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CONTENTS FEATURES
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I AM TOPEKA
TK shares the stories of three people who understand the importance of embracing the place where you live and work.
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ADAPTING TO THE MARKETPLACE Photo by DAVID VINCENT
As customer demand and the competitive landscape continue to change, businesses in Topeka have adapted to continue to thrive.
ADAPTING TO THE MARKETPLACE
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HEART OF THE ENTREPRENEUR Paradise Donuts is serving up tasty treats and creating a delicious business.
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TK EXPERT
Kristen O’Shea gives advice on how to leverage employees’ greatest assets.
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PG. Photo by BRIJORAE PRODUCTIONS
TAKING ON OPIOIDS
Local business and organizations are working together to minimize opioid abuse in Topeka.
TAKING ON OPIOIDS
COVER PHOTO
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IN EVERY ISSUE
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HEART OF THE ENTREPRENEUR Keith Berry Paradise Bakery
Cover Photo Credit: David Vincent
FROM THE PROFESSOR
Dr. Pamela Schmidt explains how analytics inform the Metro Bike Program in Topeka.
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SCENE ABOUT TOWN
Active 20-30 Benefit Auction & Gala Topeka Chamber Business Unwind Forge Glow Golf Tournament
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LAST WORD
City Manager Brent Trout
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THE BUSINESS MODEL CANVAS
Emerging entrepreneur Leslie Fleuranges discusses the benefits of incorporating a Business Model Canvas in business design.
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FROM LIFE TO THE PAGE
Topeka business executives-turned-authors share their stories.
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MULTILEVEL MARKETING
See how local entrepreneurs have turned multilevel marketing opportunities into successful businesses.
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NAVIGATING GOVERNMENT CONTRACTS
Discover how acquiring government contracts can benefit small business.
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CHECK OUT
magazine.com Check out TKMagazine.com to get expert business advice and up-to-date information on business in Topeka. Send your news releases to braden@tkmagazine.com. BUSINESS NEWS
BUSINESS GROWTH
ADVISORS EXCEL has been certified for a second year in a row as a great workplace by the independent analysts at Great Place to Work®. MIZE HOUSER & COMPANY P.A. is ranked as the 129th largest accounting firm in the INSIDE Public Accountings’ Top 200 Firms of 2018. JUNIOR ACHIEVEMENT OF KANSAS announced they reached 27,264 students in the 201718 school year, taught by 952 volunteers. Kansas ranks 9th out of 135 Junior Achievement areas in the nation for volunteer retention, retaining 46.6% of its volunteers from the previous school year.
FINANCIAL PLANNING:
The Sixth Cure for a Lean Purse.
“Provide in advance for the needs of thy growing age and the protection of thy family.” Mark Reinert, CFP®, RICP®, MBA Reinert Wealth Management TECHNOLOGY:
Why Cloud Storage?
Backing up your company’s data and recovering those backups quickly and efficiently. Dynamic Computer Solutions of Topeka, Inc.
The GREATER TOPEKA PARTNERSHIP launched the Topeka/Shawnee County 3% (TSC3) initiative asking small businesses and corporate partners to consider shifting 3% of their spending to local business. The impact could mean up to $200 million to the local economy.
WORKING CAPITAL is about local and regional businesses within the KTWU viewing area. WORKING CAPITAL showcases entrepreneurship and provides an atmosphere for sharing business concepts and practical business experiences. Tune in to KTWU-HD, Digital Channel 11.1.
10:30 AM - 11:00 am
WIBW 580 AM
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EDITOR-IN-CHIEF Lisa Loewen CREATIVE DIRECTOR & DESIGNER Janet Faust MANAGING PARTNER & SALES DIRECTOR Braden Dimick braden@tkmagazine.com 785.438.7773 COVER PHOTOGRAPHER David Vincent CONTRIBUTING PHOTOGRAPHERS Braden Dimick Emma Highfill Keith Horinek Brittany JoRae Rachel Lock JD Melton Megan Rogers Stephen Smith David Vincent CONTRIBUTING WRITERS Kim Gronniger Shalyn Murphy Karen Ridder Jamie Slack Adam Vlach Kathy Webber CONTRIBUTING EXPERTS Leslie Fleuranges Kristen O’Shea Dr. Pamela Schmidt
PUBLISHING COMPANY E2 Communications 7512 SW Falcon St. Topeka, KS 66610 785.438.7773
FOUNDER ǀ Kevin Doel tkmagazine.com 2018 TK Business Magazine is published by E2 Communications, Inc. Reproduction or use of this publication in any manner without written permission of the publisher is prohibited.
saturdays
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PUBLISHER Tara Dimick
Every effort was made to ensure accuracy of the information in this publication as of press time. The publisher assumes no responsibility of any part for the content of any advertisement in this publication, including any errors and omissions therein. E2 Communications, Inc. makes no endorsement, representation or warranty regarding any goods or services advertised or listed in this publication. Listings and advertisements are provided by the subject company. E2 Communications, Inc. shall not be responsible or liable for any inaccuracy, omission or infringement of any third party's right therein, or for personal injury or any other damage or injury whatsoever. By placing an order for an advertisement, the advertiser agrees to indemnify the publisher against any claims relating to the advertisement.
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FROM THE PUBLISHER
Photo by JD MELTON | 83 PIXELS
LISA LOEWEN EDITOR-IN-CHIEF
BRADEN DIMICK MANAGING PARTNER & SALES DIRECTOR
JANET FAUST CREATIVE DIRECTOR & DESIGNER
I love the stories we tell in every issue about the awesome businesses right here in Topeka. Every time I read a new story, it makes me want to support that business by buying their products, using their services or telling everyone I know that they should find out more about them.
I like to root for the underdog—those people who worked their tails off and maybe failed a few times, but kept going. I am inspired by businesses that start in a garage or a basement and grow to become a multi-million-dollar business. Stories like Man of Steel, featuring John Haas, owner of HME, Inc.
I like to spend time reading every story and reviewing the photographs as they come in for the next magazine so that I can get a feel for the article and understand the content. I want to make sure I get the goal or message that is being conveyed before I start so it will help me build the design on the page. What I didn’t realize would happen is the magnitude of knowledge about business I have gained from what this team of writers garners from interviews.
I remember when I first became a part of TK, we ran a Heart of the Entrepreneur story on Ditch & Associates Trash Service. I read that story and switched my trash service to Ditch the very next day. I have lost count now of the number of times I have become a new customer of a Topeka business because I learned about them in TK. These are real people, who work hard and love our community. To be able to tell their stories takes me to my happy place.
Tara Dimick Tara@TKMagazine.com
@TKBusinessMag
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@TK...Topeka's Business Magazine
TK Business Magazine
Photo by JD MELTON | 83 PIXELS
Photo by JD MELTON | 83 PIXELS
I
OFTEN SAY THAT BUILDING A BUSINESS is like having a baby. You have a great idea, you launch it into the world working tirelessly to nurture and care for its growth, and then try to find the right people to develop the business further, entrusting them with your most precious creation. Giving up something you love so much to others to develop is really hard at times, but I have been blessed with a team that sees my vision for TK’s role in the business community and then makes it better. I love our discussions, disagreements and collaboration as we build each issue. And with each issue, the need for my input becomes more and more irrelevant and I’m just popping in to give my “mom” advice that they can now take or leave. I want you to get a glimpse of that passion they bring to TK and to Topeka. Meet my crew.
Photo by JD MELTON | 83 PIXELS
THE MANAGING TEAM
My second favorite type of articles are the generational stories—because working for family is complicated. One of my favorite TK generation stories was about Neal Spencer, owner of ErnestSpencer, called Seizing Opportunities.
Every article has something worth reading and learning about.
Finally, I enjoy the emerging businesses, like Austin Wright’s aDRONEaline Racing that was featured in 2017, that make people say, “Why didn’t I think of that?” or inspires someone to make that dream of a business come true.
@TK Business
@tk_business_
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PG.12
PG.14
PG.16
Rich Tarwater
TARWATER FARM & HOME SUPPLY
Marne & Eric Craver HAPPY BASSET BREWING CO.
Dr. Shekhar Challa KANSAS MEDICAL CLINIC
By SHALYN MURPHY
Photos by DAVID VINCENT
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MEALS: THE ORIGINAL SOCIAL NETWORK “Share” is thrown around a lot these days... Truly sharing means more than filtered phone pics. It’s enjoying time with those you care about surrounded by exceptional food made from the heart.
Workplace Wellness Farmers Alliance encourages employee health.
(785) 235-1700 RowHouseRestaurant.net
“We believe a healthy work/life balance is important. Our workplace wellness program offers a workout facility, education and assistance to help employees live healthier lifestyles. “Blue Cross and Blue Shield of Kansas are partners in our success. Their onsite and online education and support are made especially for our needs. “Companies of any size can benefit from helping employees live healthier lives. It’s just the right thing to do.” Ryan Hicks • VP, Human Resources • Farmers Alliance, McPherson, KS
bcbsks.com N.1817 An independent licensee of the Blue Cross Blue Shield Association.
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I AM TOPEKA
Photo by DAVID VINCENT
“I grew up working here,” said Rich Tarwater, who bought the family business from his father in 1997.
in North Topeka. For the first year of business, the family pumped gas and sold bagged feed as the business built a customer base. Rich and his siblings saw the importance of customer service firsthand as they pumped gas, cleaned windshields and sold feed alongside their father. As the business grew, Tarwater’s added warehouses, feed mills, elevators for creating custom feed mix, a bulk chemical facility, a new showroom, and a service bay. In the 40 years that Tarwater Farm & Home Supply has been serving Topeka, it has remained a true family business. Rich purchased the business from his father in 1997 and currently works alongside his wife, Lisa, his children, Levi, Isaac, Megan, and Megan’s husband Abe. “I grew up working here,” Rich said. “My kids have grown up working here. I had them cleaning the bathrooms and sweeping the floor at age 7. Now they’re taking on more responsibility and making decisions for the business.” Despite the growth of online shopping and the challenges of retail, Tarwater has added new services and expanded their business by remaining true to their customers’ changing needs. Tarwater’s customer base has changed as the farming industry weathered major changes through the early 80s and rural North Topeka became increasingly urban and populated with homes, schools and businesses. By getting to know their customers and responding to their needs, Tarwater has experienced recent growth in agriculture, retail and outdoor equipment.
RICH TARWATER
TARWATER FARM & HOME SUPPLY Since opening in 1978, Tarwater Farm & Home Supply has made excellent customer service their first priority. This singular focus has steered the family business through growth and changes. “My dad always said, ‘Take care of the little things and the big things will take care of themselves,’” Rich Tarwater, owner of Tarwater Farm & Home Supply, said. “Treating people right is the most important service we provide.” Dick Tarwater had 23 years of experience in the feed and seed business when he opened Tarwater Farm & Home Supply in an 850-square-foot gas station
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To support their agriculture customers, Tarwater has three full-time agronomists who are experts in crop rotation, irrigation, drainage, soil classification, weed control and pest control. The expanded retail space includes clothing and toys related to outdoor work, farming and animal care, while keeping their top-ofthe-line custom feed mixes for large and small animals front and center. The largest change, however, has been the addition of sales and service for outdoor power equipment including off-road utility vehicles, mowers, snow blowers, air compressors, and accessories. “The outdoor power equipment has opened up a whole new area for us,” said Rich. “I knew that if we were going to sell the equipment,
we needed to be able to service it too, so now we’re providing that same excellent customer service in our equipment bay.” Moving well beyond feed and seed for Topeka farmers, Tarwater Farm & Home Supply has become a partner that Topeka businesses can count on. Keeping a large inventory on-hand allows Tarwater to work with many local businesses, delivering truckloads of grass seed, fencing, and lawn care chemicals. The Tarwater philosophy of treating people right extends outside the 10-acres of Tarwater Farm & Home Supply. Tarwater employs 28 people, with several longtime employees that know generations of customers by name. For Topeka, that means there are 28 people with a customer-centric focus and a desire to serve.
“What I love most about working here is the people,” said Levi Tarwater, general manager of Tarwater Farm & Home Supply. “Every day is different because of the people that come in and what they need that day. We treat people how we want to be treated, so they trust us with their challenges and solutions. And they come back.” Tarwater is a big supporter of the Future Farmers of America chapters at area schools and the 4-H clubs in Shawnee County. Additionally, Tarwater supports the Topeka Rescue Mission through donations of clothing and outdoor equipment. Rich stresses the importance of making those decisions as a family. Additionally, Tarwater aims to continue investing in Topeka by investing locally and by supporting the community.
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“I like to spend money as local as possible,” Rich said. “When I need to buy corn for our feed, I’m buying it from a local farmer. We want Topeka to succeed—the people, the businesses, and the community.” Through periods of business growth and drought, Rich has upheld the importance of customer service with an attitude of gratitude and positivity. Now Rich sees a similar concept spreading through Topeka as a community. “The next generation of leaders are rising up with a sense of responsibility and pride, and the work ethic to make a better community,” Rich said. “Topeka has a real sense of momentum right now. It’s the kind of push we need. Put your heart out there and let people see who you are.”
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I AM TOPEKA Marne and Eric Craver opened Happy Basset Brewing Co. in 2016, which is a fitting tribute to their relationship that started with a chance meeting in a bar.
Photo by DAVID VINCENT
When Eric Craver started brewing his own craft beer at age 19, little did he realize that he was actually brewing a future business. His love of beer also led him to find the love of his life, Marne, who he met in a bar. “Beer has been part of our entire relationship,” Marne joked. “We met the good old-fashioned way—in a bar, got engaged during the Great American Beer Festival in Denver, and now have bet our future on beer. How great is that?” Eric and Marne, who have been married six years now, officially opened Happy Basset Brewing Co. in 2016 at 6044 SW 29th St. “I remember it like it was yesterday,” Eric said. “July 22, 2016 was the first day we sold beer.” Happy Basset Brewing Co., named after their two Basset Hounds, Gracie and Freckles, was designed as a replica of Brew Nation. Eric, who is the brewmaster and recipe creator, went to all-grain brewing, which is the purest form of beer making and the method by which you can most greatly influence the outcome of the beer. “All-grain brewing is like baking a cake from scratch versus using a premade cake kit,” Eric said. “I decide exactly what the beer is going
MARNE & ERIC CRAVER HAPPY BASSET BREWING CO.
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to become, from color and aroma to flavor.” The brewery invited the community to tasting parties and private events and hosted block parties to introduce the business and the beer. The response from the community was overwhelming, quickly establishing a regular clientele eager to see what new creations Eric brews up. Eric says with 30 to 40 different craft brews they switch out according to seasons and customer demand, Happy Basset always has 12 beers on tap. “People want to support local and drink local,” Marne said. “They love to see our beer on tap in new locations.” This growing business is actually a side gig for Eric and Marne who both still hold full-time jobs. Eric works with his father in their mechanical
contracting business, and Marne works at Mars as a food scientist. This side gig, however, has grown into a thriving business that employs 14 people and whose beer is found on tap in almost 50 locations. “We work around 80 hours a week on average,” Marne said. “This business doesn’t run itself.” Happy Basset now plans to expand into a second 12,000 sq. ft. location that will not only offer more beer on tap, but that will also be available for event space. Eric and Marne hope to have the new site, which is located on South Burlingame close to Strathman Sales Co., operational by Spring 2019. “I should have gotten more space initially because we have outgrown our current location,” Eric said. “But at
how new legislation will affect the business. They also look at ways to create a vibrant brewing community that will attract people to Topeka. “We knew we needed more fun things to do here,” Marne said. “We wanted to be part of making that happen. This is where we live. This is where we want to raise our kids.” That sense of community involvement has played a large role in establishing Happy Basset Brewing as a thriving microbrewery. With Bingo every Sunday, trivia on Mondays, parking lot parties with food trucks and even a car show, Eric and Marne want to offer Topekans more than just great beer—they want to offer dog’s best friend—a community experience.
the time I had to listen to my parents, who are our silent partners.” “And his wife,” Marne added with a smile. Eric hopes to eventually add a 30-barrel, four vessel brewing system in the new facility, which will give them the ability to can their beer, opening up a whole new market. Craft breweries have been popping up all over Topeka in the past few years; however, Eric and Marne don’t see that as a hurdle, but rather an opportunity. “The craft brewing community in Topeka is great,” Eric said. “We are all friends and we all help each other out.” The local brewers meet once a month to talk about collaboration, trade ingredients and talk about
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Photo by DAVID VINCENT
I AM TOPEKA
Dr. Shekhar Challa moved to Topeka in 1987 to establish his gastroenterology practice while also considering what was the right place to raise a family.
DR. SHEKHAR CHALLA KANSAS MEDICAL CLINIC Serial entrepreneur Dr. Shekhar Challa approaches every potential business idea with two essential questions—Is there a need? Does it solve a problem? These questions led him to move to Topeka in 1987 to establish his gastroenterology practice and then open the Kansas Medical Clinic in 1998, a move that has had a far-reaching impact
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on the health of Topekans, as well as the business community as a whole. “I believe we have saved hundreds, if not thousands of lives with our services,” Dr. Challa said. “Whether it’s detecting esophageal cancer, colon cancer or other cancers, at the end of the day, we are saving lives.” Thirty years ago, when Dr. Challa opened his outpatient endoscopic facility specializing in colorectal cancer screening and treating digestive tract diseases, it was the first outpatient surgery center of its kind in the Midwest. Since then, Kansas Medical Clinic has expanded beyond gastroenterology to include dermatology, pathology and plastic surgery with six Kansas locations, and employs more than 150 people. Dr. Challa says that outpatient surgery centers, like KMC, increase convenience and allow for more personal care for patients in need of gastroenterology screenings, such as a colonoscopy, while decreasing costs and the risk of infection associated with hospitals. Additionally, KMC has continued to offer top-of-line health care by being the first location to introduce numerous techniques and procedures in Topeka and the Midwest. The range of services offered allows Topekans significant access to medical care without leaving the city, and also draws a large number of patients from rural communities and Western Kansas. Seeing the need for quality health professionals in Topeka and beyond has led Dr. Challa to tackle another problem. According to the U.S. Department of Health and Human Services, 92 of the 105 counties in Kansas are considered medically under-served. Dr. Challa has set out to ensure that access to dermatologists is available throughout the state by increasing the number of dermatology providers in rural communities and the number of physician’s assistants and nurse practitioners trained in dermatology. KMC currently has 16 dermatologists across Kansas and is seeking to fill even the hard-to-place locations through an innovative fellowship. “Every dermatologist wants to have a physician’s assistant or nurse
practitioner on staff, but they have to have experience,” Dr. Challa said. “And many practitioners want to work in dermatology. The Fellowship Program has been a great success so far and what we are doing is very unique. We are getting applications from all over the country.” Dr. Challa’s dermatology fellowship provides hands-on experience with nationally recognized dermatologists for a year, along with a stipend and benefits. In exchange, the trainee agrees to work for KMC in an underserved Kansas community for at least three years. Dr. Challa may be well known for his work at KMC related to endoscopic treatments, but his passion for digestive health has opened his area of focus to another need. In recent years the topic of gut health or probiotics,
the good bacteria in your digestive system, has become increasingly researched, discussed and developed. Research has shown that gut flora influences health in many ways, from helping to extract energy from food and building the body’s immune system to preventing obesity and protecting against infection. Maintaining the proper balance of good bacteria in your body can prevent gastrointestinal distress and many symptoms that may spur you to see a gastroenterologist. Seeing the need to educate and inform about the importance of gut health, in 2012 Challa authored Probiotics for Dummies and took his research, experience and expertise to market with Probulin, a line of probiotics sold in more than 4,000 stores across the country.
After completing medical school in India, Dr. Challa finished his medical training at Coney Island Hospital in Brooklyn, New York, and looked for a place to settle down with his wife, Jayashree, and his young daughters, Akhila and Shruti. “I did not want to raise my girls in the city,” Dr. Challa said. “Topeka was ideal for what we wanted. I have no regrets. Topeka has been good to my family and it is my home.” Recent involvement with the Greater Topeka Partnership has Dr. Challa excited about community organizations working together to resolve needs and encourage growth. “I think there’s been more change in the last couple years than the whole time I’ve been in Topeka,” Dr. Challa said. “Suddenly Topeka is awake.
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I am proud and happy to see what is happening in our community.” Dr. Challa’s most recent business adventure has been the acquisition of a MedAssist urgent care location in southwest Topeka. He serves on several local and international boards including the Greater Topeka Partnership, the Topeka Performing Arts Center, Bioscience Americas and the Osteoporosis Division of Proctor & Gamble. In addition to Probiotics for Dummies, he is also the award-winning author of Winning the Hepatitis C Battle and Spurn the Burn Treat the Heat: Everything You Need to Know to Beat Acid Reflux Disease. He is also the president of Osteoporosis Services, a mobile bone density company. TK
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ADAPTING TO THE MARKETPLACE By JAMIE SLACK
T
Photos by DAVID VINCENT HROUGHOUT HISTORY, human beings have needed to adapt to our environment to survive. Companies are much the same—adaptability is necessary to connect with current clients and to create a business that can evolve as necessary. Risk and instability are common variables in the world of small business. Not only are we competing with the grocery store across the street, we are also competing with Amazon, Blue Apron, and the like. In order for small businesses to survive in this global economy, they must recognize the signals of change in the market and make swift moves to innovate and provide a product or service that appeals to the changing needs of their customers.
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Photo by DAVID VINCENT
Russ and Beth Anne Branden of BA Designs, have learned to adapt to a changing market as clients and economy have evolved over their 23 years of being in business.
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ADAPTING TO SPACE BA DESIGNS
Beth Anne Branden and her husband, Russ, started BA Designs 23 years ago, furnishing offices and designing new office space for companies all over the U.S. The Brandens have always looked for new ways to combat the “dreaded cubicle” and create workspaces that allow for creativity and collaboration to happen within an office space. Continually adapting to changing office environments, BA Designs hit it big a few years ago by acquiring a government contract, which allowed the company to add more staff and create more product lines. The large contract provided financial stability that they had not seen before. The contract also catapulted them into the large business office space.
TK Business Magazine
Once again, they had to adapt to their changing market. They added more employees and sought to stay on the forefront of office space design. Business was flourishing when the need to adapt struck again. “When the government slowed down in 2014, when the sequester hit, we lost half of our business,” Beth Anne said. “We had too many eggs in one basket. We really had to stand back and say, what are we going to do differently?” For BA Designs, this was a make it or break it moment. “You don’t really want to talk about the time you didn’t make money, but unfortunately that is the big, in-yourface, rude awakening. It takes some type of crisis to say what’s happening,” Beth Anne said. “We had to adapt and do different things.” As a result of that adaptation, the way the company attracts new clients and markets its products are vastly different today than in previous years. “Today, we’re designing for millennials. They are the new decision makers and they want a completely different work environment.” Russ Branden said. “The new buzzword is resimercial—it’s how millennials want to work.” So, the company now offers spaces that come equipped with kegerators, coffee bars and wide-open work spaces with soft and comfortable seating. With its latest adaptation—BA Designs was recently acquired by PURE Workspace Solutions, a Kansas Citybased company—BA Designs is set to double in size. Beth Anne says being part of a larger company will allow BA Designs to offer better savings for its customers. “We look forward to our continued relationships with our existing customers and growing our market,” Beth Anne said.
Photo by DAVID VINCENT
Customer demand led Blue Jazz Coffee Roasters to develop a 20-minute cold brew unit that can replace the traditional time-consuming 16-24 hour process.
ADAPTING TO TASTE BLUE JAZZ COFFEE ROASTERS
Coffee is the lifeblood of productivity. Maybe not for everyone, but for a significant majority of the population, coffee is synonymous with work. Blue Jazz Coffee Roasters has capitalized on that love of coffee to become a vibrant, growing business in Topeka. Originally Cardona Coffee, Blue Jazz Coffee Roasters has been steadily building as the leading local office coffee service while also growing as a specialty brand of coffee on its own. In the industrial park on South Topeka Boulevard, in a deceptively large warehouse, the coffee company roasts and packages its coffee and stores many other specialty coffee products sold locally and online. Cardona Coffee, created by Kevin Conard’s father in the early 1970s, was the true beginning of Blue Jazz Coffee Roasters. Kevin worked with his father and then in 2006 created the new company. He knew from the beginning that the market was changing, as were customers’ tastes, and that he would have to adapt accordingly. The first change came with the new name. “I discovered that it’s not good for a small company to have multiple brands,” Kevin said. “Once we changed the name to Blue Jazz Coffee Roasters, people had to get used to it.”
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Photo by DAVID VINCENT
Kevin Conard, owner of Blue Jazz Coffee Roasters, along with Dustin Fluke, head roaster and Peder Fisher, operations manager, display cold brew coffee products at their South Topeka Boulevard facility.
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Blue Jazz Coffee Roasters roasts all of its coffee in-house. Peder Fisher is the resident engineer that keeps the roasters working smoothly. One roaster belonged to Kevin’s dad and was an antique when he bought it. Many of the parts are no longer available for purchase, so Peder has found ways to keep the machine running by fabricating his own parts and also connecting the machines to technology. “We call it a Frankenstein— it’s kind of a combination of two different roasters,” Peder said. The other one is high-tech, electronically monitoring the roasting process from start to finish. The difference between the two showcases the adaptation required to stay ahead in the coffee roasting business. Another adaptation came with customer demand. Kevin realized that in the summer time, people don’t necessarily want to drink a steaming hot cup of coffee. He knew he needed to offer them something cold, but that would still offer them a coffee experience. The result? Cold brew coffee.
TK Business Magazine
This product seems simple—you brew coffee, keep it in the fridge, and voila. But it is not that simple. Cold brew is not just “iced coffee,” it’s actually brewed cold. “Traditional cold-brew takes about 16-24 hours to make, and it’s messy and time-consuming,” Kevin said. “It’s hard to get extraction when you’re using cold water. You can’t do it quickly. It has to sit overnight.” Kevin knew that his team could provide a better solution for his clients. They developed a cold brew unit that not only saves coffee houses from the headache of making their own cold brew coffee, but also allows Blue Jazz Coffee Roasters to open up the market to new clients and sell the unit to a mass market online. “We have the best cold-brew in the nation, and we can make it in 20-minutes per gallon,” Kevin said. Kevin hopes the ability to adapt to changing customer demand will keep his company relevant for generations to come.
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Martha Bartlett Piland, owner of MB Piland Advertising+Marketing, shows off TRANSFORMOTIONTM in a Box, which holds unique items used in a series of exercises that induce teamwork, new ideas and creativity.
Creating a company based on a simple idea can be difficult. Creating a company that is creative enough to remain relevant and strategize additional avenues for future growth is far more difficult. Martha Bartlett Piland seems to have found the answer for how to do both. The offices of MB Piland Advertising+Marketing, located in the Westboro Mart area, exude creativity. Bright colors everywhere, paintings on the wall, quirky furniture, and other eclectic items remind the office of where they’ve been along their journey. Companies often find it difficult to foster creativity in the work environment. Martha, who often sees the world a little differently than others, tries to share her vision with everyone around her. “We hear from people all the time, ‘I wish I was more creative,’ ‘you’re so creative,’ or ‘I wish I could be a fly on the wall in your office to hear you brainstorm,’” Martha said. “Many people want to be creative, but they have no way of figuring out how to do that.” So, she and her team created a way to teach people how to look at ways to do things that aren’t conventional. MB Piland introduced TRANSFORMOTIONTM in a Box in mid-2017. Each box contains items meant to employ a multi-sensory approach to thinking. “It’s like a personal trainer in a box,” Martha said. “Get the creative juices
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Photo by DAVID VINCENT
ADAPTING TO CREATIVITY MB PILAND ADVERTISING+MARKETING
flowing, then maybe better ideas can emerge for the business.” At first glance, TRANSFORMOTION may just look like a box with cool stuff inside, but in reality, it is a series of activities to encourage creative inspiration. Some boxes may have Pop Rocks (the candy), chopsticks, a piece of twine, and maybe a balloon, but each of these things are a part of a development exercise to induce thinking in ways that are not commonly utilized. TRANSFORMOTION can be used by individuals or purchased in larger quantities to be used in corporate retreats or to get teamwork flowing and new ideas being shared. TRANSFORMOTION also allowed MB Piland to reach clients who were outside of the normal advertising and marketing arena. “I think that there’s only so much of us to go around, but we can still help
TK Business Magazine
people be more creative and think more strategically with this product because we don’t have to personally take them through the exercises,” Martha said. Martha and her team gather together, along with close friends, to pack the boxes for all of the orders. “I have a great big, wall-length bulletin board in my office and I am always thinking about ideas for the next box,” Martha says of getting new ideas for the upcoming delivery. TRANSFORMOTION in a Box, filled with playlists, unusual items and several developmental activities, teaches people to view the world from various angles. “We all fall into ruts. We eat at the same places for lunch, we do the same workout, we may always insist on having meetings a certain way—and that may be the problem,” Martha said. “It’s time for a TRANSFORMOTION.” TK
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topekalandscape.com | 785.232.8873 FALL 2018
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Entrepreneur Keith Berry, started investigating the donut business after what he referred to as a disappointing donut experience. Deliciousness and a business model he liked led him to the Paradise Donuts franchise.
THE HEART OF THE ENTREPRENEUR
Paradise Donuts By KAREN RIDDER
Photos by DAVID VINCENT
D
ONUTS WERE NOT the first choice for entrepreneur Keith Berry, but they have been making him successful—and happy. The owner of Paradise Donuts at 1620 SW 6th Ave. was looking for a way to re-enter the restaurant business when he came upon the sweet idea for operating a unique donut shop in Topeka. “I was in town one day and I went to a donut shop. I was thoroughly disappointed with the donut. I thought, ‘I can do a better job than this,’” Berry said.
LIFE CHANGES Berry had been in the restaurant business before. Back in 2004, he was the owner of a carryout home-style chicken place. He was simultaneously running trucks as an independent contractor for FedEx. Back then, he was running too hard and found himself bogged down with a heart attack at the early age of 38. “I was running two businesses at the time. I was running myself very thin. I was sleeping about three hours a night. It caught up with me,” Berry said.
Six months of recovery caused him to lose the chicken restaurant. Though he was an entrepreneur at heart, he took a job driving a truck for Frito-Lay for the next 10 years. It was not his ideal job, but it made good money. “The last three years I spent trying to figure out what I was going to do to get back into the restaurant business,” Berry said. About the time he had the bad donut shop experience, he also had to take a break from truck driving because of an injury. Berry decided it was time to become a restaurant owner again.
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Donut making begins at midnight so they will be fresh when the shop opens at 6:00 every morning, Monday through Saturday.
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“I started investigating doing the donuts. I found a couple of different products. Paradise was one of the best products on the market. I went with that, and here we are,” Berry said. Aside from a delicious donut, Berry liked the business model that Paradise offered. It was not as restrictive as a regular franchise. Paradise has a product that has been around since 1967 with 167 stores across the country. However, the company does not require an ongoing royalty fee. The only obligation Berry has is to use the product. “I wanted something that meant I was more in control of my own business,” Berry said. “You can pay to use their name, since they are a branded name. I chose to use the Paradise name because I liked the name and logo.” He also knew that although he liked the idea of selling good donuts, he had never made one before in his life. Partnering with Paradise came with excellent training on the products. “They gave me a five-day training, and on that sixth day we opened. We’ve been going strong ever since,” Berry said. BUSINESS CHALLENGES The donut business is not without its challenges. The hardest thing is finding employees willing to work
TK Business Magazine
overnight. They start at midnight and make the donuts fresh every morning. The shop is open from 6 a.m. to noon. The other challenge is getting people to find the donut shop. Paradise Donuts is located on 6th Street just south of Potwin across from The University of Kansas Health System St. Francis Campus. “A lot of Topeka doesn’t even know we are here,” Berry said. Business has been good though, and by the Fall, Berry plans to add another sweet treat to his offerings—ice cream. Adding ice cream to the menu will allow the store to be open later in the day and provide an additional revenue stream. Berry wants to offer 24 flavors of ice cream and make his own waffle cones. They will also be creating ice cream treats with mini-donuts. “It’s just bringing a variety— something Topeka doesn’t have,” Berry said. FUTURE GOALS Berry is also planning to expand his Paradise Donuts to a second location somewhere in Topeka by the end of the year. He then hopes to enter the Lawrence market next year. As an entrepreneur, Berry says he is glad to be back in the business of working for himself. He tries to be consistent with what the store offers, put out a good product, keep the store clean and have good customer service. Berry also finds it important to keep planting seeds that make his business unique. His goal is to have the best donuts in town, and he enjoys when he hears from customers that he’s succeeding. Offering a product that makes people happy is one of the most satisfying parts of the work. “Donuts make people happy. I gave up a six-figure job to do this. I’m not making any money now, but I’m the happiest I’ve ever been,” Berry said. TK
Listen. Design. Inspire.
TCALC's new state-of-the-art facility will serve as a collaborative school for career-focused or college-bound high school students in USD 501, featuring specialized labs, classrooms, presentation spaces, and robotics. Client: USD 501
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Project: Topeka Center for Advanced Learning and Careers (TCALC)
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THE WORKPLACE ENVIRONMENT
Kristen O’Shea PHOTO SUBMITTED
O’SHEA STRENGTHS COACHING
The future of people in the workplace
W
E’VE ALL HEARD IT, the workplace is changing rapidly. What does this really mean? Johnny Taylor, CEO of Society for Human Resource Management, shows the different workplace eras: hunter-gatherer, agricultural, industrial, informational, and we are heading into an augmented era as you read this. Augmented era means integrating artificial intelligence with human development. The problem is, our mental model is still in between the industrial and informational era. Clearly our current management and employee engagement models are not working as two-thirds of Americans are not engaged in their jobs. This means they show up to work and give mediocre effort, or worse. So, what does this mean for your company as we look to the future? Kristen O’Shea, owns the consulting firm, O’Shea Strengths Coaching, where she speaks, trains and coaches teams and individuals for increased engagement and well-being in the workplace and world through strengths.
5 THINGS FOR MANAGERS TO CONSIDER in order to leverage employees’ greatest assets. Behavioral Economics Pay attention to the data on human behavior. Gather, measure, analyze and predict it. The trends show we are getting something wrong, we must change our way of thinking. If you don’t have time for this, hire someone to do it.
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Expectations The most important indicator for employee engagement is for employees to know what is expected of them at work. According to Gallup, this is only six in 10 employees. Start simple with their job descriptions. Does it align with the work you are asking them to do? Then take it a step further by collaborating with them on goals and understanding their priorities.
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Leverage Strengths You will get the most out of employees if you focus on their highest potential for performance, which lies in their strengths, not their weaknesses. You should not only
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know their strengths, but strategically aim them at performance outcomes. Studies show an increase in well-being, performance and engagement when people use their strengths. Recognition Gone are the days of annual reviews. No one likes to hear what they’ve gotten right or wrong months later. People need frequent feedback and constant coaching in the moment. The sooner you can provide feedback the better. If you are providing critical feedback, aim it toward future performance. If you are recognizing good work, make it as specific as possible.
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Managers to Coaches Managers account for a 70% variance in employee engagement according to Gallup. Shift in thinking from managing to coaching. Employees want someone who cares about their growth and development. Focus on performance and be authentic.
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Taylor predicts that in our future, we will experience a maniacal focus on culture. We’ve all heard it, “If we had bean bag areas and nap stations, unlimited vacation, free lunch for our employees every day, or allow people to work from home that will create a good culture.” WRONG. Gallup’s State of the American Workplace says, “If employees don’t have great managers, if they don’t know what is expected of them or if they are not in roles that match their talents, then the longest possible list of perks is not going to be a cure all.” A focus on culture means a focus on human development. Your organization’s greatest asset is your people. And your people’s greatest asset are their strengths…it’s time to leverage them.
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taking on opioids More than 115 people in the United States die each day after overdosing on opioids— including prescription pain relievers, heroin and synthetic opioids such as fentanyl. The Centers for Disease Control and Prevention estimates that the total economic burden of prescription opioid misuse alone in the United States is $78.5 billion a year, including the costs of healthcare, lost productivity, addiction treatment and criminal justice.
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By LISA LOEWEN
GETTY IMAGE
Photos by BRITTANY JORAE
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It’s a new day - A new way Dynamic has a new revolutionary process for technology management. How do you measure success with your technology investment?
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HILE THE “OPIOID CRISIS” has taken center stage on a national scale, the impact on Kansas is not as dramatic. In 2015, there were only 150 deaths related to opioid misuse. However, the Kansas Bureau of Investigation saw heroin importation increase 36 percent in that same year. Topeka may also be ahead of the curve when it comes to opioid misuse prevention. With pharmacies using a statewide prescription drug tracking system, local physicians working to set opioid prescribing and monitoring protocols, and addiction treatment facilities providing programs to keep people drug free, Topeka is taking opioids head on.
The State’s Perspective The State of Kansas implemented its K-TRACS system in 2011 to minimize prescription drug misuse. This prescription drug monitoring program provides a database of controlled substance prescriptions that have been dispensed by Kansas pharmacies. The program requires pharmacists to document prescription dispensing data on every written controlled substance prescription and allows both prescribers
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and pharmacists to check prescription histories to determine, in advance, if patients are acquiring drugs from multiple prescribers or pharmacies. In 2017, there were approximately 8,300 prescribers and 2,700 pharmacists using K-TRACS in Kansas. In addition, K-TRACS is now being integrated into Electronic Health Records (EHR) and pharmacy management systems.
The Stormont Vail Pain Management Center recently relocated to the Cotton O’Neil Mulvane building where all pain management services were combined in one location.
The Prescriber’s Perspective Dr. Eric Voth, vice president of primary care at Stormont Vail Health, has spent his entire career helping people manage pain. While he is concerned about the rising opioid abuse statistics, he is even more concerned that the fervor to crack down on opioid pain reliever prescriptions might result in patients with legitimate pain control management issues not having access to the medication they need. “Opioid abuse is a serious problem,” Voth said. “However, the solution has to be more involved than just eliminating these types of prescription pain killers. Many people with chronic pain rely on this type of medication to simply function each day.” That is why he chairs the Opioid Stewardship Committee that works to develop standards and policy for prescription medication
TK Business Magazine
at Stormont Vail Health and is also collaborating with the Centers for Disease Control on establishing national protocols for prescribing and monitoring opioid use. These policies include following a hierarchy of pain management options that begin with analyzing the history of the patient and signs of addictive behavior; addressing the severity and longevity of the pain; and determining optimal medication options following a predetermined pharmacological ladder. If narcotics are warranted, the quantity of opiates prescribed for acute pain are limited
and strict monitoring of the frequency of prescription refills is required. For example, Voth says, emergency room patients at Stormont Vail are limited to a 7-day supply of opioid pain medication for an acute injury. “One mistake we as doctors have made is prescribing more pills than a patient may use,” Voth said. “Then those narcotics get stored in someone’s medicine cabinet, where it is easy access for adolescents to find and abuse.” Voth says he hopes the implementation of clear policies regarding opiate prescriptions will help not
Photo by BRIJORAE PRODUCTIONS
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only the patients, but also the prescribing doctors. “Health care providers are expected to be policemen,” Voth said. “That can fly in the face of pain management. That is why having specific policies in place takes some of the regulatory burden off of the doctor.” Voth supports the efforts to prevent prescription opioid abuse both locally and nationwide, but he says the problem is bigger than prescription medicine. “One major intervention is working societally on drug abuse,” Voth said. “Most people who abuse prescription opiates have already been addicted to other things.”
We know what’s good for you.
Dr. Eric Voth, vice president of primary care at Stormont Vail Health, also chairs the Opioid Stewardship Committee that works to develop standard and policy for prescription medication.
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Three Topeka Locations • JayhawkPharmacy.com Traditional Pharmacy 785-228-9700 Patient Supply 785-235-9700 Custom Pharmacy 785-228-9740 FALL 2018
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Mike Conlin, owner of Jayhawk Pharmacy and Patient Supply, says the loss of customer/pharmacist relationships has contributed significantly to prescription drug misuse.
The Pharmacist’s Perspective While many believe that monitoring of prescription drug use lies with the prescribing physician, it actually makes more sense that it falls to the responsibility of entity dispensing the medication—the pharmacist. It used to be that the local pharmacist maintained a personal connection with customers who filled prescriptions. They knew about their customers’ health history, ongoing problems, and the different medications needed. Pharmacists would help patients determine if they were taking their medication properly and could address
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signs of misuse before they became a risk. That was before big box pharmacies came onto the scene. Now, with a pharmacy on practically every corner, customers no longer maintain a relationship with their pharmacist. Often times, they fill prescriptions at random locations depending on convenience. Mike Conlin, owner of Jayhawk Pharmacy and Patient Supply, says the loss of these relationships has contributed significantly to prescription drug misuse. “Narcotics have been the standard in pain for a very long time,” Conlin said. “The only
thing that has really changed is the massive amount of advertising and marketing for pharmaceuticals and the large chain pharmacies.” Conlin says he is in favor of stricter regulations and guidelines for prescription pain medications but says sometimes those third-party decision makers don’t have the best perspective about a patient’s needs. “I personally think that here, locally, opioids are under control,” he said. “The word ‘crisis’ just causes people to be a little more concerned, but compared to other states, we are doing pretty good.”
The Treatment Center’s Perspective
For those who do suffer from addiction, treatment centers such as Valeo Behavioral Health Care in Topeka can literally mean the difference between life and death. Valeo provides a full range of substance abuse treatment services for adults:
Assessment Social detoxification Inpatient treatment Reintegration Intensive outpatient treatment Continuing care Drug testing Homeless outreach Jail treatment program
Photo by BRIJORAE PRODUCTIONS
In 2016, there were 146 opioid-related overdose deaths in Kansas—a rate of 5.1 deaths per 100,000 persons—compared to the national rate of 13.3 deaths per 100,000. Since 2012, the number of deaths related to synthetic opioids and prescription opioids has slowly decreased. According to the Centers for Disease Control, 82 to 95 opioid prescriptions are written per 100 people in Kansas. Other states, primarily in the east but also including Oklahoma, range 96 to 143 prescriptions per 100 people. This decline is likely a result of the prescription tracking system, K-TRACS, put in place by the State of Kansas. “Missouri doesn’t have a statewide tracking system,” Conlin said. “Without the type of communication we have here between doctors and pharmacies, the numbers in Missouri are drastically different than they are in Kansas.” While K-TRACS has cut down on the abuse of prescription opiates in Kansas, it hasn’t stopped it entirely, and addiction is still a problem for many local residents.
Cathy Walker, director of Valeo Recovery Center, says one of the primary reasons opioid addiction is so hard to combat is because of the physical discomfort involved with detoxification.
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Photo by BRIJORAE PRODUCTIONS
Valeo Behavioral Health’s staff includes Patrick Eldringhoff, addiction case manager, Cathy Walker, director and Brad Sloan, detox manager.
Brad Sloan, detox manager at Valeo Behavioral Health, says addiction has always been an issue. It is simply the drug of choice that changes. A few years ago, the emphasis was on heroine. Today it is more about prescription opiates. The problem, according to Sloan, is that we can’t just ban opioids because they are the standard for pain management. “These are good medications that do what they are designed to do—reduce pain,” Sloan said. “However, sometimes when people use these medications over long periods of time, they can become dependent on them. And that dependence can lead to addictive behavior.” Sloan says that once the focus shifts from pain management to a search
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for euphoria, it becomes an addiction. And, once the addiction takes hold, it isn’t that big of a jump from prescription pain medicine to heroine. “People will find a way to get that euphoric feeling they crave,” Sloan said. “It is really an ‘obsession of the mind’ that will keep the body in a place where it thinks it needs to drug to survive.” Cathy Walker, director of Valeo Recovery Center, says one of the primary reasons opioid addiction is so hard to combat is because of the physical discomfort involved with detoxification. “When patients go through withdrawal, they actually feel like they are going to die,” Walker said. “For five to seven days, it feels like the worst flu you have ever experienced.”
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That is why a tapered approach to detoxification is the best approach for many people suffering from substance use disorders. That is where Valeo comes in—beginning with safe, medically controlled detox programs and providing longer term inpatient treatment options, followed with ongoing after care to prevent relapses. Part of those after care service include connecting patients up with community services to help them stay clean for the long term. Patrick Eldringhoff, addiction case manager, helps recovering addicts find safe housing in a clean environment to help provide stability. He finds employment referrals, connects them with career counseling and educational services to put them on the road to success.
“I help people discover their dreams and the put them on a path to making those dreams come true,” Eldringhoff said. “In my own experience, when I had those long-term goals in place, it made my recovery tangible. I want to do that for others.” Eldringhoff is also part of the homeless outreach team that goes out to communities to bring food, clothing and blankets. He says he always goes out with the hope that someone will seek help as a result. “Whenever Patrick goes out, we place a detox bed on hold, just in case he finds someone who wants to use our services here at Valeo,” Walker said. The key piece to helping people recover from addiction, Sloan says, is to build relationships and trust so that they understand people really want to help them succeed. “All it takes is a moment of clarity and someone there willing to help them,” Sloan said. “We are here to walk alongside and facilitate recovery in that moment. That is really what it all comes down to.” While opioid misuse may not be at crisis level locally, people and businesses are taking an active role to ensure it never reaches that point. Doctors, pharmacists, regulatory agencies, volunteer committees and treatment facilities in Topeka are working toward a common goal: minimizing substance abuse. TK
TopekaSC3.com
What is TSC3? A BUSINESS TO BUSINESS PURCHASING CAMPAIGN
The Topeka & Shawnee County 3% campaign – TSC3 – encourages businesses to support each other by purchasing supplies locally. If every business pledges to increase local spending by just 3%, the difference could mean improved employment and $200M in local economic impact.
Top 5 Reasons to Purchase Local Build Topeka’s economy by keeping dollars local. Embrace Topeka & Shawnee County’s unique and local businesses
Spark innovation Foster entrepreneurship
Nurture the community For more information about the TSC3 campaign, visit TopekaSC3.com.
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ENTREPRENEURSHIP
How to Create Products and Services Customers Want By LESLIE FLEURANGES
You have an idea. In fact, it is a GREAT idea. Your family, friends and your “significant other” think so too. So now you have a dream. You go to the bank. They tell you about an SBA loan. You write your business plan, get financed, find someone to manufacture your product, get the website up and social media running, sit back and wait for the sales to roll in. You wait, and wait, and well...wait. Nothing happens. What went wrong?
A
LTHOUGH YOUR FAMILY and friends are great—they are probably not your target consumer. You need to identify your customers and find out if your product solves a problem they have, thereby creating value and ensuring your product or service is something people will pay for. It used to be that an idea, a business plan and proper funding could get a business off and rolling. But times have changed. There are so many great ideas and ways to reach your customer that we need to look at start-ups differently if we want to limit failures and broken dreams. Instead of writing a business plan first, begin with these two processes: 1) determine your company’s value proposition design, and 2) develop your Business Model Canvas. VALUE PROPOSITION DESIGN Value Proposition Design by Alex Osterwalder is a great resource on how to create products and services customers want. He explains that the new way to conduct a start-up is to begin with your prospective customers’ “pain points.” The best way to understand your customers’ pain points or
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problem is to ask them. Ask them BEFORE you make it ready for sale. Next, what are they willing to pay for this product or service? Find out by hosting focus groups, do oneon-one interviews in a mall or on a street corner. Just identify yourself. Tell the person you have targeted what you are doing, why and that you will only take five minutes of their time. You can also compile your questions and create an online survey. By identifying your target customer, their pain points and your product that solves those problems, you are ready to begin the journey. BUSINESS MODEL CANVAS The next practice I recommend for entrepreneurs is the Business Model Canvas, a strategic management template that visually describes a product’s value proposition, infrastructure, customers and finances. The Business Model Canvas has 9 quadrants, or building blocks, that are key to making sure you have considered all of the activities needed for your business. The process asks you to test your hypotheses, pivot, retest, pivot and test again until you are confident you have everything in place to be successful. Now you are ready to write a tight business plan and be confident you are selling to the right audience, creating value, generating revenue and will have a successful business.
9 QUADRANTS [OR BUILDING BLOCKS] OF THE BUSINESS MODEL CANVAS EXAMPLE Amazon’s Business Model Canvas Logistics Partner Affiliates Authors and Publishers Network of sellers
Merchandising
Convenience
Production and Design
Physical warehouses
Automated Service
Instant fulfillment with eReader
Affiliates
Vast selection
Application interfaces
Low Cost structure IT and fulfillment infrastructure
Economies of Scale
Customers: Who will buy your products or services?
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Customer Relationships: What kind of relationships do you want to have with your customers? a. Personal assistance b. Automated c. Self service, etc.
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Value Proposition: What distinguishes your product or service vs. the competition and provides value to your customers by providing a solution to their pain points?
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Channels: Which touchpoints are you interacting with customers to deliver value? a. Website b. Retail store c. Partner owned website, etc.
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Key Partners: Since you will not be able to do everything yourself, who will you need to have perform key activities that will provide value to your customers?
6
Key Resources: These are the key assets needed to make your business model work: a. Physical b. Financial c. Intellectual d. Human
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Key Activities: What will your company need to do to fulfill your businesses purpose (e.g. make money)? a. R&D b. Production c. Inventory control d. Advertising, etc.
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Cost Structure: All the costs incurred to operate your business model a. Salaries b. Advertising and marketing c. Website development and maintenance
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Revenue Streams: All the various ways your company will make money—you should have more than one revenue stream.
Self service
Price
Human: Web application & development
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Individual Leverage Group Leverage Global consumer market
Amazon.com
Sale of Assets
E books and content
Commission on reseller sales
Acquisition and Investment
Prime monthly subscriptions fees
Leslie Fleuranges, is the former director of Upstream Innovation and New Products at Hill’s Pet Nutrition where she led a marketing team that developed and expanded new products in the wellness and therapeutic segments of the pet food business.
Photo by STEPHEN SMITH
I have used both the Value Proposition Design and the Business Model Canvas to develop a new business venture that is scheduled to open before the end of the year. In the process, I held a workshop with former colleagues, friends and local Topeka business leaders to help me define my company model. I successfully used this process at the Hill’s Pet Nutrition Company as the Director of Upstream (Long Term) Innovation. I looked at trends and market disruptions to develop strategies for new cat and dog food product innovations. Once a developmental area was determined, I immediately identified prospective customers and pain points which led to innovative product solutions to address their problems. To summarize, make sure your idea is unique vs. others, will be widely embraced by your customer and who will be willing to pay the price you intend to charge. TK
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FROM LIFE TO THE PAGE By ADAM VLACH
Nothing makes the challenges of life a little less challenging than learning from those who have gone before us. The same, no doubt, can be said for the predicaments of business and leadership. But the ones who truly succeed—who achieve peak performance—realize that the rules for succeeding in life, and for succeeding as a leader in business, are the same. As it turns out, a number of individuals right here in the Topeka area came to this realization a long time ago. Fortunately, three of them have chosen to further their leadership and life journeys by putting their experiences down on paper and sharing them with the world.
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FROM LIFE TO THE PAGE
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OU CAN HEAR IT in their voices. Though they may not say it in so many words, each one of these newly minted authors makes it abundantly clear that the foundation of success—regardless of the endeavor—is to be passionate about what you’re doing. Doug Sterbenz—public speaker and a former Westar COO; Julie Castaneda—owner of Dog Day Afternoons; and Greg Gathers— founder and president of Custom Tree Care, all have a love for what they do. And all three now have a book with their name printed on it. But what reason do a former-utilityexecutive-turned-speaker, the owner of a pet care business, and the CEO of a tree removal company have for writing a book? In short, the desire to share their experience and passions with others. LEADERSHIP THROUGH PRESENCE “As a public speaker, I’ve had a lot of people come up to me and say, ‘I love the concept of your speech. Where can I take a deeper dive?’” explained Sterbenz. A book, Sterbenz said, is his way of expanding upon the knowledge that he shares in a typical 45- to 50-minute speech. The lessons therein focus around leadership—specifically how to become a better leader—which Sterbenz acquired in no small part from serving as the chief operating officer of Westar Energy. What Sterbenz has
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learned over the years, both from experience and from his executive coach, Paul Heagen, is that strong leadership requires one thing above all: Presence. “I wanted to lead more authentically,” Sterbenz said when discussing his decision to partner with an executive coach. “Before, I could tear through a to-do list. I could get things done. I could take a look at dashboards and executive reports. But to really connect with people, from the front lines to my peers in the executive suite, I needed to do more. I needed to do better.” In other words, to really succeed as a leader, Sterbenz realized he needed to be more present. Hence the title of his book, Must Be Present to Win: How to get back to the basics of leadership. What does “being present” mean? “It means being willing to physically show up where the work is being done,” Sterbenz said. “Leadership is not a position. Leadership is what you do. And leadership takes presence.”
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Public Speaker and former Westar COO Doug Sterbenz, along with his executive coach, Paul Heagen, co-authored “Must Be Present to Win.”
As the individual responsible for overseeing operations, Sterbenz often found himself out in the field interacting with the electricians, equipment operators and engineers who were actually doing the work that powers people’s homes and businesses. “I grew up in a workingclass family, so it wasn’t too difficult for me to relate to the men and women on the front lines, but after years of being an executive, it’s easy to lose touch,” Sterbenz said. Making an intentional effort to stay in touch with his teams, from the ground floor up, was critical to his success as a leader. “Being a leader,” Sterbenz said, “takes someone who’s willing to engage at the other person’s level. In other words, don’t go out and talk about corporate statistics and budgets. Go talk about what’s happening at the front line. What’s it going to take to get the power on? What’s it going to take to solve customer complaints? That’s how you break through to people.”
In his book, Sterbenz shares story after story, each a real-life experience with a leadership lesson woven masterfully within. The lessons themselves, though, must be gleaned by the reader, as Sterbenz is a big believer in “show, don’t tell.” Sterbenz’s executive coach, Heagen, reached out to him last year and asked him to coauthor Must Be Present to Win. After finishing the manuscript, the pair worked with an editor to revise the book. Once the manuscript was copyedited, they sent it, along with a cover that Heagen designed, to Dog Ear Publishing, who published the book in March of this year. “I think anyone who wants to write a book, should,” Sterbenz said, reflecting on his experience. “Everyone’s got great ideas, and it’s a great discipline to put them down on paper in an organized fashion. Put those ideas in a book and you’ll learn your subject matter so much better in the process.”
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DOG CHURCH Julie Castaneda has held many different jobs over the years. She has worked in restaurants. She has been a bartender. She has even been a police officer. “I’ve done a lot of things in my life to put food on the table. But dogs,” Castaneda said, “dogs have always been
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my outlet, whether it was training dogs or helping others with their dogs. I don’t think I ever saw it as a talent or a gift, though, until in 1999, I decided to step out of the box and do what I had been doing for fun, for real.” Castaneda opened her dog daycare, Dog Day Afternoons, in her home
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near Topeka High School. Soon, however, she had so many dogs coming over on a daily basis, she had to find somewhere else to operate her business. So, she rented some building space in Topeka, and things just grew from there. As the years went by, Castaneda’s business continued to grow, until “one day I realized I was no longer taking care of dogs,” she said. “I was taking care of the people who took care of the dogs every day.” Missing the dogs being at the center of her days, Castaneda decided she needed to do something to correct that. “On Sundays, I would get up at 5 a.m. and go take care of the dogs myself, and I would just observe them,” Castaneda said. She then began journaling about those observations—such as, “Have you ever noticed how dogs never move toward something they don’t like? They only move toward things that make them happy”— and would then post those journal entries on Facebook for her audience (now around 4,000 people) to read. Her posts were met with great enthusiasm, with people leaving comments and sending messages to Castaneda such as, “These Sunday posts are like ‘dog church.’ This is so great.”
Castaneda thought that was an interesting take on it, but didn’t realize just how invested her readers were in her “dog church” sermons until one Sunday when she did not post a weekly entry, her inbox was flooded with messages. “Is there no dog church today? What happened?” a message read. That was when Castaneda saw that there was indeed a high demand for her “dog church” posts, and like any savvy business owner, she rose to meet the demand. “I said, ‘I will do it for one year. I will write one ‘dog church message’ every Sunday, for one year,” Castaneda said. And she did. In total, Castaneda wrote 53 short stories, between August 2012 to September 2013, centered around unconditional love and other lessons we can learn from our furry friends. But then she moved on, with her dog church messages living on her Facebook page, but nowhere else. That is, until her readers demanded even more. “A few weeks after my final post, people started asking, ‘What happened to dog church?’ and I said, ‘Nope. I committed to one year, and I finished my one year,’” Castaneda recalled. “For the last five years, they’ve still been asking me about writing more, or asking where they could find the original posts.” The solution? Write a book.
Castaneda spent the last year digging up all those posts and compiling them into a manuscript. After hiring an editor to help her copyedit and proof the manuscript, she sent it off to IngramSpark for printing. On June 1, Dog Church was officially published. Not realizing the scope of the demand for her book, she initially ordered 200 copies to sell. Those 200 copies sold out immediately at her book launch on June 16.
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Julie Castaneda, owner of Dog Day Afternoons, realized there was only one solution for her social media followers who craved more of her posts about dog observations and that was to write a book aptly titled, “Dog Church.”
Since then, Castaneda and her editor have listed the book on Amazon.com and BarnesAndNoble.com, built a website for it and are considering writing a second book. “And it’s all happening organically,” Castaneda said. “I wrote the book because people asked for it. I’m not pushing anything on anyone. I’m just being me, because I’ve found that’s the one thing I’m truly, truly good at. “That can be hard at times though, and I recognize that it can be hard for others, too. But that is my challenge to others: Just be who you are—just like a dog.” FOLLOW THE CODE Greg Gathers, the founder and president of Topeka-based Custom Tree Care, is proud to say he lives his life by the code: “Always do better today than you did the day before.” This code is what he considers to be the key to success. If it was a secret before, it no longer is—at least since the publishing of his book, The Code: How to Win in the Game of Life and Business. Gathers founded Custom Tree Care, which provides residential, commercial, and disaster-related tree removal services nationwide, about 19 years ago. His business success—offices in Topeka, Kansas City and Pompano Beach, Florida—is something he attributes directly to his focus on
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Greg Gathers, founder and president of Custom Tree Care, wrote his book, “The Code” because he wanted to share the principles he lives by and believes anyone can benefit from.
continuous improvement in his personal life. These principles he lives by, which together comprise “the code,” are life lessons that he believes anyone could benefit from. “About eight years ago, I just started writing down tips or thoughts in regards to running
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a business that I thought would be useful for others,” Gathers said. “That’s as far as it went until recently when I decided I should turn all those thoughts into a book.” Never having had a mentor, Gathers learned many of his business principles the hard way: through his own mistakes. The goal of his new book, of course, is to share those principles with others so that they might avoid some of the traps to which many entrepreneurs and first-time business owners are susceptible. “When I started my business years ago, I didn’t know anything about business. I learned as I went, but I also read a lot of books by other business owners, and that helped me out quite a bit,” Gathers said. After putting his anecdotes and lessons down in ink and conducting some research on publishers, Gathers landed on CreateSpace, a selfpublishing company that would distribute his book through Barnes & Noble and Amazon. Once he had an edited manuscript, he simply uploaded it to CreateSpace, who then published his book and now distributes it at no charge to Gathers. “A lot of it is geared toward business, but a lot of the lessons you use in business can be
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tied to real life,” Gathers said of his book, which was published in November 2017. Gathers said he found the self-publishing process to be pretty simple, and to those who are wanting to publish a book themselves, his advice is straightforward: “Just start. What stops a lot of people from doing something is simply not starting. They’ll overanalyze the problem and talk themselves out of it, or they come up with a bunch of reasons as to why they can’t do it.” By living his life by “the code,” Gathers has seen both great professional and personal success, and now also is able to call himself an author. “Always do better today than you did the day before,” he said. “You’re not going to succeed every day, but if you commit to improving each day—that is how you succeed.” Whether it is power grids or public speeches; Facebook posts or fallen pine trees; running a business or writing a book; Sterbenz, Castaneda, and Gathers do what they love, and love what they do. Now, as published authors, these three have expertly positioned themselves to share what they have learned as leaders in their community, leaders in their businesses and true students of life. TK
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Multilevel Marketing
By KATHY WEBBER
Photos by EMMA HIGHFILL
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Photo by EMMA HIGHFILL
Over a lifetime, most people will come into contact one way or another with someone involved in a multilevel marketing business. Perhaps a friend hosted a party where attendees tried on clothing or jewelry, received a facial, or watched demonstrations on cookware or cleaning supplies. Before and after photos show up on Facebook, or someone wants volunteers to try new weight loss products or protein shakes.
A
MULTILEVEL MARKETING BUSINESS is a system for selling products to the public through a network of distributors and is sometimes referred to as network marketing or direct sales. Most multilevel marketing businesses work through recruitment. One is invited to become a distributor (or consultant or associate or contractor) of a certain product. Upon becoming a distributor, income can be earned in two ways: First, by selling products directly to customers. Second, by recruiting others to become distributors.
Multilevel marketing companies are not pyramid schemes because they have a real product to sell and are regulated by the Direct Selling Association.
According to www.dsa.org, ll 18.6 million people were involved in direct selling in the United States in 2017. ll As many as 5,500 people join a multilevel business every day—229 per hour. ll The total estimated in retail sales from multilevel or direct sales businesses is $34.9 billion.
In the pages that follow, meet some local entrepreneurs who have worked to create multilevel success.
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“The best thing about Rodan & Fields is it’s your business. You get to decide what you want to do with it. You can build it to whatever you want it to be,” said Ashley Loewen, a Rodan & Fields distributor for over two years.
RODAN & FIELDS ASHLEY LOEWEN
Ashley Loewen is a consultant for Rodan & Fields and has been selling their products for two and a half years now. After one year of being a consultant, Loewen was able to quit her full-time job to work from home to be with her children and has managed to double her previous income over the past year and a half. Rodan & Fields is an anti-aging skin care business that was founded by Dr. Katie Rodan and Dr. Kathy Fields, who are both Stanford-trained dermatologists currently practicing in California. “They started out in department stores and realized that customers were coming into their stores and purchasing their product based on word of mouth, so they decided to go into direct sales,” Loewen said.
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Rodan & Fields has only been involved in direct sales for 10 years, with products available in the United States, Canada and Australia. The company offers several skincare regimens, but also has a variety of other skin products for sale as well. Loewen became interested in Rodan & Fields after giving birth to her first child. “I became pregnant with my first kid and developed Melasma, which is the dark patches of skin on your face. I went to different dermatologists in town, but nothing worked on me. I spent $800 getting a chemical peel. My skin looked amazing for 30 days and then the spots came back,” Loewen said. After seeing Facebook pictures of women with Melasma finding successful treatment by using a Rodan & Fields product called Reverse, Loewen decided to give the product a try. “What got me to jump in and use the product was that all the Rodan & Fields products come with a 60-day empty bottle money back guarantee,” Loewen said. After using Rodan & Fields Reverse regimens, Loewen saw significant results after 60 days, not only in her overall complexion, but there was significant lightening of the dark spots. After 90 days, Loewen said she saw the biggest difference and the brown spot above her lip was completely gone. After such success with the products, Loewen decided to join the Rodan & Fields team as a consultant to receive the 25 percent discount. “I started out to just get the products at a discount. I didn’t want to be the one that was bugging my friends, but I found it very natural to sell if you can find something that you love and will be telling people about anyway,” Loewen said. Loewen says Rodan & Fields consultants do not have product inventory at their homes. All
product sales are done online and are shipped directly from Rodan & Fields. Rodan & Fields pays consultants in two ways: direct profit and commissions. Consultants receive a 25 percent discount on products, so they earn a profit on all retail sales. If they purchase $100 in product they earn an additional 10 percent. Consultants can build a team by recruiting others to be consultants as well. All team member sales will contribute to the total amount that is purchased each month. Once the team reaches $600 in product sales, the consultant’s commission increases to 15 percent. A consultant will also receive a 5 percent commission off of sales for team members up to five levels below them. The team leader at the top can earn a free Lexus if the team reaches $125,000 in sales per month. “The best thing about Rodan & Fields is it’s your business,” Loewen said. “You get to decide what you want to do with it. You can build it to whatever you want it to be. If you want to make a couple hundred dollars, then you put in that much effort. If you want to make thousands of dollars, you put in more effort and you will have the potential to make that.”
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Cruisin’ The Capitol Car Show Aug 11 MOTO in NOTO Aug 17 Touch-A-Truck Sept 1 First Friday Art Walk Sept 7, Oct 5, Nov 2, Dec 7 Movie on the Capitol Lawn Sept 7 Steel Magnolias @ TCT Sept 7 - 29 Second Saturday Concert Series Sept 8 NHRA Division 5 ET Finals @ KS Expo Sept 14-16 Tacos Y Tequila @ TPAC Sept 15 TopCon Geek Expo @ KS Expo Sept 15&16 Jazz & Food Truck Festival Sept 22 Cider Days Fall Festival @ KS Expo Sept 22&23 Kansas Chocolate Festival Sept 29 Great Topeka Bike Fest Sept 29 & 30 Ribs & Bibs @ Heartland Park Oct 5 – 7 Laugh Lines @ TCT Oct 5 & 6, Nov 9 & 10 Apple Festival @ Ward Meade Park Oct 6 & 7 Mother Earth News Fair @ KS Expo Oct 12-14 Topeka Science & Tech Fest Oct 13 Girls in Aviation Day @ Combat Air Museum Oct 13 Gem & Mineral Show @ KS Expo Oct 13 Drag Show/Topeka Pride @ Serendipity Oct 19 & 20 Witness for the Prosecution @ TCT Oct 19 – Nov 3 Boo It Downtown Oct 25 NOTO Halloween Street Fair Oct 27 Illusionist Rick Thomas @ TPAC Nov 3 Holiday Food & Gift Mart @ KS Expo Nov 3 & 4 Salute our Heroes Festival & Parade Nov 10 Blizzard Bash Demo Derby @ KS Expo Nov 8 - 11 NOTO Candlelight Christmas Nov 16
FIND OUT WHAT’S GOING ON IN
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“I always say that I reluctantly ordered my starter collection of LipSense because I didn’t believe it would actually stay on, but it did. I was hooked,” said Dr. Julie Swift, a periodontist and SeneGence distributor.
SENEGENCE INTERNATIONAL DR. JULIE SWIFT
Photo by EMMA HIGHFILL
Julie Swift, a periodontist in Topeka, became dubbed “The Lipstick Periodontist” after an interview for a dental podcast where she talked about LipSense lipstick from the company SeneGence.
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Swift became interested in SeneGence after she was invited by one of her friends to participate in an online party on Facebook. “I didn’t wear lipstick often because it was always coming off on my mask while I was working. Another dentist suggested I try LipSense,” Swift said. “I always say that I reluctantly ordered my starter collection of LipSense because I didn’t believe it would actually stay on, but it did. I was hooked. That was a little over a year ago.” Swift loved the product so much that she decided to become a distributor. LipSense manufacturer SeneGence sells a variety of longlasting, anti-aging color cosmetics and skin care products. Joni Rogers-Kante founded the company in 1999 because she wanted to offer an opportunity for distributors to successfully live life in love and abundance—if they were willing to work for it. “I have never worked for any multilevel marketing companies before and I wasn’t sure I would like
direct sales. For me, it has just been a different way to connect and share with friends about products that work,” Swift said. Initially, she was hosting several online parties every week and spending 10-20 hours per week learning about the business and promoting the products. This allowed her to build a team of more than 80 distributors in less than a year. Now she spends only a few hours a week to focus primarily on her customers’ needs. Swift said she was amazed at how many people are involved in multilevel businesses. “I feel like most of us have a bias against this kind of thing, but in reality, it’s more prevalent than it has ever been, and I think part of that is because of social media, it’s easier to do,” Swift said. Swift said a distributor’s success with SeneGence depends on how much time and energy the distributor is willing to invest in learning about the products and the business. She encourages new distributors to focus on their customers’ needs and wants first. Many times, returning customers become business partners. SeneGence takes care of its distributors. Successful distributors have the opportunity to earn rewards such as jewelry, trips and stipends toward a SeneBlue car of their choice in addition to their other income from personal sales and commissions. Swift was invited to participate in the car program as early as last December.
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“In order to sell something, I think you have to be able to really love what you are selling,” said Heather Beckman, co-owner of Lifestyle Nutrition and Herbalife distributor.
HERBALIFE INTERNATIONAL HEATHER BECKMAN
Heather Beckman has been with Herbalife International for 10 years. Beckman is the perfect example of how multilevel marketing can be a success story if the time, commitment and effort are put into making the business a success. Herbalife International, a global nutrition company established in 1980, is now in 90 countries with over 8,000 employees worldwide and a net worth of $4.5 billion in 2016. Herbalife offers a wide variety of nutritional products all which are highly regulated, containing zero fillers and have top quality ingredients. “Herbalife has its own farms and farmers, so we can control everything that is harvested because we want a topquality product. Everything from seed to feed is controlled by Herbalife,” Beckman said.
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Beckman was actively looking for a way to make a supplemental income working from home so she could be with her small children, when she ran across an online ad from an Herbalife distributor. Beckman might have been more skeptical of the opportunity if she hadn’t already done extensive research online on the Herbalife products while searching for a supplement that could give her more energy. “In order to sell something, I think you have to be able to really love what you are selling,” Beckman said. “After a week of trying Herbalife, my energy really went up. To be honest with you, I was still kind of skeptical. I thought, what is in this stuff? I didn’t want to be on any kind of stimulants. But it’s not. It’s just good nutrition your body can absorb.” It didn’t take long for Beckman to start her Herbalife career. In the first month of selling, Beckman made more than $1,000 working from home. A year later, Beckman and her husband, Todd, opened a nutrition club called Lifestyle Nutrition located at 5658 SW 29th Street in the Barrington Village. “The nutrition club was our hub. That is how we grew our business from it being just myself, my husband and no team, to a team of a hundred,” Beckman said. Beckman said these types of nutrition clubs help validate Herbalife and its products. Lifestyle Nutrition sells Herbalife products and serves shakes and green tea. They also offer free wellness evaluations and conduct weight loss challenges. The nutrition club is for the community, but it also benefits Beckman’s distributors. Herbalife distributors earn income in multiple ways. They receive a product discount, so items sold at retail generate a profit. As with other multilevel marketing businesses, distributors can recruit others to become part of their team of distributors and earn commission from sales up to three levels down. Bonuses can be earned based on total team sales.
Photo by EMMA HIGHFILL
Income can also be earned through membership recruitment. Members are different from distributors because they don’t sell products. They pay a small membership fee and simply purchase Herbalife products for their own personal consumption at a discounted price. Distributors earn money on the total orders that members place. “You earn what you are worth. That’s true for all multilevel marketing companies,” Beckman said. Beckman has built her business to where she has distributors all over the United States. In addition to managing her teams and the nutrition club, Beckman travels with the company and speaks to other Herbalife distributors at training sessions. “You can make as much money as you want to in this company. I love the opportunity of this,” Beckman said. “You can put all this time and effort to make somebody else’s dreams come true or you can make your own dreams come true.”
These multilevel business owners in Topeka have found success, but that is not always the case. According to a report for the Federal Trade Commission by Jon Taylor at the Consumer Awareness Institute, 99 percent of multilevel marketing businesses fail. This means that only one out of 100 MLM participants will actually make a profit. It is critical for people looking at joining a multilevel marketing business do their homework, not only on the products, but also on the sales potential. TK
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Daina Williams, General Manager at L&J Building Maintenance LLC, continues in his late father’s footsteps of securing government contracts in the landscaping, janitorial and trash hauling services.
Navigating Government Contracts From trash collection to cyber intelligence and aerial surveys, the U.S. government purchases a variety of goods and services to keep the country running smoothly. Maintaining America is an expensive, extensive undertaking and a boon for small businesses hoping to acquire state and federal government contracts.
Photo by BRIJORAE PRODUCTIONS
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By KIM GRONNIGER
Photos by BRITTANY JORAE
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RISTI DUNN, who joined the Greater Topeka Partnership in June 2017, directs the Topeka Subcenter of the Kansas Procurement Technical Assistance Center, which is funded in part through a cooperative agreement with the Defense Logistics Agency. Additional funding is provided by Wichita State University and Johnson County Community College, the other two subcenter locations, as well as GO Topeka and Pittsburg State University. She guides creditworthy small business owners in 26 counties through the myriad requirements necessary to navigate the competitive bidding process for state and federal contracts, so they can boost their Kristi Dunn, Kansas Procurement participation and profitability Technical Assistance Center Subcenter while also striving to provide the Director for the Greater Topeka government with better quality Partnership, provides interested small and lower costs. business owners with training and “Getting started can be guidance regarding the government complicated because of the bidding process and requirements. electronic paperwork process, security issues and other considerations, so it’s good to have a guide,” said Dunn. “The
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first request for proposal often feels like crawling, and the second one feels like walking. By the time people respond to their third bid they either don’t need my help or they come back and ask me great questions that make me think hard.” If she gets stumped, the Kansas PTAC has a nationwide network to assist in addressing questions and concerns. GOVERNMENT PURCHASING Dunn said government purchasing resembles a pyramid structure with multi-billion-dollar contracts at the top followed by special programs, government service acquisitions and open market opportunities, the latter of which most often provide the best chances for securing an initial contract. Open market contracts that are under $3,500, or under $5,000 in the case of the U.S. Department of Defense, can be direct purchases with a government credit card. If a bid exceeds these limits but is under $25,000, three bids are required but not necessarily a full RFP process. Contracts that exceed this limit are required to be posted on fbo.gov. “Smaller contracts offer the ability to conduct transactions with limited paperwork and an expedited process,” said Dunn, who provides interested small business owners with training regarding the bidding process, specifications and standards, regulations and certifications and other considerations. From Feb. 1 through June 30, 2018, Kansas PTAC helped small businesses receive $2.8 million in government contracts, $1.3 million of which was obtained by Shawnee County small businesses.
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Renovation & Expansion is Underway at
TO
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P E K A C.C
The Topeka Country Club
EST. 1905
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membership - golf - tennis - swim - dining Overall Site Plan
T
he Topeka Country Club is in the midst of a multi-million dollar expansion and renovation project. Improvements are touching every aspect of club life, including a new health and wellness center, a new resort-style pool, dining facility expansions and golf shop renovation. Throughout its 100-plus year history, The Topeka Country Club has always been a warm and welcoming gathering place for members to call home. New amenities and décor will further enhance the club experience and make The Topeka Country Club an even better spot for families to gather and create lasting memories. Plus, with an active social calendar filled with themed dinners, wine tastings, holiday celebrations, family movie nights and more, there’s always something going on at The Topeka Country Club. Working with an award-winning team of architects and interior designers, the new clubhouse and accompanying amenities will provide members with the perfect retreat from the rigors of everyday life.
w ww.top eka c c . org
Members and their guests will enjoy the following newly renovated and expanded amenities:
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Resort-Style Pool - COMPLETE! Health & Wellness Center Youth Room Grille Room Lounge & Board Room Golf Shop
Now Offerin
g
Dining Multiple membership options are available Membe to fit your busy lifestyle! rships Contact Gina Patterson at (785) 354-8561 or gpatterson@topekacc.org FALL 2018 TK Business Magazine 63 for more information.
FINANCIAL BENEFIT And the financial benefits that accrue build exponentially. “For every dollar the Shawnee County Joint Economic Development Organization has invested this year in the Kansas PTAC program, we are seeing a return on investment of $40. This number will only increase as more small businesses obtain awards throughout the year,” said Dunn, who currently works with 179 clients. Any contract that could be performed by a small business that is $150,000 or less can be set aside for them to bid on. Additionally, small businesses may qualify for various socioeconomic designators, further reducing the vendor pool. The categories are Women-owned Small Business; Service-disabled Veteranowned Small Business; 8(a), which is a business development program; and HUBZone, which assists businesses operating in disadvantaged areas undergoing revitalization. “It levels the playing field for small businesses,” said Dunn. “The federal government purchases everything from toothbrushes to tanks. It’s a phenomenal market to get into. Chances are the government needs your product or service so why not learn the process and land your first contract?” Dunn said she’s worked with clients who secured contracts for clothing, construction, court reporting, data security, janitorial services and U.S. Army Corps of Engineers initiatives to maintain parks and lakes. She’s also helped Kansas retirees who want to be entrance gate attendants at federal parks like Lake Pomona, Mount Rushmore or other destinations secure seasonal gigs. “It’s exciting to be able to dabble in all of these businesses,” said Dunn. “One of my clients presented at a 1 Million Cups event and just got his first contract with the U.S. Army for a standing desk he developed. Another
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one has created a game that can be played on aircraft carriers with a ball that won’t ricochet and cause sparks that could lead to a fire.” CREDENTIALS Dunn’s career has been steeped in government service, making her particularly well-suited for her role. In her first job with the Civil Engineering Research Foundation in Washington, D.C., she worked with new technology and panels of potential government purchasers to evaluate and expedite the process for implementing entrepreneurial discoveries for enhancing highways and exploring the viability of bullet trains and construction design improvement products. “I was the junior person on staff, willing to do anything to participate because it was fascinating to see the ideas brought forward, from simple to complicated, by entrepreneurs
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working to solve problems and improve processes,” said Dunn, an Ottawa native. “But 9-11, my birthday, happened, and I wanted to move back to Kansas.” Working as a civil service employee, she built the Kansas Adjutant General’s Energy Conservation Program and served on a task force to develop standardized national energy savings initiatives for the National Guard Bureau. That opportunity and other experiences working within the federal market led to a 14-month position as a civilian contractor in Diego Garcia, British Indian Ocean Territory, helping the U.S. Navy, U.S. Air Force and British Commands reduce the energy footprint and water usage of the remote island’s facilities. Returning to Kansas, she served as a NASA subcontractor, where she managed a Kennedy Space Center based team tasked with establishing a 10-year energy and water usage master plan.
Amy Billinger, Jeremy Jackson and Jennie Jackson, co-founders of Anneal Initiative Inc., have benefited from Kansas PTAC services while contracting their intelligence expertise to a number of government agencies.
Foulston Siefkin’s team can help you with everything you need to start, grow, protect, and sell your business, including:
GETTING IT DONE With her extensive government services background, Dunn provides “lots of free intelligence” to her PTAC clients through one-on-one sessions, as well as workshops offered in conjunction with colleagues covering a variety of topics, including legal issues and tips to help bidders differentiate themselves from competitors. “Small business owners have amazing tenacity and really impress me,” said Dunn. “The aptitude of the small business community in Shawnee County in particular and their willingness to not only learn but to act are leading to success not only for their companies but for the region as a whole.” ANNEAL INITIATIVE INC. Amy Billinger and Jeremy Jackson, two of three co-founders of Anneal Initiative Inc., were conducting “groundbreaking intelligence work and fighting a lot of bureaucracy” in their efforts to provide threat warning and assessment for Kansas Homeland Security, when their entrepreneurial epiphany occurred. They started their company in 2017 to first and foremost apply their skills toward protecting the nation and secondarily to cultivate cyber-intelligence opportunities in Kansas. “It became clear that as federal contractors, we could make the best use of U.S. intelligence analysis resources and dollars. Building a company that produces innovative methods for earlier detection and assessment of threats is the best way to match the agility of America’s adversaries,” said Billinger, an Air Force intelligence specialist and Russian history scholar. “A number of agencies need the intelligence expertise we can provide,” said Jackson, an Air Force intelligence officer and mechanical engineer. “Protecting government and private infrastructure, especially power, financial, food and agriculture, from threats that could harm U.S. citizens is something I’ve been passionate about since 9-11.” Anneal’s founders have benefited from Kansas PTAC services, including capability assessments, contract
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About 90% of L&J Building Maintenance LLC’s business comes from state and federal contracts per Daina Williams.
Photo by BRIJORAE PRODUCTIONS
reviews and sounding board sessions. Jennie Jackson, Jeremy’s wife and third co-founder, who handles finance and operations responsibilities for the team, found the accounting and auditing classes pertaining to government contracts advantageous as well. “Competing in this complex environment can be daunting,” said Jackson, “so it’s important to reach out to experts like the PTAC.” Since many larger companies have strengthened their cybersecurity, Billinger said a growing number of adversaries have begun infiltrating smaller companies. “The Target attack on customer accounts was routed through a small business, and the U.S. Office of Personnel Management was breached due to stolen contractor credentials, compromising the personal information of millions of federal employees,” she said. So, in addition to pursuing government contracts, Anneal currently works with clients working in manufacturing and service capacities for the U.S. Department of Defense (DoD). They provide commercial services to small businesses striving to implement new DoD cybersecurity requirements from the National Institute for Standards and Technology. “Being back in the private sector and seeing what small businesses are accomplishing and partnering with them to keep them safe and contributing to the Kansas economy is extremely rewarding,” said Jackson. Billinger agreed. “Much of the nation’s intelligence work is taking place on the East Coast. It’s unexpected to find high-quality intelligence jobs in Kansas, but building intelligence analysis operations where well-qualified Kansans can go to work to protect our country drives what we do here every day.”
L&J BUILDING MAINTENANCE LLC Daina Williams, general manager for L&J Building Maintenance LLC, oversees a multi-state Service-Disabled Veteran-Owned Small Business started by his late father Lonnie in 1986. Operating in Kansas, Missouri, Nebraska, North Carolina and Tennessee, the company provides a variety of building maintenance and refuse and recycling services. Williams estimates that about 90 percent of the company’s business comes from state and federal contracts, including the U.S. Department of Defense, the U.S. Army and the Kansas City International Airport. L&J Building Maintenance employs about 75 individuals, many of whom are minorities and veterans like Williams’s father, who served in the Air Force. “As a small business, it’s rewarding to know that the government has set aside a percentage of contracts to benefit veterans who have put their lives on the line by helping them earn a living,” said Williams. Starting around age 12, Williams began honing his work ethic helping his dad empty trash, chop wood and cut grass for government landscaping jobs. After graduating from Washburn University, Williams joined the company full-time in 2000. “When I was younger, I didn’t fully understand my dad’s philosophy that
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the customer always comes first, but as I continued to develop experience, I got it,” he said. “I never, ever turn my phone off because our customers need to know that they can text or call anytime, whether it’s to report an unemptied trash can or a security issue. They know we’ll handle their concern no matter what because we want to keep them happy.” About 10 years ago, L&J Building Maintenance secured a contract with the federal government that enabled Williams to purchase additional equipment to provide trash hauling services on military bases. “As a result of that contract, our business model expanded,” he said. “We were able to add staff and become much more involved beyond the janitorial and landscaping work we’d been doing.” Williams had originally planned to leave Topeka after earning his bachelor’s degree and is grateful his father intervened to change the course of his career. “I love what I do and it’s gratifying to know that my dad asked me to stay and join him in the business,” said Williams. “I’m proud to continue a legacy that began with a single law firm client that took a chance on him, and I’m eager to see what we accomplish next.”
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Tracy and Megan Blocker launched Technical Applications & Consulting LLC in 2011 after he identified government contract opportunities he could explore as a Service-Disabled Veteran-Owned Small Business (SDVOSB).
TECHNICAL APPLICATIONS & CONSULTING LLC After conducting reconnaissance The Blockers sought entrepreneurial for the U.S. Army in various locations advice and assistance from the Washburn around the world, Tracy Blocker accepted University Small Business Development a position with a major U.S. defense Center and SCORE Mentors, a group contractor and soon began identifying of volunteer business executives, in opportunities he could explore as a navigating “a complex acquisition Service-Disabled Veteran-Owned Small process” to secure their first government Business (SDVOSB). subcontracts. In 2011, Blocker and his wife, “Washburn and SCORE were great to Megan, launched Technical Applications work with and introduced us to a wealth & Consulting LLC in Topeka to provide a of resources, including helping us find the variety of aerial data acquisition services people we needed to talk to,” said Blocker. to the defense, private and commercial “Once you have a good understanding sectors. The team has worked as a about how the system works, it’s easy to contractor and subcontractor for entities discover opportunities that fit your area like the U.S. Army Corps of Engineers, of expertise to grow your business.” U.S. Department of Agriculture and Of the six people currently on the Marine Special Operations Command TAC team, four are veterans, one was a providing airborne geospatial collection, military spouse and one worked with the processing and analysis; special mission military in a civilian capacity. aviation; research and development; One of the most gratifying things engineering and field operations support. about owning a SDVOSB for Blocker “Government contracts are a good is the opportunity to create a work niche,” said Blocker. “For example, a environment that allows highly skilled regional contractor working on a federal veterans to apply their expertise to engineering project in Kansas City commercial services for a variety of may be required to allocate 3 percent clients. of the business to a veteran-owned “Best of all, our team gets to build or woman-owned business. Getting personal relationships with clients who started as a subcontractor can build past are genuinely interested in the details performance and lead to bigger jobs as a about our technology, including what prime contractor.” we’re doing and how we’re doing it.” TK
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FROM THE PROFESSOR
THE TOPEKA METRO BIKE SHARE PROGRAM In April 2015, Topeka Metro established the first bike share program in Kansas. The Topeka Metro Bike Share system extends the city of Topeka’s transportation system to allow people to travel within the city using bikes as well as buses. Topeka was the first city of its size to embrace the bike share concept. Information provided on their website, topekametrobikes.org, explains how to:
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• Register as a member. • Manage bike reservations and riding activity. • Checkout and check-in a bike. • Put a bike on hold during short errands.
Data Analytics Informs the Metro Bike Program By PAMELA J. SCHMIDT, PhD. PARTNERING WITH WASHBURN: HIGH IMPACT COMMUNITY ENGAGEMENT PRACTICE (HICEP) In late Fall 2016, Dr. Pamela Schmidt’s Washburn University School of Business students began a pilot project to analyze TMB ridership data. Working on the data analysis educational case in the summer of 2017, students gained support of the Washburn’s Transformational Experience program. This unique, signature program that provides an opportunity for students to enhance their learning through direct interaction with faculty while engaging in experiences outside the classroom.
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Topeka Metro Bikes (TMB) selected the vendor Social Bicycles, which provides the durable physical bicycle and the operating technologies consisting of on-board bike operational software, user website, smartphone app and a management report dashboard, for its flexibility that avoids the limitations of static docking pedestals as used in many early adopter cities. Because all technology resides on the bike itself, the TMB system can span a majority of the Topeka city limits, covering an area of 65 square miles. Riders are not constrained to a small set of static locations to check-in the bike; rather the system allows for any lockable secure location to be the drop-off point. TMB bikes have different specifications than ordinary consumer bikes. These design factors increase the bike’s durability and lifespan while deterring bike theft. The bikes are propelled by a drive shaft rather than a chain for ease and longevity, and the bike location is continuously tracked by GPS. The bikes have an adjustable seat, a three-speed gear shift and a removable locking mechanism that allows the bike to be locked at most rear-wheel style bike racks. The initial ramp-up of TMB started with 100 red SoBi bikes. Seven special bike stations were constructed, some with a registration kiosk, and the system was supplemented with the use of the 75 existing bike racks already available in the community. In April 2016, Capitol Federal sponsored the purchase of an additional 100 bikes sporting the bank’s logo and blue theme color. By April 2017, TMB had 200 bikes within its fleet, 17 TMB stations, and had expanded the use of the community’s existing bike racks to over 120. A system-wide bike upgrade and expansion took place during this past summer.
www.mcelroys.com 785.266.4870
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Since its inception, TMB data analysis has been performed by two to four student teams each semester at the Washburn School of Business. Student findings have been presented three times to TMB board members, continuing to inform the operations and evolution of the Metro Bike system in Topeka. DATA ANALYSIS BY WASHBURN BUSINESS STUDENTS To start this project, Karl Fundenberger, director of TMB, posed several key business questions: 1. When are the peak days of bike usage?
STUDENT ANALYSIS YIELDS BUSINESS INSIGHTS: DATA ANALYSIS INSIGHTS:
PEAK DAYS OF BIKE USAGE This section presents some of the student analysis as performed on data from 19,377 rides recorded from April 2017 to the end of March 2017. To the students’ surprise, the peak days for bike rides were weekdays and not on weekends. Tuesdays had the most rides, followed by Monday, Thursday and Wednesday.
2. How does weather affect usage?
Topeka Metro Bike: Analysis of Days for Rides
3. Do customers have a bike color/ style preference?
TMB Data on Bike Trips (4/1/16 to 4/1/17) © 2018 Pamela Schmidt, Washburn University
4. Can bike “hold” data be analyzed to determine placement for new bike racks? 5. Can we determine the purpose of various rides? (i.e. determine characteristics to categorize rides as transportation versus recreation?) The students performed analysis of one full year of ride data spanning April 2016 to the end of March 2017. Students used Microsoft Excel and Microsoft Access, and visualizations were later created using the data visualization tool Tableau and PowerBI.
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Students of the Washburn University School of Business who were recognized for their findings in the Topeka Metro Bike Analytical Project were Liberty Beecham, Matthew Hicks and Maureen Dombrow.
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BUSINESS QUESTION: Which day of the week is more popular for rides? Sample Size (N) 19377 100.00% Workday Start Date Start Average Monday 2967 15.31% Tuesday 3238 16.71% Wednesday 2910 15.02% Thursday 2941 15.18% Friday 2695 13.91% Saturday 2365 12.21% Sunday 2261 11.67% Total Bike Trips (All weekdays) 19377 100.00% BUSINESS QUESTION: Average expected # rides on weekday and on a weekend day? Workday Count 14751 76.13% Weekend Day Count 4626 23.87% Average Rides % per Workday (even distribution) 15.23% Average of Weekend Day (even distribution) 11.94% BUSINESS QUESTION: Which bikes are more popular (more rides: Red vs. Blue)? Count of Red Bike Trips 6536 33.73% Count of Blue Bike Trips 12841 66.27% Total Bike Trips (4/1/16 to 4/1/17) 19377 100.00%
CHART A DATA ANALYSIS INSIGHTS:
HOW DOES WEATHER AFFECT USAGE? CHART A — Students used an authoritative weather source, the National Oceanic and Atmospheric Administration to access historic weather data, requiring judgement about weather station selection and the resolution of weather data. The initial visualization shows an overlay between count of rides per day in relation to precipitation (PRCP), temperature average (TAVG) , and average wind speed (AWND). CHART B & C — A correlation study of temperature versus number of rides yielded insight into the importance of the relationship (Image: “Number of Days within that Temperature Range” versus “Number of Rides,” in two line trend graphs). CHART D — A further analysis looked at percentage of rides in each 10-degree Fahrenheit range, providing support for most popular temperature conditions were 70-80F followed by 6070F. See pie chart graphic below for “Percentages of Rides per Temperature Ranges.”
CHART B Number of Days in 10F Temperature Ranges
100 80 60 40 20 0
0F to 10F
10F to 20F to 30F to 40F to 50F to 60F to 70F to 80F to 90F and 20F 30F 40F 50F 60F 70F 80F 90F above
CHART D 0-20F
30-40F
40-50F
14%
50-60F
60-70F
70-80F
80-90F
5% 10%
*0-20F makes up around .2% 15%
34%
22%
CHART C
Number of Rides
90F+
8000 7000 6000 5000 4000 3000 2000 1000 0
6677 4318 2021 8 0F to 10F
3039
2698
896 389 39 10F to 20F to 30F to 40F to 50F to 60F to 70F to 80F to 20F 30F 40F 50F 60F 70F 80F 90F
48 90F+
Number of Rides
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DATA ANALYTICS IMPACT ON METRO BIKE PROGRAM This interaction between Topeka Metro and Washburn business students has provided benefits to the community by sharing insights gained from analysis of bike share data. These analyses have informed the Topeka Metro organization to help guide the evolution of the Topeka’s bike share service. In addition, this project has provided expansive and motivating real-world problemsolving opportunities to Washburn University students. Insights from the TMB data analysis include:
DATA ANALYSIS INSIGHTS:
POPULAR COLOR/STYLE OF BIKE
Student analysis showed that blue bikes were twice as popular as red bikes. For bike preference, the data does not tell the whole story. Students learned about physical differences between bikes. First, red bike baskets have large slots, allowing small items to fall through. Blue bikes have enclosed mesh baskets. Blue bikes also had the added benefit of a water shield over the back tire. The earlier red bike designs have recently been replaced with newer blue models that have the preferred physical features.
DATA ANALYSIS INSIGHTS:
ANALYSIS OF BIKE “HOLDS”
Analysis of data included bike “holds,” which occur when a bike is briefly stopped and is held for up to one hour. Such hold data provided insight into rider destinations, errand locations or breaks during a ride. Many of the “holds” clustered around locations that had no designated bike rack. Over half a dozen new locations were identified as popular, thus providing guidance for expanding TMB designated bike racks.
Growing a better understanding of the riding habits of TMB members Geographic analysis of stops, starts and bike holds to help with planning future placement of new bike racks (especially to address areas where holds and out-of-market bikes are often locked). Characteristics of transportation rides versus recreation rides. The Washburn Campus and downtown Topeka were found to be the most popular transportation ride start/stop locations while the Lake Shawnee and the Shunga Trail areas were shown to be the most popular areas for recreational riding. In conclusion, the relationship between the Topeka Metro Bike organization and the Washburn School of Business exceeded expectations. What started as a real-world data analysis pilot learning opportunity has blossomed into an on-going partnership. TK
DATA ANALYSIS INSIGHTS:
There is no easy way to categorize rides as transportation or recreation. This analysis required creativity and innovation, but students rose to the challenge. Some students sought inspiration by examining Google Maps’ estimated bike speeds. That average ride speed of 7 MPH was set as the median. Slower average speeds were considered recreational and higher average speeds were considered a more purposeful transportation ride. Students used other ride factors such as directness of route, number of turns and switchbacks, repeated routes, and selected paths to classify rides.
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Pamela J. Schmidt, PhD. is an Associate Professor at Washburn University’s School of Business.
Photo by RACHEL LOCK.
DETERMINE RIDE PURPOSE
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SCENE ABOUT TOWN
Active 20-30 Club of Topeka Children’s Benefit Auction and Gala KANSAS EXPOCENTER AUGUST 4, 2018
PHOTO 5 Craig and Roberta Freeman Jennifer McGhee Loeffler and Billy Smoot Melissa and Jared Richert
PHOTO 6 PHOTO 1 Ray and Celine Gragg Heather and Aaron Scott
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Photos by KEITH HORINEK
Glendon and Sara Wilhelm Darcy and Matt Appelhanz
PHOTO 3 Joe Prokop and Libby Vance Chrissy and Derick Walters
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PHOTO 4 TJ Lorson and Lindsay Eshelman Anthony and Jenna Bunting
Quentin and Cyndi Haines Aaron and Caroline Bivens Annie and Travis Stryker
PHOTO 7 Eric and Liz Mueting Don and Kristin Scott Ben and Kristina Figuerres Lyndi and Vincent Cox
PHOTO 8 Tanner and Amanda Knowland Erika and Tylor McNeill Adam and Ashley Schmidt Alex North and Taylor Saia
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SCENE ABOUT TOWN Photos by BRADEN DIMICK
Topeka Chamber Business Unwind Event TOPEKA ZOO AUGUST 7, 2018
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PHOTO 1 Mariah Taylor, Payless ShoeSource Jenny McCaslin, Ask Topeka Chelsea Huston and Kurtis Wells, WestSide Stamp & Awards
PHOTO 2 Dee Dee Hunt, Goodyear Tire & Rubber David and Barbara Butts
PHOTO 3 Bailee Bombardier and Kaitlyn Reed, Knox Signs & Graphics Liz Sage, Greater Topeka Partnership
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PHOTO 4 Angel Romero, United Way of Greater Topeka Alicia VanWalleghem, Leaping Llamas Artisan Shop Bill Persinger, Valeo Behavioral Health Care
PHOTO 5 Kim Patton, North Fairview Elementary Fred Patton, State Representative Randy Goldsmith, CBRE Chris Palmer, Cornerstone of Topeka
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PHOTO 6 Brenda Smith, Quik Print Keith Smith, College Hill Plumbing & Heating Ed Swift, Kansas Bureau of Investigation Andrew Keehn, Blackstone Insurance and Investments
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SCENE ABOUT TOWN
Forge Glow Golf Tournament LAKE SHAWNEE GOLF COURSE AUGUST 2, 2018
PHOTO 1 Cory Schoffelman, Scott Uhl, Brian Armstrong and Jeff Lolly, Bartlett & West
PHOTO 2 Colton Stremel and Billy Ferrier, Sharp Honda Kyle Cordts, Reserve National Insurance Company Sterling Hedstrom, Ed Bozarth Chevrolet
PHOTO 3 Brooks Pettit, Vaerus Aviation Tim Krueger, VisionBank Kevin Holland, CFS Engineers Greg Schwerdt, Schwerdt Design Group
Photos by BRADEN DIMICK
PHOTO 4 Chris Stone, Stonecraft Media TK Adams, Owls Nest Matt Carney and Tyler Gray, Target Distribution
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Brandon Shepard and Juan Tetuan, Tetuan Enterprises Brad Yeubanks and Hannah Yeubanks, KADA Paje Resner, Chief of Staff, Speaker of the Kansas House Tim Resner, Frieden Unrein & Forbes
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LAST WORD
BRENT TROUT Where do you see Topeka heading in the next few years? Topeka is moving in a positive direction and will continue to do so. The Cyrus Hotel will be completed in less than four months and the new Iron Rail Brewery will be opening around the same time. In addition, work is continuing on the Wheatfield Development. We are seeing the housing market going well, which means people are moving to Topeka. The Momentum 2022 efforts are just beginning to work through implementation phase, so the future looks very bright. What do you hope to accomplish as City Manager? As City Manager I hope to continue to develop the ability of the City departments to make improvements in our infrastructure and improve the delivery of the programs and
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services we offer. We touch many areas of this community and I want the City to be recognized as a partner in making the community better, not a hindrance. What do you see as the biggest opportunity for Topeka? The biggest opportunity for Topeka is to really improve the quality of life for those that live and work in our community. There are many projects in process that are going to make a difference in how we view our community. The ability to see nice improvements in venues and recreational activities offered is going to make Topeka more appealing than it already is as a place to work and live. These changes will increase the pride in Topeka to new levels that we have not seen for some time. I can already sense the excitement growing in the community.
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Brent Trout is approaching his one-year anniversary of serving as the Topeka city manager. Recently, he shared his thoughts about the city’s growth, opportunities and goals with TK.
What do you see as the biggest hurdle for Topeka? The biggest hurdle is to not lose the positive momentum that we have going. Many plans are underway through Momentum 2022 and at the city and county levels. The investments in infrastructure improvements and facilities are at a high level. The future looks bright, but we need to continue to think ahead to what the next thing we need to be doing to make our community better so that all persons see and enjoy the benefits of this growth. How can the City work with businesses to ensure continued growth and prosperity? We need to ensure that we are creating a clear process for developers to follow when they want to build in the community. Whether it is a startup or an expansion of an existing business, we want them to
understand the process and then help them work their way through that process. We can do this by conducting developer forums, meeting with small business development groups and working closely with the Greater Topeka Partnership as they meet with economic development prospects. We also need to work with them (developers) by providing prompt inspections of their new construction or renovations of their existing structure. Tell us something no one really knows about you. The first job that I had growing up was working for the Kansas City Chiefs in the summer as part of their ground crew. The job primarily consisted of grass mowing and other landscaping activities. I worked for the Chiefs for a total of four summers. It was fun to work for my favorite team.
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PICTURE THIS: Debilitating joint pain to back in the game Charlie’s total knee replacement is more than a great success story. It’s an inspired one. When he first came to Cotton O’Neil Orthopedics & Sports Medicine, Charlie’s life — and the activities he enjoyed — had taken a back seat to debilitating pain. But within a few short months after surgery, he lost 50 pounds and was able to walk all 18 holes on the golf course. He was so motivated by his experience that he started volunteering, and later working, at Stormont Vail Health. He now hopes to inspire others through his personal success.
The story of you is the story of us.
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