26 minute read
GUEST
It’s A Worker’s Market Now
And if you want to attract and retain talent, you’ve got to adapt
BY TERESA LAWRENCE
AS WE WIND DOWN AFTER A WHIRLWIND year and a half, employers of all sizes are trying to keep their employees engaged and active while attracting and retaining new talent. The question still remains…what do employees really want from their employers, and do employers understand that the tables have turned?
THE LAW OF SUPPLY AND DEMAND Across industries, hourly and salaried workers find themselves in an unfamiliar position because of the COVID-19 pandemic — and it is one of increasing power. As with many things in business, it comes down to simple supply and demand: There are just not enough workers to fill all of the available positions. Therefore, workers can now be more selective in their place of employment and demand better treatment from their employers as their perceived value rises.
In today’s labor market, stiff competition is pushing employers to pay much higher than hourly wages, as well as offer fringe benefits such as health insurance, retirement plans, paid time off and sign-on bonuses. Employers are even offering a few extra hundred dollars to entice candidates to offset the new state programs that have made it easier for employees to stay off the job market.
But is that enough?
Today employees want it all. Employee expectations extend well beyond compensation. Regardles of industry, statistics show that only 29% of Gen. Z indicated competitive salary and benefits were key to their engagement, compared to nearly half (49%) of those over 55.
EMPLOYERS NEED TO KNOW THEIR AUDIENCE. Looking to the future, employee demands appear to be as diverse as the individuals themselves. When asked what employers should offer to engage employees, workers placed work-life balance and career advancement opportunities at the top
Teresa Lawrence
is the owner and president of Delta Personnel. Founded in 1968, Delta Personnel is the largest staffing company in New Orleans. Lawrence also currently serves on WBEC South’s board of directors as regional director for New Orleans, as well as on the Jefferson Economic Development Board, Hispanic Chamber of Commerce and Jefferson Parish Workforce Development Council. of their list of priorities, followed by compensation and benefits with employer ethics and values following close behind. Another priority for workers was the availability of continuous learning opportunities and organizational stability.
Work location flexibility has become the top reason people have changed jobs, with a desire to find more purposeful and meaningful work following close behind. About one in four applicants desire better benefits and support for their wellbeing. Importance was placed on childcare benefits, mental health programs and health classes.
HERE’S THE KEY I truly believe that the key to successfully hiring in 2021 comes down to communication. I suggest building a dialogue and offering transparency into the decision-making process. By doing so, companies will have a stronger chance to build deeper, more meaningful relationships with their employees. Ask questions like: Why are you considering working here? What is important to you? And then really listen. This will allow you to invest more in the initiatives your employees really want, as well as boost employee engagement and loyalty for the long term. I always encourage our candidates to be their own advocate during an interview. I advise them that they cannot expect an employer to know what is important to them if you do not tell them, so they need to be transparent and communicate their career goals clearly.
A COUPLE OF SUGGESTIONS FOR EMPLOYERS: 1. Proactively engage with employees to better understand what is really important to them and their careers.
Employees are more likely to be their authentic selves and open up when employers have created a culture of belonging. Employees have options, and as such they will gravitate toward employers who are listening and acting upon them. Make them feel they are a part of the process. 2. Foster a culture of perpetual learning that rewards continual skills growth.
Most employees want to succeed and grow. Employers can either create learning cultures to nurture the skills and talents of their people or wait for the exit interview to find out which of their competitors are. Be proactive in your approach. They are now your employees — do not give them a chance to continue their search for employment.
Keep in mind that other employers are looking at your employees as well. 3.Do not take people for granted.
COVID-19 reminded us how fragile life is. Everyone has been through a lot in the past year. Employers must demonstrate empathy and care for their employees holistically by considering their physical, mental and financial wellbeing. Focus on providing employees with a psychologically safe environment in which they will thrive and bring a broad perspective, and unique ideas, into a safe place where they feel respected and heard. n
STRETCH ZONE FROM THE RED ZONE TO
STRETCH ZONE BY CHRIS PRICE PORTRAIT BY ROMERO & ROMERO FORMER SAINTS QUARTERBACK DREW BREES DISCUSSES HIS LATEST VENTURE, HOW HE CHOOSES TO INVEST IN BUSINESSES, AND HOW HE’S STAYING INVOLVED IN THE BUSINESS OF FOOTBALL.
Drew Brees was a National Football League anomaly. At just 6 feet tall and 209 pounds, he was well smaller than the prototypical NFL quarterback’s height and weight — 6 feet, 4 inches, 225 pounds. Add in a perceived lack of arm strength and several injuries that were once considered career-ending – including a torn knee ligament in high school; a torn labrum and twice damaged rotator cuff in his throwing shoulder; a torn ligament in the thumb of his throwing hand; a torn fascia in his foot; 11 broken ribs and a punctured lung — and it’s astonishing to think that he not only played 20 NFL seasons, but is considered one of the greatest to ever play the game and is roundly expected to be a firstballot Hall of Fame inductee when he becomes eligible in five years.
Stretching, Brees says, helped him remain healthy, reduce injuries and recovery time, and lengthen his playing career to two decades. Those same benefits, he says, can be applied not just to professional athletes, but those looking to improve their performance, recover from an injury, or simply feel better. And he’s putting his money where his mouth is. Now, “retired” at 42, Brees has partnered with two friends from his days at Purdue University (Jason Loerzel and Ben Smith)to bring a new venture to New Orleans — a national franchise called Stretch Zone, a fitness concept aimed at helping people gain or maintain their body’s range of motion and flexibility through a patented, practitioner-assisted stretching program. The first New Orleans store opened June 14 in Uptown, a Metairie location is planned for this month, and leases are being negotiated for further local expansion.
STRETCH ZONE
Stretch Zone was founded in 2004, but its roots date back to 1999. Founder Jorden Gold’s grandfather lost much of his mobility due to diabetes, but he set a goal to dance at a family wedding. Gold used his healthcare background to develop a practitioner-assisted, strap-based stretching method to help his grandfather get out of his wheelchair and celebrate on the dancefloor.
Recognizing the quality-of-life impact and number of those facing mobility issues, Gold began developing a proprietary table-based strapping system that positions, stabilizes, and targets muscles to achieve a deeper, more advanced stretch than one can get on their own. He soon began working with professional athletes and NFL and NBA teams to help players
increase and maintain range of motion, enhance athletic performance, and relieve muscle and joint stiffness and soreness. Realizing he could expand on his concept, he opened the first Stretch Zone corporate store in Fort Lauderdale, Florida, in March 2015 and formed Stretch Zone Franchising later that year.
Gold says Stretch Zone’s certified-practitioner-assisted stretching differs from traditional stretching methods by utilizing the nervous and muscular systems to increase an individual’s active range of motion.
“We’re in the business of reeducating the muscle reflex, allowing you to move easier,” he said. “This re-education of the associated muscle reflex lends to movement becoming more efficient and effortless in all ranges and planes of motion.”
Stretch Zone President and CEO Tony Zaccario said each session provides a tailored experience based on the consumer’s needs.
“We design programs that are unique to the person so they can achieve whatever goals they might have,” Zaccario said. “Sometimes it’s playing a full round of golf without back pain and for others, it’s really just sleeping through the night.”
Brees discovered Stretch Zone while in San Diego last offseason. He accepted their offer of a free 30-minute session, immediately felt the benefits, and began exploring their business model. Learning the company was looking to expand, he joined as a franchisee, board member and brand ambassador, and, together with Loerzel and Smith, is in plans to open stretching studios in New Orleans, Southern California, and across the Midwest.
“This was the stretching methodology that I used during the latter part of my career to supplement what I was doing on the training side,” Brees said. “Typically, I would train, and then I would go get stretched. At the end of training your muscles contract and stretching really lengthens you out. I felt like there was a huge benefit. It really helps me maximize my workout.
“It’s probably one of the most important parts of your training regimen that goes unnoticed and unattended to,” he said. “Power is strength plus mobility. If you’re really strong, but you’re not flexible, you’re really not able to generate a lot of power. But if you’re strong and you have flexibility to go along with that, that equates to power. So, for me, especially as I was getting older and I had to work harder to maintain my body and to take care of myself, what it became about was, ‘How can I maximize my power to play the game right?’ You look for every edge possible. And this was a great part of my training regime, especially as I got older.”
DEMOGRAPHICS
Brees says Stretch Zone can benefit many individuals.
“We are a complement to any fitness regimen you want to try to maintain,” he said. “It’s designed to fit the needs of whomever — male, female — no matter your age or what you’re trying to accomplish. Bottom line is there’s something for everyone. Whether you’re an athlete, a weekend warrior, somebody who’s just getting a
JASON LOERZEL AND DREW BREES, CO-OWNERS OF STRETCH ZONE FRANCHISES IN LOUISIANA
AT A GLANCE 126 LOCATIONS IN 27
STATES
INITIAL FRANCHISE FEE $39,500
TOTAL INVESTMENT $94,883 - $195,109
$10,000 - $20,000
WORKING CAPITAL
ROYALTY FEE 6.0%
little bit older and because of the aging process has some aches and pains, maybe some injuries, and lost mobility or range of motion or the ability to do some of the things they love to do. This can get it back.”
One of the main benefits of utilizing Stretch Zone, Brees says, is that the practitioner conducts the stretching session.
“I mean, there’s times where people just say, ‘Gosh, I don’t feel like working out today.’ Right? ‘But I want to feel active. I want to feel like I did something good for my body,’ and this is a great way to accomplish that. You get to lie on the table, they do all the work, and you get up feeling great.”
BREES IN BUSINESS
With a solid reputation for being as good a person off the field as a player on it, companies have naturally flocked to Brees to invest in and/or be a spokesman for their brands. While the affable QB was gathering stats on the field, he used his degree in industrial management, along with the millions of dollars he made as a player, to build a diversified business portfolio.
Brees currently owns several Jimmy John’s sandwich shops and is a partner in Walk-On’s Bistreaux & Bar, Happy’s Irish Pub, and fast-food burger restaurant Smalls Sliders. He has an equity stake in Title Boxing Club and food delivery service Waitr. Additionally, he has served as spokesman or appeared in commercials for AdvoCare International, Nike, Microsoft, PepsiCo, Procter & Gamble, Verizon and Wrangler Jeans. Earlier this year, he joined the board of directors for Baton Rouge-based b1Bank and its parent company, Business First Bancshares, which has 43 locations across Louisiana and Texas, with local branches in Metairie and Covington. In July, he partnered with online sportsbook PointsBet and will serve as a brand ambassador starring in advertisements, hosting watch parties, and helping with promotions.
Stretch Zone has 126 locations in 27 states and is hoping to eclipse 200 studios by the end of the year. Bringing on a guy with Brees’ recognizability has been “huge for the brand” as they expand, Zaccario said.
“First and foremost, his character just surpasses everything we could imagine,” he said. “His core values obviously align with that of the company’s and what we’re trying to do. He has a strong business acumen. He has a heavy franchise background and wants to get down to the unit level. He brings all that to the table with him as a franchise partner, board member, and, obviously, brand ambassador.
“We’re tracking well; Q3, Q4 is sizing up nicely. Now that COVID-19 is going into the rear-view mirror, a lot of municipalities that
maybe were tied up in certain markets are getting much easier to get back into now.”
Loerzel said the New Orleans store has been booming since it opened June 14.
“We’re about three weeks booked out now, and we’re trying to hire more people, good, qualified candidates to be trained and to provide this service,” he said, noting that employees receive training on Stretch Zone techniques. “We’re trying to open up our Metairie store in August. The construction is moving just fine, but it all depends on how the hiring situation goes. We’re also actively working on other locations, but the leases are not final just yet.”
CHOOSING TO INVEST
When looking at business opportunities, Brees says he tends to gravitate toward businesses that have already made it through the difficult part of getting started and making the mistakes that come with starting new ventures.
“I’ve always loved franchising,” Brees said. “I feel like you’re taking an established business model, and you’re providing someone with the opportunity to own their own business. It’s hard to own your own business, to come up with your own idea and your own set of systems and processes. That’s a really difficult thing to do. Franchising, especially
DREW BREES
when you find a good one, provides a great support system and processes that put you in a position to succeed.”
Before handing over money, he says he looks for key components in a business investment.
“I want to see great leadership,” he said. “I want to see great unit economics. Obviously, there is the balance between the cost of opening up a store, your ability to be profitable, your ability to hire and train and give people opportunities to succeed within the framework of your business. And, finally, I want something that I think feels authentic, has a great concept and a great methodology.”
Additionally, he seems to lean on the familiar. He has gone into multiple partnerships with Walk-On’s founder Brandon Landry, and Stretch Zone is only the latest of multiple investments he has with former Purdue teammates. He played college football with Carl Buergler, Jimmy John’s director of operations.
“Ben and I have known Drew since our first days at Purdue,” Loerzel said. “We always had an idea in our minds that we wanted to kind of jump into some things together. I found this company, brought it to Drew and Ben, and we decided it was a great thing to jump into. Drew said, ‘All right, I’m going to show you all the franchising world. This is how it works. This is what we do. So, he’s showing us the ropes, and we’re learning on our feet.”
PRIMETIME PLAY CALLING
While Brees has hung up his helmet and shoulder pads, he’s not walking away from football completely. On Saturdays this fall he will be in the broadcast booth as color analyst for NBC’s national broadcast of Notre Dame football games. On Sundays, he’ll be an analyst on NBC’s “Football Night in America.”
“I’ll be calling Notre Dame games with Mike Tirico and then will be in-studio on Sundays doing the pregame and halftime show alongside Mike and Tony Dungy,” he said. “It’s an opportunity to work with one of the best groups in the business and stay very closely connected to the game. I’ll have a little bit of a learning curve, but it’s the opportunity to basically play the game from the broadcast booth, talk about it, anticipate what’s to come, and try to create a great experience for the fan that’s a lot of fun and where they feel like they’re learning a lot.” n
5
hile New Orleans has its share of major chain hotel operations with cookie-cutter rooms and standard amenities, the city has always offered much more in the way of accommodations. Options have ranged from French Quarter treasures like the Monteleone and Royal Sonesta to little hotels and B&Bs tucked away in unlikely corners all over town.
A next generation of properties is taking this diversity to a new level — with the added twist that they are all eager to welcome locals as well as visitors through their doors, and to help visitors feel as much like locals as possible.
Part of this focus on locals is based on post-pandemic uncertainties. While pent-up demand has reinvigorated the travel industry, no one is sure when it will eventually level off. Many analysts anticipate that business travel in particular may not return to pre-COVID levels. However, these are not the only driving factors behind the new approaches to attracting customers.
“People are traveling differently,” said Robert LeBlanc, owner of The Chloe on St. Charles Avenue, which opened Oct. 28, 2020. “Many are looking for a unique local experience where they stay.”
With 14 guest rooms, The Chloe is at the opposite end of the spectrum from the Four Seasons, which opened 341 rooms in stages in the former World Trade Center in July. Yet, according to Four Seasons New Orleans General Manager Mali Carow, this property is also aiming for “a very residential feel. Every month we want to be thinking of a new way to embrace the New Orleans culture, have fun with it and share it with our guests.” Courtyard pool at The Frenchmen
THE FRENCHMEN
ANTICIPATED FOR FOURTH QUARTER 2021
This notion of becoming a part of the New Orleans scene, and appealing strongly to residents, is perhaps most on display at The Frenchmen, opening in fourth quarter 2021 just off Esplanade Avenue on Frenchmen Street.
As owner Robert Thompson noted, “Frenchmen is such a rollicking, iconic street. People understand this location and what it means. We want to offer a modestly elevated experience from what’s available on Frenchmen Street right now, to dial it up some without blowing the ceiling off it.”
To this end, The Frenchmen is focusing considerable effort on upgrading the two bars in the building along with the 27 guest rooms. The street-level bar will offer live music featuring local performers, while the mezzanine bar, which is open to the stars, will offer “innovative beverages and extremely warm and welcoming service,” in Thompson’s words.
Thompson’s long-term vision is to find similar properties in other New Orleans locations and employ a similar strategy of appealing to both visitors and locals, blending the city’s inherent history and charm with new technologies and sensibilities.
“When you come into our facility, we want you to feel like you are walking back in time and into the future,” he said.
A similar objective, albeit on a much larger scale, guided the renovation of the World Trade Center building. The landmark tower was built in 1968 for the 250th anniversary of New Orleans and is listed on the National Registry of Historic Places, yet it had deteriorated into a troubled property.
FOUR SEASONS NEW ORLEANS
OPENED JULY 21, 2021
“P eople in New Orleans are going to be delighted to see it brought back to life,” said Carow. “The building was built in the right way, its foundation, its structure and decorative moments. Now you will walk in and see the original green columns in the lobby and the other key elements that we preserved.”
To the original upscale décor, Four
Seasons has added details such as a massive chandelier to highlight the lobby bar. The chandelier includes thousands of pieces of hand-blown glass, crafted by artists brought over from the Czech
Republic to help install it.
The Four Seasons chain is at the luxury end of the hotel spectrum, and while Carow noted that each property is distinct, the
New Orleans version will fit the overall template. The guest rooms will feature high-end furnishings, and many will include an expansive Mississippi River
view. Guests can arrange for a private performance at Preservation Hall or a private streetcar ride featuring narration by a local historian.
The hotel’s restaurant partners will be Alon Shaya on the first floor and Donald Link on the fifth floor. Downstairs the experience will include a rose quartz bar and a classy, brassy feel. Upstairs, the restaurant will be next to the pool, with wide open river views.
Yet attracting a local clientele remains a priority.
“We have a global following of Four Seasons guests,” said Carow, who has been with the chain for 21 years and is working at her seventh hotel, “but our focus is on how do we entertain the New Orleans community. We want to be a part of celebrating the local community, through art, music, history and culture, and food and beverage.”
Indeed, the only disappointment longtime New Orleanians may experience is that the legendary “Top of the Mart” rotating bar will not be making a comeback, as the machinery did not survive. The space will, however, be accessible via a separate entrance as an observation deck and event space.
“We are really embracing New Orleans culture and people, their warmth and kindness and generosity,” Carow said. “There’s so much here for everyone to enjoy.”
ST. VINCENT HOTEL
OPENED JUNE 22, 2021
Skipping to a different part of town, and a different property size, the newly-opened St. Vincent Hotel offers 75 guest rooms on Magazine Street in the Lower Garden District. Located in an 1861 building that once housed the St. Vincent Infant Asylum, the exterior of the structure was left largely unchanged, while the interior went through a $22.5 million renovation.
The project is a joint venture between Austin-based hospitality veterans Larry McGuire, Tom Moorman and Liz Lambert, along with locals Zach Kupperman and Jayson Seidman. The group was clear from the beginning that they wanted a property outside the usual tourist or busi(top) St. Vincent Hotel is the result of a $22.5 million renovation of what was known as the St. Vincent Infant Asylum on Magazine Street. (bottom) Four Seasons New Orleans includes many guest rooms boasting views of the Mississippi River. ness traveler zones. The intention was to create something both new to the city and distinctly New Orleans, again to appeal to both tourists and locals.
“When you dig into New Orleans, you realize how much there is to draw from — Spanish, Italian, and French, to name a few cultural influences on design,” Lambert explained. “So, we began with classical Western European details and then put on a full overlay of Italian Modernism.
“We started with an orphanage that was built during the Civil War, that had remained fairly untouched structurally since it was built,” she continued. “We approached the building in the spirit of restoration, with the additional intent of layering a new story on top of the historic structure. We wanted to create something grand and a little ‘debaucherous’.”
To achieve this, emphasis was placed on creating inviting public spaces to complement the guest rooms, including a swimming pool, outdoor verandas, an event center and several bars. Two full-service restaurants grace the property and are very much intended to entice a local clientele.
“Early on we knew we wanted to do a restaurant with coastal Italian food with a focus on Gulf seafood,” McGuire explained. “In the main dining room of San Lorenzo we put a layer of excitement on top of the classic architecture, with painted floors and murals, custom mohair couches and wild stone choices.”
The second restaurant, the Elizabeth Street Café, is a French-Vietnamese-style café and bakery where guests and neighbors alike can grab a morning coffee and pastry.
“My favorite hotels always seem to be properties that have been in a family for a long time and passed along to new generations, who in turn layer their own remodels and personal styles on top,” said McGuire. “Liz and I imagined that it was our turn, and we were going to go ’60s/’70s decadence over the beautiful base layer of New Orleans’ classic Garden District design.”
KIMPTON HOTEL FONTENOT
OPENED MARCH 13, 2020
Aconversion of an entirely different nature is the Kimpton Hotel Fontenot, in the Central Business District at Poydras and Tchoupitoulas streets. A thorough reimagining of a former Staybridge Suites, the 202-room hotel’s name is inspired by Cajun music legend Canray Fontenot, and music is the underlying theme throughout the property, a move intended in part to draw that local crowd.
“This is a luxury boutique property, a place where locals can come for a little
getaway and a comfortable place for visitors to really experience New Orleans,” said General Manager Jesseca Malecki. “It’s upscale, yet genuine and warm.”
Key amenities include complimentary bicycle use and in-room yoga mats. The hotel is also very pet-friendly, offering pet beds and treats for patrons’ furry friends.
The Kimpton had the misfortune of opening on March 13, 2020, and promptly closed one week later. The property reopened in May 2020.
Malecki described the hotel’s largest lounge, the Peacock, as “the jewel of the property. It’s a menagerie of prints and velvety couches, with specialty cocktails and great music.” Featuring favorite local performers, special programs such as “Flash Your Feathers Fridays” (where showing up in fancy headpieces earns you a free glass of champagne) and pop-ups with jewelry, cosmetics and crafts, Malecki estimated that crowds thus far have been 90% New Orleanians.
Perhaps the ultimate indicator of the Kimpton’s commitment to the city’s culture, however, is its partnership with the Roots of Music, a nonprofit that supports young, aspiring musicians. During its grand opening, the Kimpton made a donation for every reservation, and is hiring program alumni as performers.
Further expansion of the Kimpton will come on board next year, when renovation of a neighboring historic building will wrap up. This will add 33 guest rooms, meeting space, a full-service restaurant and a full-blown music club.
VIRGIN HOTELS NEW ORLEANS
OPENING AUGUST 2021
Not every new hotel is a renovation. Virgin Hotels New Orleans, at Baronne and Lafayette streets in the CBD, is adding another modern structure to a location already teeming with restaurants, shops and residences.
“This is an up-and-coming area,” said General Manager Cody Betone, “which enables us to offer a real local experience. The Virgin Hotels trademark is offering great food, music, drink, art, and technology with a local flavor and local designers.”
Betone described the property as “a lifestyle hotel. It provokes discovery, the opportunity to experience new things. We want to be a bit disruptive, a little outside people’s comfort zones.”
Accomplishing this included partnering with the Contemporary Arts Center to bring art, music and other performances (facing page) Formerly a private residence, The Chloe now features 14 guest rooms. (top) An additional 33 guest rooms will be added next year — via a neighboring historic building —to the currently 202-room Kimpton Hotel Fontenot. (bottom) Virgin Hotels New Orleans is a new construction that seeks to capitalize on the popularity of the CBD. to the hotel. In turn, Betone anticipates this will draw locals to the hotel.
Another attraction is the rooftop area. It features a pool, air-conditioned lounge and some specialized programming. The primary restaurant, in partnership with chef Alex Harrell, further adds to the local flavor.
Betone was proud of the local connections running through the Virgin. Staff and vendors are virtually all drawn from the region, and Betone himself is a native. Overall, the hotel seeks to epitomize the newest of New Orleans.
THE CHLOE
OPENED OCT. 28, 2020
Returning to where this exploration began, The Chloe stands out as the smallest of the new hotels and the only one adapted from a private residence. The original single-family mansion, built in 1891, is surprisingly visible within its new incarnation. This is intentional, as owner LeBlanc noted.
“We opened to be a place oriented to New Orleans. I love Uptown, with its music clubs and restaurants. We want our guests to experience the neighborhood the way we do, to feel like it’s a very nice apartment in New Orleans, not a hotel.”
Yet The Chloe focuses much of its marketing on New Orleanians. “We want people to think of this as a neighborhood bar and restaurant,” he added.
The property does include some additions and upgrades from the original dwelling, such as the pool and pool bar. “We wanted to mix tradition with improvisation,” said LeBlanc. “Developing buildings like this is jazz through and through.”
A COMMON GOAL
Listening to the stories behind, and visions for, these widely varying properties offers an interesting look at how clearly hoteliers in today’s New Orleans see a common path to success. In the words of Mark Romig, senior vice president for New Orleans & Company (the city’s tourism marketing entity), “These properties are the ‘front door’ to all the wondrous restaurants, activities, retail and special events that the visitor will experience. We are excited about the arrival of additional hotels to our community, as each will provide a unique and memorable stay for their guests.”
Even more exciting, each is equally focused on adding to the “New Orleans experience” for the people who call the city, and the region, home. n
From The Lens
SOUTHEAST LOUISIANA BUSINESS IN FULL COLOR
