 AUG. 2021 INBUSINESSPHX.COM
En Negocios
Edgar R. Olivo es un educador empresarial bilingüe, asesor económico y colaborador de varios medios de comunicación. Es apasionado por la educación y comunidad. Está certificado en finanzas y análisis de datos y posee un título en negocios de la Universidad Estatal de Arizona.
Edgar R. Olivo is a bilingual business educator, economic advisor and contributor for several media outlets. He’s a nonprofit executive who is passionate about education. He is certified in finance and data analytics and holds a business degree from Arizona State University.
AUG. 2021
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INBUSINESSPHX.COM
POR EDGAR R. OLIVO
ECONOMIA / ECONOMY
Economía del agua: 5 formas en que las pequeñas empresas pueden conservar nuestro recurso más preciado El agua es el núcleo de la economía, el estilo de vida y la distinción de Arizona. Las fuentes de agua limpias y confiables son importantes para que nuestras comunidades y nuestra economía prosperen. Las pequeñas empresas de todas las regiones y sectores industriales de la economía de Arizona tienen un papel activo en el apoyo de políticas e inversiones para asegurar el futuro del agua de Arizona. Arizona usa alrededor del 36% del agua que proviene del río Colorado y es vital para las economías de la región de siete estados a través de la cual fluye. Un estudio de la Universidad Estatal de Arizona descubrió que el río Colorado sustenta $1.4 billones en producción económica, $871 mil millones en salarios y 16 millones de empleos al año. El río también está experimentando un declive hacia el umbral de una primera escasez. Nuestro motor económico está en riesgo si la demanda de recursos fluviales sigue superando la oferta. Las pequeñas empresas pueden participar en una solución sostenible siguiendo unos sencillos consejos. 1. Comience con una auditoría de agua y selle las fugas. Las pequeñas empresas que utilizan una cantidad
significativa de agua subestiman la cantidad de agua que utilizan. Una auditoría de agua lo ayudará a evaluar la cantidad de agua que usa su empresa cada día e identificar oportunidades para conservar más agua. Al realizar una auditoría, puede descubrir fugas donde las reparaciones económicas podrían ayudarlo a prevenir más pérdidas de agua y mejorar sus resultados. Hable con su compañía de agua para verificar si hay auditorías de agua gratuitas o reembolsos para ayudarlo con sus iniciativas de ahorro de agua. 2. Capacite a sus empleados para que lo ayuden a ahorrar agua. No es probable que desperdiciemos agua intencionalmente, pero sin educación en conservación, puede ser difícil para su personal saber qué están haciendo mal. Capacite a sus empleados con una iniciativa en el lugar de trabajo para el uso y la gestión responsable del agua. Inicie un desafío en el lugar de trabajo, publique actualizaciones en los foros de mensajería de su empresa y anime a todo su equipo a participar. 3. Conozca el estado del agua en su área comercial. Preste mucha atención a los principales problemas relacionados con el agua que enfrenta su comunidad y su
El suroeste de EE. UU. ha estado en una sequía continua durante las últimas dos décadas. Las escasas precipitaciones y nevadas han impedido que la región se recupere por completo y los niveles de agua en el lago Mead, el reservorio vital formado por la presa Hoover, alcanzaron un mínimo histórico este año.
ENGLISH TRANSLATION estado. Si bien es muy conocido que existe una escasez general de agua en todos los estados occidentales, pero, ¿sabía que cada estado del país enfrenta sus propios desafíos relacionados con el agua? En Arizona, la contaminación del agua subterránea también crea problemas. Conozca los problemas que enfrenta su área y lo que su empresa puede hacer. 4. Opte por la tecnología de bajo flujo. ¿Ya instaló limitadores de flujo bajo en su edificio? La diferencia entre los inodoros más antiguos y los inodoros nuevos de bajo flujo es bastante significativa. Los inodoros más antiguos usan hasta 5 galones para descargar en comparación con los inodoros de bajo flujo que solo usan 1.6 galones. Pero ¡no se detenga con los inodoros! Los aireadores de grifo de bajo flujo pueden reducir el flujo de agua de 2.2 galones por minuto a 1.5 galones. Las válvulas de rociado de enjuague previo reducen el uso de agua de 4 galones a 1.5 galones. Considere la posibilidad de reducir el flujo como una prioridad en los planes de administración de su edificio. 5. Reconsidere el paisajismo con plantas resistentes a la sequía. El estado de Arizona es conocido por veranos abrasadores con lluvias limitadas. Una tendencia popular entre las empresas locales es el paisajismo sostenible. Eso significa elegir plantas resistentes a la sequía, como suculentas y cactus, en lugar de arbustos o arbustos que requieren mucha agua para florecer. Otros han eliminado la hierba por completo. Considere reemplazar su césped con guijarros y escalones de piedra. ¡Esto le ahorra agua y dinero! Además, el paisajismo tolerante a la sequía les comunica a sus clientes y clientes que valora la sostenibilidad ambiental. Las pequeñas empresas pueden aprovechar los recursos sostenibles gratuitos para ayudar a dar el siguiente paso y ayudar a Arizona a ser más limpia y ecológica. Revise el Programa Going Green and Going Smart, un programa educativo bajo demanda sin costo que ayuda a las pequeñas empresas a ahorrar dinero, energía y atraer negocios. Además, explore los recursos en la Fundación Greenlight Solutions, una organización dirigida por estudiantes que ayuda a las pequeñas empresas con auditorías de agua gratuitas y más.
BY EDGAR R. OLIVO
Water Economy: 5 Ways Small Businesses Can Conserve Our Most Precious Resource Water is at the core of Arizona’s economy, lifestyle and uniqueness. Clean, reliable water sources are important for our communities and economy to thrive. Small businesses from all regions and industry sectors of Arizona’s economy have an active role in supporting policy and investments to secure Arizona’s water future. Arizona uses around 36% of its water from the Colorado River and water is vital to the economies of the seven-state region through which it flows. An Arizona State University study found that the Colorado River supports $1.4 trillion in economic output, $871 billion in wages and 16 million jobs annually. The river is also experiencing a decline toward the threshold of a first-ever shortage. Our economic engine is at risk if demand for river resources continues to outstrip supply. Small businesses can play a part in a sustainable solution by following a few easy tips. 1. Start with a water audit and seal up leaks. Small businesses that use a significant amount of water underestimate just how much water they are using. A water audit will help you assess how much water your business is using each day and identify opportunities to conserve more of it. By doing an audit, you can uncover leaks where inexpensive repairs could help you prevent more water loss and improve your bottom line. Talk to your water company to check for free water audits or rebates to help you with your water-saving initiatives. 2. Empower your employees to help you save water. It is not likely we waste water intentionally, but without conservation education, it can be difficult for your staff to know what they are doing wrong. Empower your employees with a workplace initiative for responsible water use and management. Start a workplace challenge, publish updates on your company messaging boards, and encourage your entire team to get involved. 3. Know your water status in your business area. Pay close attention to the major water issues facing your community and state. While it’s commonly known that there is a general water scarcity throughout the Western states, did you know that every state in the country faces its own water challenges? In Arizona, water contamination in groundwater also creates problems. Know the issues facing your area and what your business can do. 4. Go with low-flow technology. Have you installed low-flow restrictors in your building yet?
The Southwestern U.S. has been in a continuous drought for the past two decades. Low rainfall and snowfall have prevented the region to fully recover and water levels in Lake Mead, the vital reservoir formed by the Hoover Dam, reached a record low this year.
The difference between older toilets and new, lowflow toilets is pretty significant. Older toilets use as much as 5 gallons to flush compared with low-flow toilets that only use 1.6 gallons. But do not stop with toilets! Low-flow faucet aerators can cut water flow down from 2.2 gallons per minute to 1.5 gallons. Pre-rinse spray valves cut water usage down from 4 gallons to 1.5 gallons. Consider going low flow as a priority in your building management plans. 5. Re-think landscaping with droughtresistant plants. The State of Arizona is notorious for scorching summers with limited rainfall. A popular trend among local businesses is sustainable landscaping. That means choosing drought-hardy plants, like succulents and cacti, rather than bushes or shrubbery that require significant water to flourish. Others have eliminated grass altogether. Consider replacing your grass with pebble and stone steps. This saves you water and money! Plus, drought-tolerant landscaping communicates to your customers and clients that you value environmental sustainability. Small businesses can take advantage of free sustainable resources to help take the next step in helping Arizona become cleaner and greener. Check out the Going Green and Going Smart Program, a no-cost on-demand educational program to help small businesses save money and energy and attract business. Also, explore resources at Greenlight Solutions Foundation, a student-led organization that helps small businesses with free water audits and more.
45 AUG. 2021 INBUSINESSPHX.COM
En Negocios
LIDERAZGO / LEADERSHIP
POR EDGAR R. OLIVO
El arte de las entrevistas: Cómo formular las preguntas adecuadas para una contratación eficaz
Edgar R. Olivo es un educador empresarial bilingüe, asesor económico y colaborador de varios medios de comunicación. Es apasionado por la educación y comunidad. Está certificado en finanzas y análisis de datos y posee un título en negocios de la Universidad Estatal de Arizona.
Edgar R. Olivo is a bilingual business educator, economic advisor and contributor for several media outlets. He’s a nonprofit executive who is passionate about education. He is certified in finance and data analytics and holds a business degree from Arizona State University.
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Las pequeñas empresas de todo el país y las industrias están sintiendo el impacto de la escasez de mano de obra como uno de los muchos impactos de la pandemia. Esto tiene efectos profundos en nuestros servicios diarios, como reparaciones retrasadas del aire acondicionado, vuelos más caros y atención médica más lenta. Los gerentes comerciales de todo el mundo están encontrando formas de atraer nuevas contrataciones con bonificaciones por inicio de sesión, paquetes de beneficios competitivos e invirtiendo en marketing de contratación. Pero los incentivos financieros para la contratación solo pueden llegar hasta cierto punto para contratar de manera eficaz, y las primeras impresiones durante la entrevista pueden ser más importantes durante una escasez de mano de obra. Los candidatos buscan trabajo y las pequeñas empresas deben pensar en cómo entrevistar bien para mejorar sus posibilidades de desarrollar una buena experiencia de contratación. El arte de una entrevista radica en la técnica del interrogatorio. La recopilación de información es la clave para una entrevista eficaz, y la flexibilidad en sus técnicas de interrogatorio puede ayudar. Aquí hay diez técnicas de preguntas que ayudarán a un gerente de contratación a saber qué preguntar según lo requiera la situación. Tome nota, estas técnicas de conversación también pueden ayudar en muchas otras áreas de su vida profesional. 1. La pregunta de respuesta cerrada: Si está intentando entablar una conversación con un candidato, evite el uso de preguntas cerradas que conduzcan a respuestas singulares como “sí” o “no.” Utilice estas preguntas cuando desee una respuesta definitiva, como, “¿Puede empezar el lunes?” 2. La pregunta abierta: Esto es lo opuesto a una pregunta cerrada. Utilice preguntas abiertas cuando desee obtener más información al hacer que un candidato explique más en sus respuestas. Utilice una pregunta como “Me interesa saber cómo trabaja bajo presión para cumplir con los plazos. ¿Me puedes contar más?” 3. La pregunta basada en el comportamiento o el desempeño pasado: Estas preguntas se basan en la premisa de que las acciones pasadas de un candidato pueden ayudarlo a predecir el comportamiento futuro. Utilice preguntas como “Hábleme de un momento en que ...” o “Dame un ejemplo de una situación que ...” para aprender más sobre su experiencia y estilo. 4. La pregunta del equilibrio negativo: A veces, un gerente de contratación entrevistará a un candidato que tenga todas las respuestas correctas. Para mantener el objetivo de la entrevista, intente hacer preguntas que desafíen la suposición positiva. Utilice una pregunta como, “Eso es muy impresionante. ¿Hubo alguna vez un momento en el que las cosas no salieron como las planeó?” 5. La pregunta de confirmación negativa: En ocasiones, un candidato puede compartir una respuesta que
es lo suficientemente inquietante como para justificar una confirmación negativa. Cuando eso suceda, intente examinar su respuesta con preguntas como, “Eso es interesante. Hablemos de eso en otra ocasión en la que tuviste que ... ”o“ ¿Y qué aprendiste de esa experiencia?” Esto le ayudará a ver desde un ángulo diferente y a evaluar si su instinto era correcto. 6. La pregunta reflexiva: Cuando un candidato comience a divagar, intente usar una pregunta reflexiva para ayudar a tomar el control de la conversación y pasar a una nueva área. Una pregunta reflexiva usa frases al final de una declaración como: ¿No es así? o no crees? Por ejemplo: “Con el tiempo tan corto, creo que sería mejor pasar a otra área, ¿no crees?” El reflejo del candidato es estar de acuerdo y la conversación avanza en la dirección deseada. 7. El espejo y el silencio: Las pausas en la conversación pueden ayudarlo a dirigir la entrevista hacia una mejor información. El uso de frases como, “Continúa, cuéntame más” y un lenguaje corporal como asentir con la cabeza le indicará al candidato que estás interesado en aprender más. 8. La pregunta cargada: Una forma de aprender más sobre el proceso de toma de decisiones de un candidato es haciendo una pregunta complicada o difícil. La forma más fácil de preguntar es proporcionar contexto a un escenario en el que se consideran dos opciones difíciles. Utilice una pregunta como, “Tengo curiosidad por saber cómo decidiría entre dos enfoques ...” o “¿Cuál sería su enfoque para una situación en la que ...” 9. La pregunta inductiva: Las preguntas inductivas que son diferentes de las preguntas cargadas, le permiten guiar al oyente hacia un tipo específico de respuesta, a veces para llegar a un acuerdo y luego pasar al siguiente tema, y a veces para comenzar una serie de preguntas de seguimiento sobre el tema. A continuación se muestra un ejemplo de una pregunta importante: “Creemos que el cliente siempre tiene la razón.
Casi la mitad de las pequeñas empresas de EE. UU. tienen vacantes que no pueden cubrir. Las industrias que buscan contratar personal se vieron muy afectadas desde el inicio de la pandemia. Según la encuesta de pulso para pequeñas empresas de la Oficina del Censo de EE.UU., el alojamiento y los servicios de comida tienen la tasa más alta de pequeñas empresas que buscan contratar en un 60%, seguido por la fabricación en un 46%.
¿Cómo te sientes sobre eso?” Su respuesta, naturalmente, coincidirá con su pregunta. Luego, puede hacer un seguimiento con más preguntas como, “Entonces, cuénteme acerca de un momento en que un cliente ...” 10. La pregunta en capas: Con las capas de preguntas, tiene diferentes ángulos de enfoque de un tema, cada uno de los cuales revela un poco más sobre las habilidades, la personalidad,
el desempeño y el estilo profesional de su candidato. Por ejemplo, las capas pueden ser tan simples como hacer preguntas como “¿Puedes trabajar bien bajo presión?” “Hábleme de alguna vez que haya tenido que trabajar bajo presión.” “¿Qué tan difícil fue cumplir con el plazo?” y “¿Cómo se enteró de la experiencia?” Deberá dejar que el candidato responda cada pregunta antes de hacer la siguiente.
Tómese el tiempo para comprender la posición de su candidato como entrevistado. Su estilo de cuestionamiento puede hacer o deshacer la energía en la conversación. Aprenda a desarrollar un estilo de cuestionamiento alineado con sus valores personales y empresariales. Pulir esta técnica de comunicación ayudará a crear una conexión más auténtica entre usted y su candidato.
BY EDGAR R. OLIVO
ENGLISH TRANSLATION
The Art of Interviews: How to Ask the Right Questions for Effective Hiring Small businesses all across the country and industries are feeling the pinch of a labor shortage as one of the many impacts of the pandemic. This has profound effects on our everyday services, such as delayed A/C repairs, more expensive flights and slower healthcare. Business managers everywhere are finding ways to attract new hires with sign-on bonuses, competitive benefit packages and investing in recruitment marketing. But financial hiring incentives can go only so far for hiring effectively, and first impressions during the interview can matter more during a labor shortage. Candidates are looking for jobs, and small businesses need to think about how to interview well to improve their chances of developing a good hiring experience. The art of an interview lies in the questioning technique. Gathering information is the key to effective interviewing, and flexibility in your questioning techniques can help. Here are ten questioning techniques that will help a hiring manager know what to ask as the situation demands. Take note, as these conversational techniques can help in many other areas of your professional life as well. 1. The Closed-Ended Question: If you are trying to create a conversation with a candidate, avoid using closed-ended questions that lead to single-syllable answers like “yes” or “no.” Use these questions when you want a definitive answer such as, “Can you start on Monday?” 2. The Open-Ended Question: This is the opposite of a closed-ended question. Use open-ended questions when you want to learn more by having a candidate explain more in their responses. Use a question like, “I’m interested in hearing about how you work under pressure to meet deadlines. Can you tell me more?” 3. The Past-Performance, or Behaviorally Based Question: These questions are based on the premise that a candidate’s past actions can help you predict future behavior. Use questions like, “Tell me about a time when …” or “Give me an example of a situation that …” to learn more about their experience and style. 4. The Negative-Balance Question: Sometimes a hiring manager will interview a candidate who has all the right answers. To keep your interview objective, try asking questions that challenge the positive assumption. Use a question like “That’s very impressive. Was there ever a time when things did not work out the way you planned?” 5. The Negative Confirmation Question: On occasions, a candidate may share a response that is disturbing enough to warrant a negative confirmation. When that happens, try to examine their response with questions like, “That’s interesting. Let’s talk about that another time when
you had to...” or “And what did you learn from that experience?” This will help you see from a different angle and gauge if your instinct was right. 6. The Reflexive Question: When a candidate begins to ramble, try using a reflexive question to help take control of the conversation and move to a new area. A reflexive question uses phrases at the end of a statement like: Don’t you? or Didn’t you? For example: “With the time so short, I think it would be best to move on to another area, don’t you?” The candidate’s reflex is to agree, and the conversation progresses in your intended direction. 7. The Mirror Statement and Silence: Breaks in conversation can help you lead the interview to better information. Using statements like, “Carry on, tell me more” and body language like nodding your head will signal to the candidate you are interested in learning more. 8. The Loaded Question: A way to learn more about a candidate’s decision-making process is by asking a loaded question or difficult question. The easiest way ask is to provide context to a scenario where two difficult options are considered. Use a question like, “I’m curious to know how you would decide between two approaches …” or “What would be your approach to a situation in which …” 9. The Leading Question: Leading questions, which are different from loaded questions, allow you to lead the listener toward a specific type of answer, sometimes to reach agreement and then move on to the next topic, and sometimes to begin a series of follow-up questions on the topic. Here is an example of a leading question: “We believe the customer is always right. How do you feel about that?” Their response will naturally agree with your question. Then you can follow-up with more questions like, “So tell me about a time when a customer …” 10. The Layered Question: With question layering, you have different angles of approach to a topic, each revealing a little more about the skills, the personality, the performance and professional style of your candidate. For example, layering can be as simple as asking questions like, “Can you work well under pressure?” “Tell me about a time you had to work under pressure?” “How difficult was it to meet the deadline?” and “How did you learn about the experience?” You will want to let the candidate answer each question before asking the next one. Take the time to understand your candidate’s position as the interviewee. Your questioning style can make or break the energy in the room. Learn to develop a questioning style that is aligned to your personal and company values. Polishing this communication technique will help create a more authentic connection between you and your candidate.
Nearly half of U.S. small businesses have job openings they can’t fill. The industries looking to hire were heavily impacted early in the pandemic. According to the U.S. Census Bureau’s Small Business Pulse Survey, accommodation and food services have the highest rate of small businesses looking to hire at 60%, followed by manufacturing at 46%.
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Economy
DEVELOPING & GROWING BUSINESS DYNAMICS
Businesses Benefit: The Work Opportunity Tax Credit Employers can save thousands of dollars by hiring individuals from targeted groups by Keith Norris Miller
The Work Opportunity Tax Credit (WOTC) is a federal tax credit available to employers who hire people in certain target demographics who often experience employment barriers. This includes people coming off public assistance from COVID-related layoffs. Business owners who hire individuals coming off long-term unemployment of 27 weeks are eligible for a $2,400 to $9,600 tax credit per new employee. In the past, between 20 and 30 percent of a company’s employee base would typically qualify for the credit. This number has increased substantially due to high unemployment rates as a direct effect of the COVID-19 pandemic.
amount employers will be eligible to receive will vary. Typically, it is 25 to 40 percent of the employee’s wages in the first year of their employment. In most cases, employers are eligible for 25% of their employee’s wages if they work at least 120 hours and 40% if the employee works 400 hours or more in their first year. If an employer hires just one new employee per month, whether due to attrition or growth, and 25% qualify for the $2,400 tax credit amount (lowest amount available), the employer will realize a $7,200 tax credit. 12 x 25% x $2,400 = $7,200 WOTC tax credit.
WHAT TYPES OF WORKERS QUALIFY FOR WOTC?
WAS WOTC EXTENDED FOR ANOTHER FIVE YEARS?
WHO SHOULD TAKE ADVANTAGE OF WOTC?
WHAT NEEDS TO BE DONE TO PARTICIPATE IN WOTC?
In addition to qualified long-term unemployment recipients, WOTC was put in place to incentivize workplace diversity and improve access to quality jobs for unemployed and disabled veterans, ex-felons, qualified IV-A recipients, designated community residents (DCRs), summer youth employees, vocational rehabilitation referrals, supplemental security income (SSI) recipients, Supplemental Nutrition Assistance Program (SNAP) recipients and long-term family assistance recipients.
Keith Norris Miller is a Phoenix-based payroll agent with Heartland Payroll Systems. He is also the founder of TrustedPayrollAgent. com and has provided services for more than 500 companies over the last 10 years. trustedpayrollagent.com
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All employers can and should take advantage of this tax credit, including nonprofits. It is no secret that some businesses, especially those in the hospitality industry, are finding it hard to hire employees. Some are even going out of business due to staffing challenges. WOTC can allow an employer to offer a higher rate of pay, thus attracting and retaining talent.
BY HOW MUCH CAN WOTC REDUCE AN EMPLOYER’S FEDERAL TAX LIABILITY?
The highest dollar amount granted through this program is a $9,600 tax credit for unemployed or disabled military veterans after the employee surpasses 400 hours worked. When hiring other employees in WOTC’s targeted groups, the
Yes, WOTC was extended for several reasons. The most important is because the program works. WOTC encourages employers to hire individuals who are on some sort of government assistance, decreases the government’s tax burden of benefits and gives employers incentive to consider hiring individuals who face challenges obtaining jobs. Because the program has proven to be successful, the government extended eligibility for businesses to participate through Dec. 31, 2025.
There are pre-screening and certification documents that must be submitted to the appropriate state workforce agency within 28 days of hiring an eligible employee. Employers can hire a payroll service to file the paperwork for them for a fee or they can follow the steps below to complete the process on their own. 1. New hires complete WOTC forms electronically during on-barding (IRS 8850). 2. Complete ETA form 9061. 3. Submit all forms to the state workforce agency within 28 days of the employee’s start date. 4. Receive a determination from the state workforce agency, which usually occurs between 10 and 12 months. 5. Claim the credit by filing the IRS form 5884.
Through the Work Opportunity Tax Credit, Arizona business owners are encouraged to hire individuals from targeted groups, such as those coming off long-term employment of 27 weeks due to the pandemic, to obtain a federal tax credit of up to $2,400 per new hire.
Doctors Plan of Arizona: Your new health plan experience In collaboration with Banner Health Network, Doctors Plan of Arizona is designed to provide a better health care experience for you and your employees. With lower out-of-pocket costs1 and an integrated approach to care designed for better outcomes, this health plan helps your employees and their families access a broad network with over 4,200 providers2 to choose from — right where they live, work and play.
Learn more
Call your broker or visit uhc.com/dpaz
1
Savings based on lower premiums for Doctors Plan compared to standard Choice Plus plans at the same deductible and coinsurance level as of 7/1/2020. This policy has exclusions, limitations and terms under which the policy may be continued in force or discontinued. For costs and complete details of the coverage, contact your broker or UnitedHealthcare sales representative.
2
UnitedHealth Network Access internal analysis, June 2020.
3
Additional copays, deductibles or coinsurance may apply when you receive other services — such as surgery and lab work.
Insurance coverage provided by or through UnitedHealthcare Insurance Company or its affiliates. Administrative services provided by United HealthCare Services, Inc. or their affiliates. Health Plan coverage provided by UnitedHealthcare of Arizona, Inc. B2B EI20236739.1 1/21 © 2020 United HealthCare Services, Inc. All Rights Reserved. 20-189173-B
0 copays
$
for primary care provider visits, urgent care visits, online visits and convenience care visits3
LAW MATTERS TO BUSINESS
Fighting Defamation
What to do when the online mob comes for you by Robert Feinberg and Ian Joyce
Robert Feinberg is a partner at Snell & Wilmer. A criminal defense attorney in Phoenix, he is part of the firm’s Special Litigation and Compliance Group. He has a broadbased litigation and trial practice. Feinberg conducts internal corporate investigations, identifying issues and formulating front-line tactical response plans to address alleged workplace misconduct.
Ian Joyce is an associate in Snell & Wilmer’s special litigation and compliance group who focuses his practice on constitutional litigation. He has represented government entities in connection with procedural and substantive due process, equal protection, and takings issues, among other things. Ian also has experience advising clients on matters related to the First Amendment, including defamation. swlaw.com
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Imagine Googling your name to find that you’ve been hijacked by a computer-savvy foe, who has cleverly labeled you a convicted sex offender, drug dealer or even worse. Rather than your usual business picture and bio, what pops up is completely false — the most damaging, horrific and graphic portrayal — and threatens to destroy your business and reputation and livelihood; indeed, your entire life. Query: What do you do about it? What can you do? This article will identify and examine this growing problem and provide some practical guidance if you should find yourself ensnared by it. While the above scenario is all too real, varying degrees of false information spread happens every day, and managing one’s reputation, business and personal interests can be challenging. It is becoming all too common for people to make false statements — often anonymously — about businesses or professionals in online forums, on social media, posted to consumer review sites and by blogging. Seen at a glance by a wide audience, the damage can spread like a cancer, informing potential customers, business associates and friends and family. A multidisciplinary response may be required in the face of such a crisis. Consider carefully evaluating the manner, type, and scope of the harm ; and formulating a game plan to quash it.
IDENTIFY THE WEBSITES AND INDIVIDUAL(S) BEHIND THE DEFAMATION
Identifying the scope of what specifically has been said about a person and where the statements are located is typically straightforward. Finding out who has made them often requires time, money and resources. While a cursory investigation may reveal the poster’s identity, most often the bad actor goes to great lengths to hide. A suspicion may exist as to identity, but hard evidence typically needs to be gathered. Legal counsel can lead the charge, using a team of other professionals to get to the bottom of what is happening. For example, counsel can coordinate with private investigators, computer and forensic experts, law enforcement and others. A “John Doe” lawsuit, may be appropriate under certain circumstances, which might possibly serve to provide legal authority to subpoena a host website, blog or other venue for the poster’s identity. Some websites that otherwise have no problem with identifying anonymous posters will not do so unless first required by court order [e.g., Matter of Cohen v. Google, 25 Misc. 3d 945, 946 n. 1 (N.Y. Sup. Ct.. 2009)].
Any response to false or harmful online speech is inherently limited by Section 230 of the Communications Decency Act, which immunizes from defamation liability those websites that simply host content but do not create or edit content.
EVALUATE POTENTIAL LEGAL CLAIMS
Once the investigation reveals the details surrounding the “what” “where” and “who,” legal counsel has tools to try to stop the bleeding and bandage up the damage. A simple cease and desist letter may prove helpful. Sometimes the threat of litigation can result in a takedown and/or retraction of the bogus material. A full-blown lawsuit for injunctive relief and/or money damages may also be an option, depending on the circumstances. As a preliminary matter, any response to false or harmful online speech is inherently limited by Section 230 of the Communications Decency Act (47 U.S.C. § 230). In layman’s terms, Section 230 generally prohibits websites from being held liable as a “publisher” for content posted by third parties. In practice, Section 230 immunizes from defamation liability websites that simply host content but do not create or edit content. Because many defamatory statements will be on passive websites, Section 230 essentially forces any legal response to defamation to focus on individuals. Common claims against individuals include those discussed below: Defamation: The most versatile legal tool to combat false online speech is defamation. Traditionally, a defamation claim requires the victim to show that another person made: (1) a false and defamatory statement concerning the victim; (2) to a third party; (3) which caused damage. Depending on the nature of the defamatory statement, the identity of the victim and the jurisdiction, a victim may also need to show that the statement was made with “actual malice,” that is, knowledge that the statement was false.
Because the range of conduct it covers is so broad, defamation is a strong tool. But it does suffer some defects. As stated, the actual websites that host defamation are likely immune from a defamation claim under Section 230. Further, a defamation claimant must show some harm, which can be a significant stumbling block. Nonetheless, defamation remains a viable legal claim to counter all types of online vitriol. Digital Millennial Copyright Act: If a defamatory post also infringes on a copyright, the DMCA’s notice and takedown procedure may also be of value. As the name of the procedure implies, under the DCMA, a copyright holder can send a notice to a “service provider” (including internet service providers, websites and search engines) demanding that the provider remove any infringing material. There are two advantages to this approach. First, DMCA takedown notices are cheap and often effective — if a provider takes the infringing material, it is immune from further copyright liability [17 U.S.C. § 512(c)(1)]. Second down, DMCA takedown notices can be sent directly to service providers, thus removing the inefficiencies created by Section 230 Immunity. The obvious drawback to the DMCA is that it only covers copyright infringement. But even then, copyright protections apply to a very broad set of material and DMCA takedown notices can be used even if the infringed material is not registered with the Copyright Office [17 U.S.C. § 408(a)]. Thus, the DMCA notice and takedown procedure is potentially applicable in a number of scenarios that are not immediately obvious. For example, if a defamatory post includes a picture from the target’s website, the DMCA may apply. Criminal Statutes: Federal law and several states explicitly prohibit online harassment. While these statutes vary considerably across the country, they generally prohibit individuals from sending unsolicited communications with the intent to make the recipient feel threatened, harassed, annoyed, alarmed, or otherwise harmed [e.g., 18 U.S.C. § 2261A(2); Cal. Penal Code § 653.2; A.R.S. § 13-2921]. Thus, cyber harassment statutes are potentially helpful to individuals who are being harassed. A tactic sometimes employed by online criminals is to impersonate a victim online, and then make fraudulent posts for the purpose of embarrassing, defrauding or otherwise harming the victim. Some states, including very large ones like Texas, New York and California, have statutes specifically outlawing this type of behavior [e.g., Texas Penal Code Ann. § 33.07(a)(1)-(2); New York Penal Law § 190.25(4); California Penal Code § 528.5]. But even if the victim’s state of residence does not have a specific online impersonation statue, similar behavior may be prohibited by the relevant identity fraud statute. Certainly, this is not an exhaustive list of legal options, but it is helpful to know that options are available to try to prevent, remove or mitigate online defamation. Whatever option is best for a given situation will vary.
OTHER OPTIONS
Some websites have quasi-dispute resolution services, or other ways to “flag” defamatory and harmful content. While this option is relatively inexpensive, the efficacy of relying on this is questionable. Because websites generally enjoy immunity from liability, it may be a challenge to convince them to remove defamatory posts. Moreover, convincing a website to remove harmful posts does not stop an individual from making future defamatory statements. Another option is to wage a counter-marketing campaign with the goal of drowning out any negative posts. For businesses with larger marketing budgets, this option may be the most efficient means to counteract online defamation. The approach best for an individual person or business will depend on the context, and each situation should be evaluated in a thoughtful and individualized manner.
Some websites have quasi-dispute resolution services, or other ways to “flag” defamatory and harmful content. While this option is relatively inexpensive, the efficacy of relying on this is questionable. Because websites generally enjoy immunity from liability, it may be a challenge to convince them to remove defamatory posts.
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Social Impact
BUSINESS GIVES BACK
Harrah’s Ak-Chin, a Community HERO The Ak-Chin Indian Community has deep roots in farming and agriculture. Protecting and sustaining the land, air and water is part of the fabric of the Community. Harrah’s Entertainment takes that pledge seriously. Through Harrah’s enterprisewide Code Green program, the Ak-Chin community is empowered to continue its longstanding commitment to sustainability. Code Green’s sustainability programs are focused on reducing the property’s carbon footprint and its energy and water consumption, and recycling. Through these efforts, Harrah’s Ak-Chin Casino supports civic programs vital to the Maricopa community’s success, including organizations involved with education, children and families, adults, the environment, healthcare, and the arts.
Tyler Butler is the head of Corporate Responsibility for Aventiv Technologies, where she leads programs that positively impact society. She is also founder and principal of 11Eleven Consulting and is often cited as a subjectmatter expert by Forbes, SHRM, Entrepreneur, U.S. News and World Report and more. 11elevenconsulting.com
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Founded on the importance of People – Planet – Play by Tyler Butler
People. Planet. Play. Service to these fundamentals is integral in the long-standing traditions and culture of the AkChin Indian Community, which has a commitment to preserve and impact not only the tribal community but neighboring communities in a positive way. So, when the U.S. Congress passed the Indian Gaming Regulatory Act (IGRA) in 1988, the Ak-Chin Indian Community recognized the potential benefits to tribes and the opportunity to build a business while aiding society. Ak-Chin was strategic in deciding how to go about launching these endeavors, looking to Harrah’s, a part of Caesars entertainment. This established, respected entertainment brand joined as their management partner and, together, Harrah’s and the tribal leaders built a successful gaming enterprise. This alliance provided an opportunity for economic self-sufficiency and secure financial resources to invest in infrastructure and social services programs for the community. “We chose to partner with Harrah’s, part of Caesars Entertainment, in part because of their long and successful history managing quality gaming and entertainment venues, but also their commitment to work alongside our tribal leaders and invest with us were deciding factors,” says Ak-Chin Indian Community Chairman Robert Miguel. “And now, more than 25 years later, we continue to reap the benefits of this very successful partnership.” Harrah’s Ak-Chin Casino places great importance on corporate social responsibility and, along with the other Caesars Entertainment brands, places an emphasis on a diverse workplace that provides opportunities for professional growth, a commitment to the community through acts of service and financial support, and an environmentally responsible operation as well as an economic impact that is felt throughout the region. From the beginning, corporate social responsibility has been at the core of the casino’s business. The partnership’s most successful social impact campaign could be its Harrah’s Ak-Chin Casino HERO Program. The goal of HERO is to strengthen organizations and programs in the communities where employees and their families live and work. The employee-based volunteer program enables Harrah’s staff and their families to make noteworthy and visible contributions to the community by donating their time, skills, expertise and compassion to dozens of volunteer projects throughout the community. In addition, the HERO Committee funnels in-kind and monetary donations into the community. In 2020 alone, the committee gave $50,000 to worthy causes. Volunteerism is at the core of a lot of these efforts. HERO volunteers work tirelessly throughout the year, providing hands-on experiences for Harrah’s team members. This work has afforded the company the honor of being included in the Civic 50 as one of the country’s most community-minded companies. To achieve its PEOPLE PLANET PLAY goals, team
members and senior leaders alike are empowered to support their local communities. Harrah’s Ak-Chin Casino employees are active, ongoing volunteers in the community. Despite the pandemic and decreased in-person volunteer opportunities, 90% of Harrah’s Ak-Chin Casino employees still volunteered more than 9,000 hours in 2020 to such organizations as Sun Lakes Lions Foundation, Maricopa Lions Club, Casa Grande Roller Derby, Maricopa Police Foundation, American Cancer SocietyMaricopa Relay for Life, HHHOHP Stand Down for Veterans, United Services Blood Drive, Area Agency on Aging, Pat Tillman Foundation, F.O.R. Maricopa Food Drive, Susan G. Komen Breast Cancer Foundation, Maricopa Against Abuse, United Way of Pinal County and Feed My Starving Children. “We’re proud that we’ve established a reputation for giving back to the community,” says Harrah’s Ak-Chin Casino Senior Vice President and General Manager Michael Kintner. “I believe, and hope others agree, that our partnership with the Ak-Chin Indian Community is a proven model for how casinos can ultimately be a catalyst for positive change in a community.” This ethos, brought forth by the casino’s Code of Commitment, is the guide that governs the conduct of the organization. It is Harrah’s Ak-Chin Casino’s public pledge to guests, team members, communities, business partners and all those they reach that it will honor the trust they have placed in it. The Code outlines the robust platform of corporate governance, ethical conduct and integrity. PEOPLE PLANET PLAY is the framework underpinning the Corporate Social Responsibility strategy.
Despite the pandemic and decreased in-person volunteer opportunities, 90% of Harrah’s Ak-Chin Casino employees still volunteered more than 9,000 hours in 2020 to community organizations.
Photo courtesy of Harrah’s Ak-Chin Casino
IMPORTANCE OF PLANET
Change
NEW OPPORTUNITIES
“Making Sense of the Puzzle” is the third article in Bruce Weber’s series on Change: The Provider of Opportunity “Embrace the Unknown” (In Business Magazine May 2021) “Exploring the Possibilities” (In Business Magazine June 2021)
Bruce Weber is founder and president/CEO at Weber Group. Weber brings more than 20 years of experience to the for-profit and nonprofit community, working with startup, growth and mature organizations. His focus is in strengthening organizations through strategic planning, organizational development, leadership and board development. He is a BoardSource Certified Governance trainer and a founding partner of the Nonprofit Lifecycles Institute. webergroupaz.com
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Making Sense of the Puzzle
How does the business effectively vet all the new possibilities before it? by Bruce Weber
In my previous article, exploring the possibilities, our topic was seizing the opportunities for the business to take advantage of change. In this article, we will explore the methods to evaluate the ideation that occurred as we explored the new possibilities that lie ahead. In looking for those opportunities, insights have been gathered about the business and, in the process, tons of new, fresh ideas were generated. But now, what is the next step? How does the business effectively vet all the new possibilities before it? Idea evaluation begins with building a decision framework that provides structure around the process. Having a distinct methodology for evaluation enables efficiency and impact in making meaningful decisions. Laying the groundwork early will help positively impact a business’s decision-making process. The first step is to remain true to the mission, vision and values. Roy Disney once said, “It’s not hard to make decisions when you know what your values are.” It is extremely important that the decisions do not conflict with the business’s values, the “why” of the business or the reason it exists. Next, defining the decision timeframe, who will make the decision and at what different milestones, establishes clear guidance for the process. Gathering the data needed to evaluate the decision and involving those within the organization in the process enables the opportunity to move forward in a systematic manner. Finally, involving a diverse group of individuals inside the organization ensures the idea evaluation will include a diverse set of individuals. Throughout the process, the business should encourage active participation and dialogue from all constituencies. The objective is to identify roadblocks that might sabotage the decision’s success. Calling out the risks upfront allows for their consideration in the process and perhaps the elimination of items that are not viable. However, before eliminating an
“Whenever you see a successful business, someone once made a courageous decision.” —Peter F. Drucker
idea, it’s wise to look at possible alternatives that might make that approach more palatable. And making sure everyone is value-aligned with the proposed idea versus just agreeing ensures that whatever recommendation moves forward, the organization remains true to its core values and beliefs.
MAKE THE DECISION!
Too often, after consideration, delay sets in or there is doubt about the direction or process. This is the most important time to remain true to the process and offer the chance to move the idea forward. Sometimes, building in some reflection time prior to execution will offer additional breathing room. Ultimately, the bias should be toward action, so as to not lose momentum. If there is significant uneasiness, revisit the decision framework if needed. Finally, businesses should document the process along with the background data used in making the decision. This will ensure that future staff and leadership will understand how the organization arrived at the decision and the background used in deciding. It’s important to remember that creating impact often comes from broad visions and simple actions. Dave Ulrich, a university professor, author and management consultant, sums it up nicely in his blog “What Do Thought Leaders Think” on the 10th Global Peter Drucker Forum: “To respond to inevitable change, we need to look forward to opportunity more than lament the discomfort of the present; learn from both failure and success and see failure as an opportunity to learn; and recognize and let go of unconscious biases that hinder change. We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.” Let’s take Professor Ulrich’s advice and explore some new opportunities and decide to move forward on the best of them!
OUR SUBJECT IN-DEPTH
The Silent Killer of a CEO by Jen Butler
C-suite execs are used to problems from employees, stalled cash flow, unexpected challenges arriving out of nowhere, and the futile attempt to maintain a balance between home life and work life. After a while, these leaders feel trapped in a never-ending cycle of whack-a-mole responses by the futility of it all. That attitude ultimately destroys both the leader and the business. It’s called “stress.”
NONE OF MY PEERS COMPLAIN OF STRESS
Even though executives experience a high level of stress, they rarely talk about it. In a group of their peers who understand on a deep level what each other goes through on a daily basis, the vulnerability it takes to share feelings of stress often holds executives back from telling how they really feel. This reinforces that stress is a weakness or fault and silence is best practice. A Harvard Business Review article, originally written 40 years ago and which has since come to be regarded as a classic, notes that executive stress stems from: • Situations that are repetitive and prolonged; • Situations that promising great success but make attaining success difficult to impossible; • Criticism and attack; • Lack of support and resources tailored to the C-suite level; and • Situations that expose the executive to risk of attack, involve complex detail, arouse a sense of inadequacy and guilt, and leave the executive feeling exposed without support. These stress events leave executives with an increased sense of inadequacy, guilt and insecurity. Stress is a silent killer, and it kills with silence.
IS STRESS REALLY THAT DANGEROUS?
Stress at any level affects physiological, biological and mental systems. From high blood pressure to hormone imbalance, from digestive problems to skin conditions, and from anxiety disorders to memory loss, stress permeates its way into an executive’s daily work functions. The executive has less focus, less patience and less energy to perform at the levels needed to sustain the organization. Decision making is highly compromised and the need to lead with conflict or avoid certain situations increases exponentially. In 2020, a group of researchers examined the historical relationship of CEO longevity to industry turndowns and regulatory stressors (“CEO Stress, Aging, and Death,” eml. berkeley.edu/~ulrike/Papers/CEO_Stress.pdf). They found that 20 years after their appointment, about 25% of CEOs died if they had had high exposure to stressful situations during their term, but those with less exposure lived an additional 10 years or more. In addition, those CEOs who had to surmount economic shocks in their industry looked one year or more older than those CEOs whose industries were unaffected.
BUT BASICALLY, STRESS IS NORMAL, RIGHT?
If most of the people an individual considers colleagues engage in the same or similar behaviors as that individual, that behavior, however destructive, is recognized and taken as normal. When people think things are normal, it limits their ability to seek change. Instead, they view themselves as failures because they cannot handle “normal.” This attitude perpetuates the stress cycle, causing negative results in work and home life, which reinforces the idea that they are failures. Most executives do not realize they are fueling the very cycle of stress which they suffer from. Acute stress is normal. Chronic stress leading to overwhelm and burnout is not.
MY HEALTH IS MY PROBLEM – NOT THE COMPANY’S
Executive stress is as detrimental to companies and to the executives themselves. In a recent study of U.S. senior managers (arielle.com.au/c-suite-burnout-survey-summary/), half of the respondents believed their CEO was burned out and 80% identified themselves as burned out. Significant evidence from both mental health and medical professionals shows that stress is responsible for the loss of production and an increase in injury at the average cost of $10,000 per employee each year. According to the American Institute of Stress, costs of stress on the U.S. industry totals more than $300 billion a year in absenteeism, turnover and diminished productivity, with the median number of missed workdays from a stressed employee at 25 days a year compared to six days for the non-stressed worker. With these seemingly insurmountable numbers, no one interested in a company’s profit margin can turn a blind eye.
HOW CAN I COPE?
Stress starts out as part of our biological systems to handle temporary situations; it was never meant to turn into a chronic psychological and mental state. Addressing stress at the biological roots first gives us the mental space we need to process situations, choose our response and take the time to think of creative solutions. Here are three proven techniques to help cope: 1. Diaphragmatically breathe. 2. Interrupt one’s internal thought pattern. 3. Increase curiosity. Climbing the career ladder is a respected feat in society, but most make the climb without understanding their risk or what they lose along the way. Until we break this accepted culture permeating throughout companies, there will continue to be a lack of resources, support groups and catalysts for change
In a study released in 2020, a group of researchers found that 20 years after their appointment, about 25% of CEOs died if they had had high exposure to stressful situations during their term, but those with less exposure lived an additional 10 years or more.
Jen Butler, CEO of JB Partners, is the creator of Get SMaRT – Stress Management and Resilience Training for the workplace. The SMaRT Club learning platform is the leading self-guided tool for all companies looking to reduce stress and increase profits. Butler also travels throughout the United States to provide business leaders with one-onone, onsite guidance in managing stress, turning around their business, and achieving real, longlasting results. jbpartners.com
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INVESTING IN COMMUNITY
Record Giving Reaches $471 Billion. What Does It Mean for 2021? Opportunities persist when organizations pursue them by Richard Tollefson
While a strong year-end stock market and record giving in response to COVID-19 and racial justice efforts drove growth in contributions, a tumultuous year created an uneven picture. Total estimated charitable giving in the United States rose 5.1% from 2019 to 2020 (3.8%, adjusted for inflation), to $471.44 billion in contributions. This increase reflects flat or positive growth in giving to seven of the nine major recipient subsectors in inflation-adjusted dollars. Last year’s giving strayed from historical trends in four significant ways: • Total giving increased despite a recession at a rate that exceeded the 40-year average. • Foundation giving skyrocketed, reaching its largest-ever share of total giving at 19%, while corporate giving decreased. • Individual giving continued to increase with more giving “in the moment” as it relates to the immediate response to COVID and social justice issues. • Gifts to nonprofits providing direct social services, supporting people in need and protecting civil rights increased the most. What can we learn from this? Here are our key takeaways:
DON’T CREATE EXCUSES
Countervailing influences are always present; therefore, opportunities persist when organizations pursue them. It’s a matter of prioritizing the initiatives for which they are raising money, positioning the organization as responsive to community needs, and proactively communicating their response to these challenges from a position of innovation and fiscal responsibility.
FOCUS FUNDRAISING STRATEGIES WHERE ROI IS GREATEST
Richard Tollefson is founder and president at The Phoenix Philanthropy Group, an Arizona-based international consulting firm serving nonprofit organizations as well as institutional and individual philanthropists. phoenixphilanthropy.com
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Where there is economic hardship, there is also opportunity. When seeking funding, nonprofits should focus where the ROI is optimal while “doubling down” to help those in greatest need. This includes targeting individuals and corporations in industries that saw the biggest growth — such as technology — and not in industries that suffered, such as hospitality. Funds raised from companies making money during hard times or individuals with growing portfolios can, in turn, be used to expand programs and services to provide additional help to those who have become unemployed, suffered social injustice, experienced food and housing insecurity, or are encountering other adversities.
HELP DONORS BE PART OF THE SOLUTION
In times of challenge, donors seek to be an active part of the solution. In 2020, however, they could not volunteer, attend
Total estimated charitable giving in the United States rose 5.1% from 2019 to 2020 (3.8%, adjusted for inflation), to $471.44 billion in contributions.
events or participate in activities offered by organizations. But they could — and still can — give money. For those restricted from actively engaging with an organization and those it serves, making contributions is one outlet to make a difference. This generosity was evident in the increased giving in eight key categories: Public Society Benefit, Individuals, Environment/Animals, Human Services, International Affairs, Education, Foundations and Religion. While people and institutions give in different ways, organizations should customize their messaging, engagement strategies and giving opportunities to optimize impact for donors, the organization and the community.
BE PREPARED TO WALK THE WALK
With an increased focus on diversity, equity, access and inclusion, all nonprofits will need to look internally and externally as to how they are responding. If an organization says it has a DEAI agenda, it needs to be infused throughout the organization and not simply a public statement or stated value that hangs on the wall. It also must be reflected in how the organization reaches into diverse communities and listens and responds to community needs. And nonprofits should be prepared to answer detailed culture- and outcomes-based questions from funders about their DEAI initiatives.
REMEMBER THE BASICS
Even in times of challenge and change, the basics always persist. These include: • Proactive communications, • Personalized relationship management, • Meaningful engagement, • Accountability and service, and • Outcomes and impact.
IN SUMMARY
Giving in 2020, amid complex and challenging developments, reminds us of the resiliency of philanthropy, immediacy of response and the continued generosity of the American people.
WE VALUE WHAT WE OWN
2022 Polestar 2 From the frameless mirrors to the LED headlights and panoramic glass roof, the Polestar 2 is a vehicle that makes a clean break from bland tradition. Polestar is raising the bar of newness up a notch. With dual electric motors, a better battery and heightened handling, the Polestar 2 delivers 408 electric horses of powerful, precise performance on an unprecedented scale. Whether for daily duties or daring daytrips, the Polestar 2’s unique battery is prepared to get you there — charged at home, it’s ready to start every day with 233 miles of “go” power. The Polestar 2 is ethics meets innovation: fully vegan interior options, reconstructed wood and a battery design
that’s as cool as it is conscious. This electric vehicle is equipped with a suite of safety features inside and out, including AI Pilot Assist, effectively making it an on-the-go co-pilot that graduates at the top of its class. The Polestar 2 is a stand-alone operating system on wheels. Smart capabilities like voice control and phone integration keep the driver focused on the road for an entertaining, immersive and personal driving experience. Through a phone app, the system recognizes the car’s owner and unlocks on approach. With driver profiles, the moment the driver touches the door, the seat, mirror, steering wheel and temperature settings are returned to the driver’s personal position. The built-in Android Automotive OS brings full integration to the driver’s favorite Google apps and beyond. Polestar is a leading-edge brand addition to the Courtesy Automotive Group, exclusively bringing the brand to Arizona. Its bold and storied heritage that already embodies EV tech of the future needs to be showcased at one of the highest foottrafficked locations in the Valley — Scottsdale Fashion Square, where the temporary popup will be replaced with a permanent showroom opening in October 2021. —Mike Hunter
2022 POLESTAR 2 MSRP: $59,900 Range: 233 miles (EPA) 292 miles (WLTP) Power: 300 kW / 408 hp Motors: 2 electric motors (rear and front axle) 0-60: 4.5 sec
Polestar polestar.com
Vaccinated – To Be or Not to Be Some people might call it common sense, to use a term that, when invoked in conversation, is usually in the context of
issue is nonsense. (It’s no more a political
COVID-19 over the past year are convinced
issue than the question “Is water wet?”)
they got it from going to work.
Knowing someone in the vicinity has a deadly, contagious disease, wouldn’t
learn — especially given the attitudes
obvious that it ought to be commonly —
common sense suggest staying away?
reported in news and talk shows — that
that is, universally — understood, but isn’t. We’ve got an asset that many places
And if there were a repellant for a
70% of respondents felt employees should
deadly, contagious disease that is rampant
have to tell their employers whether
in the world are crying out for. But its
in our midst, wouldn’t it be common sense
or not they’ve elected to be vaccinated
existence has spawned a tremendous
to use it?
and 72% felt employers should require
divide between common sense and
employees to provide proof of vaccination
FYI:
nonsense. Common sense: Vaccination is a healthcare issue. Treating it as a political Photos courtesy of Polestar
And it may surprise employers to
discussing something we feel is so painfully
In a recent survey from Homedit, 44% of respondents who reported contracting
in order to come back to the office. —RaeAnne Marsh
DON’T MISS OUT!
Get a year of In Business Magazine Subscribe now at inbusinessphx.com
homedit.com/americas-ideal-work-environments
Polestar 3 will be manufactured in the USA. Polestar is a company based on an idea, not a place. Wherever the best facilities and knowledge are to enable the company to usher in a more sustainable electric future, that’s where Polestar wants to be. Which is why Polestar 3 will be manufactured in the U.S.
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MEALS THAT MATTER
$11.95
APEROL SPRITZ Aperol, Prosecco, Orange $11
PLANT-BASED VEGETABLE LASAGNA BOLOGNESE (VEGAN) Fresh, plant-based lasagna noodles layered with almond-ricotta, marinara, asparagus, spinach, mushrooms and vegan mozzarella shreds baked in Picazzo’s housemade vegan Bolognese $17.95
Chris Disney is operations manager and co-owner of Picazzo’s Healthy Italian Kitchen, an Arizona-based, familyowned and -operated restaurant with locations in Sedona, Scottsdale, Tempe, Paradise Valley, Arrowhead and (newly) Gilbert.
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Menu adapts to bring people together over food by Chris Disney
Restauranteurs are an adaptable bunch. But last year was a wild ride none of us could have predicted. At Picazzo’s Healthy Italian Kitchen, we are fortunate to have a passionate and loyal customer base who continued to support us with takeout orders during the shut-down, and a seasoned staff who rolled with the unpredictability, solving each challenge that came along. I am thankful to say that, today, our dine-in service is ramping up at our five locations across the Valley (Scottsdale, Paradise Valley, Tempe/Chandler, Arrowhead and Gilbert), plus our original location in Sedona. Picazzo’s has earned a reputation for our dishes featuring clean, whole foods, rich in nutrients and fantastic flavors. We are a locally owned restaurant and specialize in a fusion approach to a modern-Italian cuisine that sprinkles Asian, Mediterranean and Mexican influences into our menu of salads, entrées, pasta and pizza. We recently received two special honors in the Phoenix Magazine 2021 Best of the Valley awards, when we were named Best Italian Restaurant and Best Gluten-free Restaurant in the West Valley. Over the years, we have continued to adapt and evolve our menu with the goal of bringing people together through food and compassion. When our guests told us they were looking for gluten-free options, we created new recipes for pizza and pasta that delivered on texture and taste while meeting the dietary needs of our guests. A strong increase in interest for vegan, vegetarian/plant-based diets led us to create an entire vegan menu with salads, entrées, pasta, pizza and desserts, and to provide modifications to suit just about any special need. We are committed to using the cleanest, healthiest ingredients available. We source 95% organic produce and make our sauces and dressings from scratch. We also recently introduced an interactive nutrition portal, loyalty app and online ordering at picazzos.com that guests are raving about. Picazzo’s happy hour can be a nice alternative (or addition) to a business “power lunch.” Recently featured as Happy Hour of the Month in Phoenix Magazine and one of the best summer happy hours by Scottsdale Lifestyle Magazine, our “Healthy Hour” is available daily from 3–6 p.m. and includes reduced prices on food options such as the Cheese Bread and Avocado
Picazzo’s works with local farmers and suppliers to bring fresh and healthy ingredients to its establishments while trimming the carbon footprint.
Toast and drinks that range from local drafts to signature cocktails. Other special offers include our popular half-off wine on Tuesdays and Saturdays — a great time to enjoy a meal and try our selection of wines, which includes vegan, organic and biodynamic options. The newest Picazzo’s opened in Gilbert this June. The new light, bright interior design, which will be rolled out to additional restaurants in the coming months, showcases aesthetically pleasing textures and surfaces on everything from countertops to walls to the patio decking. Our guests are loving the new design cues, as evidenced by the number of photos and video being taken and shared! Picazzo’s Gilbert, located at 884 E Williams Field Rd Ste 102, Gilbert, AZ 85295, features a spacious indoor-outdoor layout with a garage door that rolls up to connect 3,300 combined square feet of indoor and patio space. We thought a lot about our consumer when designing the new restaurant and created a space that can accommodate solo diners, couples and business cohorts as well as large families. Picazzo’s Healthy Italian Kitchen Multiple locations Valley-wide (plus Sedona) picazzos.com
Photos courtesy of Picazzo’s Healthy Italian Kitchen
AVOCADO TOAST Toasted focaccia with avocado, topped with arugula salad of olive oil, lemon zest, fresh garlic, tomato, almond, watermelon radish, feta and freshly cracked pepper
Picazzo’s: Fusion Approach to Modern Italian
SUMMER 2021
UNITING, STRENGTHENING, AND ADVANCING ARIZONA’S NONPROFIT SECTOR. ARIZONANONPROFITS.ORG
Remote Control: Changing the Channel on How Work is Structured in a Post-Pandemic World by Kristen Merrifield The Alliance of Arizona Nonprofits is an action-oriented group of partners across Arizona — both nonprofits and those in the community who support them — dedicated to uniting, strengthening and advancing Arizona’s nonprofit sector. The Alliance envisions an Arizona where all nonprofits are valued, empowered and thriving.
CONTENTS 2
Arizona Gives Day 2021 Raises A Record-Breaking $7.1 Million For Statewide Nonprofits
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Policies, Practices and Procedures That Reflect Your Culture of Diversity, Equity and Inclusion
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The JEM Foundation Fights for ‘Jake’s Law’ and Wins
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Parents of Addicted Loved Ones Shows Provides MuchNeeded Support during COVID-19
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Supporting Undocumented Students through Scholarship
The impact of COVID on our communities has been far reaching and continues to evolve as we move into year two of this global pandemic. It has changed forever the way we view things like human connection, safety, education and even our work. Organizations have had to quickly adapt their service delivery models to a virtual environment, and millions of employees have made their home their workspace, some for the very first time in their careers. Many remote workers have found benefits to working remotely, like reduced travel time, a better work-life balance and even reduced stress. While this is not the case for everyone (especially those who have had small children at home), it has caused organizations to rethink what the structure of work looks like and how they can maximize Kristen Merrifield, CAE, CNAP flexibility in order to take care of their employees’ needs. This was indeed the case for the Alliance of Arizona Nonprofits. Fortunately, we had already begun making investments in our capacity and technology prior to March 2020, which allowed us to convert to a 100% remote workforce quickly and effectively, including moving all our programming online. Our team began to find new ways to stay connected, collaborate and be productive in a virtual environment. This takes a bit more work and thought in a remote structure, but it is well worth it in order to have a cohesive team and to help avoid feelings of isolation or disconnectedness. Early into the pandemic and our remote work, we had a team member who wanted to relocate to Colorado. Normally, being an Arizona-based and Arizona-focused organization, that would have meant it was time to part ways and wish this team member the best. However, since COVID had now required remote work, it gave us a chance to rethink how we might continue to engage team members regardless of their physical location. This allowed us to keep this valued team member onboard for several months as they transitioned to their new position. Being a statewide association based in the Phoenix metropolitan area, it has often been a challenge to consider the best way to be present and connected to other areas of the state. Often, this meant a few team members would “keep the road hot” traveling to and from Southern, Northern and rural Arizona to provide programming, participate in meetings and connect to nonprofits and stakeholders in those areas. But now, we had this new opportunity to consider different ways of structuring our physical work. We threw out the old idea that everyone had to be physically present in the Phoenix office to be productive and connected. We now have this opening to consider a truly statewide team. Since broadening our horizons, we have been able to attract and consider a wider diversity of candidates from across Arizona when we are recruiting for new positions. Subsequently, we have now hired team members in Camp Verde and Tucson. It is exciting to CONTINUED ON PAGE 2
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consider how this new way of working can help us continue to expand and serve nonprofits across Arizona. We still believe in and see value in inperson connection, but how and when that happens is an open book and can take on different forms based on member, team and community needs. We are already considering what a hybrid approach to our work and the programs and services we provide looks like in the near future. How has COVID changed your hiring and recruitment practices? This is just one example of geographic opportunity. What have you learned/tried? How has your perspective changed? ALLIANCE OF ARIZONA NONPROFITS STAFF Kristen Merrifield, CAE, CNAP Chief Executive Officer KristenM@arizonanonprofits.org Liz Garlieb Executive Assistant to Kristen Merrifield LizG@arizonanonprofits.org Jennifer Purcell Senior Vice President of Community Engagement JenniferP@arizonanonprofits.org Michael Barry Director of Capacity Building MichaelB@arizonanonprofits.org Angela Palmer Director of Marketing AngelaP@arizonanonprofits.org Jennifer Blair Director of Membership JenniferB@arizonanonprofits.org Robyn Reff Membership Manager RobynR@arizonanonprofits.org Corina Yeh-Hilliard Events & Marketing Manager CorinaYH@arizonanonprofits.org Robin Hanson Program Director – AmeriCorps VISTA RobinH@arizonanonprofits.org
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Arizona Gives Day 2021 Raises A Record-Breaking $7.1 Million For Statewide Nonprofits by Jennifer Purcell Donors in communities across the state came together once again to show their incredible collective and heartfelt support for nonprofit agencies by raising $7.1 million on Arizona Gives Day on April 6, generating $1 million more than during last year’s record-shattering event. More than 40,000 donations supported 982 nonprofit organizations, both large and small, serving every Arizona community. The average amount raised per organization was $7,218, with the average online donation at $210.53. Financial support wasn’t the only contribution, as 1,527 donors also pledged 61,400 volunteer hours. The final numbers for this year’s event, organized by the Alliance of Arizona Nonprofits and Arizona Grantmakers Forum and presented by FirstBank, one of the nation’s largest privately held banks with a focus on “banking for good,” total more than $160,000 and include prize pool distributions and additional donations that came in after the 24-hour online fundraiser had ended. Last year, the event raised what was then a record of $6.1 million from nearly 39,000 donations. “We are overwhelmed with feelings of gratitude and sheer amazement at the generosity of the people of Arizona, particularly at a time when many individuals, families and businesses continue to be impacted by the COVID pandemic,” said Alliance of Arizona Nonprofits Chief Executive Officer Kristen Merrifield. “The pandemic also has taken its toll on Arizona nonprofits in terms of lost revenue, lost jobs and lost volunteers, and it’s obvious the people of Arizona want to help those agencies rebuild and continue doing the great work they do.” More than 400 nonprofits responding
to a recent Alliance of Arizona Nonprofits survey reported a pandemiccaused total revenue loss of more than $91 million, a 52% drop in year-end giving and an increase of more than $15 million in expenses primarily for PPE, supplies and technology. “We’d like to extend our sincerest gratitude to the thousands of donors who selflessly contributed to yet another record-setting Arizona Gives Day,” said Joel Johnson, FirstBank East Valley Market president. “As we all look forward to a more positive and prosperous 2021, it’s encouraging to know that Arizona nonprofits have the support of the communities they serve.” Since the first Arizona Gives Day in 2013, more than $30 million has been raised for Arizona nonprofits. “We’re very grateful that the Alliance makes this event happen every year,” shared one registered nonprofit. “As a young, small nonprofit, it is incredibly helpful to be part of something large and well-known like Arizona Gives Day.” Donations can be made to Arizona nonprofits all year long by visiting www.AzGives.Org, AZGives.org offers an advanced search filter to find nonprofits by specific criteria, area of focus and which donations may qualify as an Arizona tax credit. Donors can either check out as a guest or create an account to set up recurring donations and make changes to their giving throughout the year.
WWW.ARIZONANONPROFITS.ORG
Policies, Practices and Procedures That Reflect Your Culture of Diversity, Equity and Inclusion by Katee Van Horn I am often asked by organizations, “Where do we start?” when they want to integrate Diversity, Equity and Inclusion into their company culture. There are a lot of places to start on your journey and reviewing your policies, practices and procedures (PPP) is a great one. Think about your employees first. The employee experience and being able to retain top talent should always be front of mind for everyone on the team. Start with Recruiting A few ways to think about their experience include: • Review your job postings and recruiting materials to make sure they are inclusive. Eliminate gendered pronouns, determine if you truly need that degree for the role, spell out acronyms, and be realistic in your description. • Think about where (job boards, industry groups) you can post the open role to increase visibility for folks in underrepresented groups. Are their specific job boards for your industry that support underrepresented people? • During the interview process, be thoughtful with your questions. Even if it is a legal question to ask, you might want to consider if it is right to ask. • Make sure everyone in the interview understands that bias exists and can impact how they interview candidates. Their awareness going into the process will help improve their interactions and decision making. Benefits Once the employee is hired, benefits become important. Does your benefits package take the needs of your team into consideration? Your benefits should support the folks on the team and folks you want to add to the team. Adoption assistance, IVF, surrogacy, flexible schedules, remote work arrangements and retirement resources are a few examples of benefits to consider. Holidays When determining what holidays you will honor as an organization, consider the holidays that are overlooked. The last couple of years, there has been a lot of discussion about Juneteenth as a company holiday. I would encourage you to strongly consider adding Juneteenth, to celebrate the contributions of your Black employees. Floating holidays are another way to be more inclusive. Employees can use floating holidays at their discretion. If you want a bit more information on how floating holidays work, there is information at www.insperity.com/blog/floating-holiday.
Performance Reviews & Promotions Performance evaluations and promotions can be full of bias. Putting a DEI lens on your approach can help leaders block bias and make good decisions. Their performance evaluation should be based on the employee’s performance and how they are living the values of the organization. Nothing else. Development Developing your employees and thinking about their path within the organization is a retention lever. Even if you are a smaller team determining cross-training opportunities with other roles, thinking how you develop their different skill sets will make the employee feel valued. Other Policies, Practices and Procedures Shifting to PPPs focused on running your nonprofit, review the questions below. • Do your board members reflect the broader community you serve? • Do you use an RFP process, and have you included language and tracking for organizations led by underrepresented groups? • Have your volunteers been trained on what your mission, vision and values are and how you would like them to represent your organization? • Do your programs reflect the communities you serve, and do they accomplish what you say they will? Setting metrics and goals before beginning any new program will help you to measure the value. • Are you reviewing the funding coming into your organization to make sure it is from funders whose values align to your organization? There are more questions and more considerations to make when you are starting your DEI journey; these are just a few to get you started. In the coming months, we will be sharing more tips and ideas to help you make Diversity, Equity and Inclusion a part of your nonprofit.
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The JEM Foundation Fights for ‘Jake’s Law’ and Wins Ben and Denise, founders of the JEM Foundation, lost their son, Jacob Edward Machovsky (JEM), to suicide and vowed to do whatever they could to ensure that no one else lost a loved one in the same way. Jake’s story is, sadly, not uncommon in Arizona. Prior to his death, he had been hospitalized twice in under two months for suicidal ideation. Both times, Jake was released in only five days. The doctor and his parents knew Jake wasn’t ready to be released, but the insurance company refused to pay for the needed care. The cost to pay for a facility without insurance was too much, so Jake was released at the end of October 2015. Not even three months later, he completed suicide. Ben and Denise knew other families were struggling with getting access to medically necessary care and wanted to address this issue at the legislative level to ensure they had the broadest possible impact. Ben and Denise brought in professional lobbyist, Carly Fleege, to provide her knowledge and experience to help them navigate the Arizona legislature and keep them apprised of legislation associated with suicide prevention, including the Mitch Warnock Act that required suicide prevention and awareness training in Arizona schools. In the summer of 2019, the governor’s office contacted JEM and expressed interest in finding a way to bring mental health parity to Arizona. For those not familiar with the concept of parity, it is simply the idea that insurance companies must treat mental health the same as physical health. The JEM Foundation was ecstatic to learn that the governor wanted this to be a priority for the 2020 legislative session. Ben and Denise have selflessly dedicated their energy and focus to bringing what is now known as Jake’s Law to life. While this story is not necessarily one that happened during the recent pandemic, it reaches its most
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important point just prior to the U.S. shutting down. In preparation for the 2020 session, Ben and Denise worked tirelessly for months through a series of stakeholder meetings, including with insurance companies. What was most striking was a very intense two weeks in which Ben and Denise publicly relived the details of the worst day of their lives four separate times before four separate legislative committee hearings. This doesn’t even include the countless times they shared Jake’s story during meetings with members of the legislature and interviews with media. They can never be thanked enough for the emotional price they have paid to help others. On March 3, 2020, Governor Ducey signed Jake’s Law and brought mental health parity to the state of Arizona. Jake’s Law increases access to treatment by ensuring compliance with the federal mental health parity laws. Please remember that in the U.S., 47,173 people are lost to suicide every year. Chase Field can be filled with those numbers. Suicide also remains the second-leading cause of death for ages
10-14, 15-24 and 25-34. According to the 2021 State of Mental Health in America Report, Arizona ranks 49th in the country for youth mental health, meaning we have a higher prevalence of mental illness with lower rates of access to care. In Arizona, 12.1% of youth are on private insurance that doesn’t cover mental health and nearly 60% of youth with major depression don’t receive mental health treatment. The average stay for kids who are hospitalized for suicidal ideation and mental illness is only three to five days. Many are discharged long before they are ready. In Arizona, child suicides increased by 32% from 2016 to 2017, 68% of suicide deaths occurred in children 15-17 years of age and, on average, we lose someone to suicide every seven hours. Most importantly, please keep in mind that COVID has had a tremendous impact on everyone’s emotional and mental health and that this legislation, and what it requires of insurance companies, came just in time to help treat people and save their lives.
WWW.ARIZONANONPROFITS.ORG
Parents of Addicted Loved Ones Shows Provides Much-Needed Support during COVID-19 Parents of Addicted Loved Ones, or PAL, started in Phoenix in 2006 as a weekly support group but, due to intense demand, grew quickly and became a nonprofit in 2015, fully supported by volunteers. The first paid staff member was hired in 2018 — CEO/Executive Director Kim Humphrey — and now, just a few years later, PAL has 167 meetings in 41 states. The genesis of the organization is a simple but critical one: While individuals were receiving attention and treatment for their addictions, there was little support for parents and family members faced with the challenges and stressors of dealing with an addicted loved one. Parents of Addicted Loved Ones is unique in that it depends on trained volunteer facilitators to lead free weekly meetings based on an evidence-based curriculum, studied and verified by NAU.
Participants are also provided time to share their experiences and “cross-talk” with one another in a format not widely used by similar groups. The key to the success of PAL is the more than 300 facilitators — 70 of whom are based in Arizona. Those volunteers are on the front lines helping parents and are, in the words of PAL Communication Director Dinah Brookes, “heroes who are changing and saving lives.” PAL groups normally meet in person, but with the pandemic found they needed to find a new way to keep their support networks functioning. At that time, Zoom was not a word in everyday usage and, while some of the facilitators were comfortable using the virtual format, it was a huge technological stretch for others. Within weeks of many aspects of the U.S. shutting down, PAL was able to train the facilitators, who in turn helped their parent attendees with the new skill and gamely found ways to reach out and keep the personal relationships going. And, at least in the case of some facilitators, PAL entered “The Season of Improvisation” using laundry baskets to get the laptop at just the right angle. Other facilitators offered extra meetings
through the season of COVID or reached out to call parents outside of meeting times because as the pandemic intensified so did drug and alcohol usage and overdose deaths. This change — and all the other changes — were all done in the name of helping others. The Alliance congratulates and thanks PAL — especially the volunteer facilitators nationwide — for not allowing the pandemic to stand in the way of their life-saving work and for providing an inspiring example of resilience.
Alliance of Arizona Nonprofits Welcomes New Board and Staff Member Patti Stoner is the vice president of Human Resources for Grand Canyon Education, formerly part of Grand Canyon University. In this role, she oversees the HR function that supports more than 13,000 employees for GCE, subsidiary Orbis Education and partner Grand Canyon University. With more than 25 years of experience, Stoner has served in an HR leadership or consulting role for organizations in industries that include education, healthcare, high technology, nonprofit and professional services. Stoner is past president and board member of SHRMGreater Phoenix, a chapter of the Society of Human Resources Management. She holds a Bachelor of Science in public administration from the University of Arizona and the Senior Professional in HR (SPHR) and SHRM Senior HR Professional (SHRM-SCP) certifications. Stoner is a second-generation Arizona native. She and her husband, Pat, live in Phoenix along
with their daughter, Megan, who works remotely in public relations for Google. Corina Yeh-Hilliard is thrilled to be joining the team at the Alliance of Arizona Nonprofits as the events and marketing manager, overseeing in-person and virtual events and programs. She has spent most of her career in the environmental field in both the public and nonprofit sectors. Previous organizations she has worked for include Coronado National Forest, Saguaro National Park and the Center for Biological Diversity. Most recently, she worked at the Center for Biological Diversity, first as a membership assistant, and then as the volunteer coordinator and distributed organizer to support the organization’s litigation efforts. LAST NAME enjoys the people and passion behind the missions when it comes to working with nonprofits. In her free time, she likes to garden, hike and spend time with her rescue dogs.
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ALLIANCE OF ARIZONA NONPROFITS
Supporting Undocumented Students through Scholarship Scholarships A-Z was started more than 10 years ago by undocumented individuals and allies as a way of providing resources and support to students who are undocumented and wanting to pursue higher education. The organization is dedicated to the idea that everyone deserves access to higher education, regardless of immigration status. Approximately 2,000 undocumented youth graduate from Arizona high schools every year, with most lacking the institutional support, guidance and supportive network they deserve. Many volunteers for the organization provide services through the “ISH,” or “Immigrant Scholarship Hustle,” and have the privilege of helping a number of students fill out and edit their scholarship applications to attend institutions such as Pima Community College, the University of Arizona and Grand Canyon University. What is important to remember about the work of Scholarships A-Z is that — for reasons that are likely obvious — it relies entirely on private donations for its funding, as government funding is simply out of the question. Most fundraising is from individuals in the community who provide as little as $10 per month to keep the mission going. Working with undocumented youth, while extremely rewarding, carries its own set of challenges that are not always apparent to those not familiar with the work Scholarships A-Z
ALLIANCE OF ARIZONA NONPROFITS BOARD OF DIRECTORS BOARD CHAIR Len Gutman Chief Development & Marketing Officer Special Olympics of Arizona
CO-VICE CHAIR Torrie Taj Chief Executive Officer, Child Crisis Arizona
does. And COVID brought an entirely new set of challenges in 2020. What is so inspiring about the work of the organization over the past year was its ability to not only pivot to changing its funding structure but also how it continued to build a sense of community amongst the students. In addition to a Zoom Game Night, Scholarships brought its community together for a socially distanced picnic so that, even at a time when we were not supposed to be together, we could be together safely. However, what really provides a new level of inspiration is the fact that, given that this is an underserved population to begin with, the organization was able to repurpose its fundraising so that, rather than raising funds exclusively for scholarships, it was able to raise more than $40,000 for COVID relief funds. These students were not eligible for the government’s COVID relief fund and many were in need of money for food, rent, everyday bills and, of course, their tuition. Their community was able to fundraise to assist in meeting the needs of our Scholarships A-Z village.
SECRETARY Yvonne Moss Assistant General Counsel Make-A-Wish Foundation of America
TREASURER Mario Aniles Director of Finance and Portfolio Management Housing Authority of Maricopa County
BOARD MEMBERS Penny Allee Taylor Chief Public Policy Officer Valley of the Sun United Way
Mesha Davis CEO, Arizona Foundation for Women
Maria Echeveste Senior Vice President & Community Relations Manager, Bank of America
Kate Jensen President & CEO, Ronald McDonald House Charities of Southern Arizona
Jared Langkilde President & CEO, Honor Health Foundation
EX-OFFICIO Kristen Merrifield, CAE, CNAP Chief Executive Officer Alliance of Arizona Nonprofits
Myriah Mhoon CEO, New Life Center
Sonia Perillo Development Officer, Mayo Clinic
Jeri Royce President & CEO, Esperanca
Patti Stoner, SPHR, SHRM-SCP Vice President Human Resources Grand Canyon Education
Kate Thoene Executive Director, Waste Not
Glenn Wike Senior Director of Strategy & Public Policy Arizona Community Foundation
Alliance of Arizona Nonprofits
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333 E Osborn Rd #245 Phoenix, AZ 85012 Phone: (602) 279-2966 www.ArizonaNonprofits.org
Aker, Andrea, 26
Galdikas, Marius, 22
Laird, Travis, 18
Stephens, Perry, 19
Anshell, Jos, 9
Gustin, Mark, 16
Lavidge, Bill, 26
Stephens, Savanna, 19
Astle, Dane, 15
Hancotte, Sarah, 66
McTigue, Kevin, 43
Stoner, Patti, 63
Boyer, Jason, 16
Harkey, Scott, 31
Merrifield, Kristen, 59
Tollefson, Richard, 56
Brannock, Janelle, 27
Hofer, Larry, 11
Miguel, Robert, 52
Vesely, Mary, 11
Breuss, Frank, 22
James, Veronique, 32
Moore, matt, 30
Waldrop, Stephanie, 20
Butler, Jen, 55
Johnson, Christina, 15
Morgan, Fred,, 13
Weber, Bruce, 54
Casper, Brad, 30
Joyce, Ian, 50
Pierik, Martijn, 33
Weise, Kenn, 20
De Datta, Raj, 42
Kaplan, Jennifer, 29
Riester, Tim, 30
Whitler, Kimberly A., 43
Disney, Chris, 58
Kennedy, Barbara, 11
Rucker, Derek, 43
Zion, Aric, 27
Dunn, Bruce, 15
Kibble-Smith, Portia, 14
Schenck, Brad, 11
Feinberg, Robert, 50
Kintner, Michael, 52
Selagie, Cameron, 13
Franham, Matt, 12
Krisay, Alexis, 28
Sofia, Robert, 43
11Eleven Consulting, 52
Employee Benefits International, 20
Optum Care, 5
Scholarships A-Z, 64
Ak-Chin Indian Community, 52
Evolve Public Relations and Marketing, 29
Paragon Development Group, 15
Serendipit Consulting, 28, 40
Parents of Addicted Loved Ones, 63
Snell & Wilmer, 11, 50
Phoenix Philanthropy Group, The, 56
SpeedPro Desert Valley, 19
Aker Ink, 26, 36 Alliance of Arizona Nonprofits, 59
Fairway Independent Mortgage Corporation, 11
Arizona Commerce Authority, 2, 3, 68
Fired Pie, 13
Picazzo’s, 58
Stearns Bank, 8
Grand Canyon Education, 63
Polestar, 57
TruWest Credit Union, 66
Greenlight Communities, 15
Private Label International, 15
UnitedHealthcare, 49
Harrah’s Ak-Chin Casino, 52
Prologis, 23
Weber Group, 54
Arizona State University, 23
Harrah’s Entertainment, 52
RIESTER, 30
Western Alliance Bank, 11
Auto Repair 2 You, 11
Heart & Soul Marketing, 30
Robert Half, 18
Zion & Zion, 27, 41
Aventiv Technologies, 52
Holualoa Companies, 15
Bloomreach, 42
Il Vinaio, 13
Blue Cross Blue Shield of Arizona, 21
James Agency, The, 32, 37
Arizona Community Foundation, 7 Arizona Manufacturing Extension Partnership, 68
Boyer Vertical, 16 Cake, 67 ClearSky Health, 20 Commit Agency, 27 ConnectPay, 22 Cox Communications, 11 Desert Financial Wealth Management, 17
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JB Partners, 55 JE Dunn Construction Company, 11 JEM Foundation, 62 Jive, 8 JLL, 16 Karat, 14 Kiterocket, 33 , 35, 37, 53 Lavidge, 26
Diversified Partners, 15
Marketing Forensics, 9
Divvy, 6
Nikulipe, 22
DYPER, 14
OH Partners, 31, 39
In each issue of In Business Magazine, we list both companies and indivuduals for quick reference. See the stories for links to more.
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65 AUG. 2021 INBUSINESSPHX.COM
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Flip the Pyramid – Bottom-Up Pipeline for Ideas No one knows a business’s operational road blocks like the individuals who are living them every day by Sarah Hancotte
Sarah Hancotte, TruWest Credit Union’s vice president of strategy, takes the lead on planning and executing the credit union’s initiatives to stay competitive in the marketplace. Hancotte leads the charge of the Brillance Squad, launched in 2018, a unique and resourceful team aimed at improving processes and asking, “Why?” Hancotte is passionate about community development, improving the lives of members and developing upcoming leaders. truwest.org
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Innovation doesn’t just come in a box or get delivered to overnight. Like a plant, it needs to be watered and fed so it can grow. Many organizations realize this, but the pipeline of ideas can get strangled, and ideas get lost in the shuffle of day-to-day business or, worse, have no place to go to be vetted and implemented. TruWest Credit Union recognized an untapped resource of innovation in the experience of the entire employee base. No one knows a business’s operational road blocks or opportunities to innovate like the individuals who are living them every day. In December 2018, TruWest launched a Reducing Friction initiative to seek out ideas to identify, prioritize and realize changes that could help increase efficiency, reduce expenses or improve the member experience. To carry out the Reducing Friction initiative, the credit union created a strategy team that was charged with developing and implementing an organization-wide program. Before the team could begin harvesting ideas from team members, they needed a platform that allowed anyone to submit an idea for review. An internally developed platform was built: Brilliance. Brilliance allows anyone in the organization to submit an innovative, cost-saving or member-experience improvement for review. The raw ideas are then assessed and evaluated by the Brilliance Squad, a team of diverse, experienced leaders representing all business units across the organization. The Squad meets once a week to discuss ideas brought forth and ask three questions: Does it save time? Does it save money? Does it improve the member experience? The highest-value ideas are presented monthly to the steering committee, which provides the final approval to implement any idea. The process works. Over the past two years, the Brilliance program has generated more than $2.5 million in savings for the credit union. But it wasn’t always a well-oiled machine. As with any new initiative, it needed someone with a vision to help nurture it past the idea stage. During the first year of the initiative, TruWest promoted Brilliance internally with raffles for employees who submitted ideas. The credit union also created a profit-sharing program for employees who identified cost-savings opportunities. These helped encourage idea submissions. To gain additional insight and create professional development opportunities, a Brilliance Advisor program was established. Employees could apply to join the Brilliance Squad for six-month terms. Advisors empower the Brilliance Squad to review more ideas, bring new voices to the decision-making table, and provide development opportunities for the employees.
The Brilliance program isn’t just about one-time savings; it is designed to capture efficiencies that can be repeated, challenge established processes that are no longer in need, or bring innovations on board. One topic that was identified in 2020 was the need for printing and physical paper processes. TruWest offers members an option to have a debit card instantly issued to them in a branch. This is a great feature to give members quicker access to their funds, but with that came a cumbersome form the employee needed to complete. By asking, “Why?” the Brilliance Squad was able to look at the process and find a solution to eliminate the paper form and meet compliance requirements. This resulted in a faster member experience, saved more than 2,100 hours in staff labor a year, and saved more than $2,700 annually in physical costs. Just by removing one form. Another problem the Brilliance Squad tackled was the length of time it took to authenticate members when they call into the Contact Center. Through the Brilliance program, TruWest was able to launch a pilot partnership with Illuma Labs and introduce VoiceID. This artificial intelligence solution uses biometrics of a member’s voice print. This unique ID reduces authentication time by eliminating multiple questions being asked of the member when calling in to the Contact Center. In just the first phase of the pilot, the credit union has been able to reduce member authentication time by 60 seconds, saving time and improving the member experience. As the Reducing Friction initiative entered its third year in business, TruWest challenged the organization in February 2021 to submit departmental ideas. The goal was to continue to infuse ideas into the pipeline for review and perhaps find some quick wins along the way. Each team was asked to collaborate and submit a new idea to Brilliance that had the potential to save themselves, other teams or members time and/or money. On average, 16 ideas are submitted to Brilliance each month, but in February 2021 there were 89 ideas submitted with a potential to save the organization $647,000. After three years, Brilliance has not only become a large part of the credit union operations, it has helped weave a culture of finding and reducing friction into the fabric of the teams.
By flipping the decision-making pyramid, TruWest Credit Union’s Brilliance Squad takes a collective, employee-up approach to help solve problems. By dedicating a team to evaluating processes or problems and make changes, the credit union has saved more than $2.5 million since December 2018.
“Arizona MEP was very creative, looked at the individual opportunities and challenges, and supported what we needed to tackle the challenge and grow. They do it in a personal, creative, and helpful way.” Sherri Barry, Co-Founder, FABRIC
With decades of leadership, manufacturing and business expertise, the Arizona Commerce Authority’s Manufacturing Extension Partnership (Arizona MEP) helps small- and medium-sized manufacturers achieve their goals. This past year, Arizona MEP provided critical expertise to FABRIC in response to the impacts of COVID-19. The program enabled Tempe-based FABRIC to set up four socially distanced production lines, recruit more than 60 team members and pivot operations to produce more than 200,000 FDA-approved, reusable hospital gowns statewide.
Arizona’s manufacturers can leverage Arizona MEP’s programs to continue recovering. From responding to workforce and supply chain disruptions to making operational shifts to support the manufacturing of PPE and critical supplies, the Arizona MEP Emergency Assistance Program provides subsidized services to help manufacturers return stronger for the future. Applications for this one-time, CARES Act-supported program are open until late Spring 2021 and offered on a first come, first served basis.
Learn more about Arizona MEP and the Emergency Assistance Program azcommerce.com/programs/arizona-mep | 602-845-1256
