Lake Business Magazine, 2nd Quarter 2016

MADE IN LAKE

MARKETING

HUMAN RESOURCES

JANET WEST IS HAIR TO STAY

BUILDING YOUR BUDGET

7 THINGS THAT MAKE EMPLOYEES HAPPY

BUSINESS

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David van de Velde (left), Theresa Morris, Greg Yager, and Linda Ricketson share their tips for marketing a business successfully

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LAKE BUSINES S MAGAZ I N E

A T

Y O U R

S E R V I C E

F E AT U R I N G

BARBA R A

COR COR AN

THE SHARK TANK STAR DISCUSSES INCREDIBLE CLIMB FROM WAITRESS TO MILLIONAIRE PLUS

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BANK PRESIDENT KEN LAROE DREAMS OF GREENER LAKE COUNTY

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F R O M

T H E

C E O

TELL YOUR STORY recently had the pleasure of sitting down and speaking with Mr. David van de Velde, the extremely successful businessman gracing our cover this month. He is an expert in marketing, so I asked him if he could offer advice to businesses today regarding their marketing, what would that advice be? He stated, “It’s simple. I would advise them to tell their story.”

I replied, “Well, that does sound simple. Can you elaborate?”

Mr. van de Velde went on to share a story with me, as he typically likes to use analogies to explain his point. During his time in the world of vodka, he learned about a taste test where individuals were offered an opportunity to taste unlabeled shots of vodka.

However, before tasting, the participants were asked, “What is your favorite vodka brand?” Many of them proudly proclaimed Grey Goose.

During the taste test, the participants selected their favorites and then selected the vodka they felt was the least appealing. The results were unanimous; the least favorite among “ W H E N A C U S T O M E R K N O W S W H O YO U A R E , A N D the group was Grey Goose, the very brand most K N O W S YO U R S T O R Y, T H E Y A R E M O R E L I K E LY T O had previously said was their favorite. I asked S H O W L OYA LT Y T O T H E C O M PA N Y W I T H W H O M T H E Y Mr. van de Velde, “How could this be?” He replied, “Marketing. The company that produces F E E L T H E Y H AV E A P E R S O N A L C O N N E C T I O N .”

Grey Goose has perfected its marketing and is extremely successful at telling their story.”

Mr. van de Velde learned a great deal about marketing from that one particular taste-tasting event, so much so that Ketel One Vodka is now the third largest vodka company in the nation.

He explained further that businesses should take the opportunity to allow customers to know more about them every chance they get. When a customer knows who you are, and knows your story, they are more likely to show loyalty to the company with whom they feel they have a personal connection.

So the answer to marketing is simple: Tell your story, always strive to be the best, take great care of your customers, and allow them to know you. If you are a small business owner, your customers should get to know you, the owner, personally.

As always, I learned a valuable lesson from Mr. van de Velde that day, and hopefully you will as well when you read our cover feature this month. He is a deep well of information, and he has become a great friend and mentor to me. He stated his goal was to share his knowledge with as many business people as possible before he passes on and takes all of that great knowledge with him. He is a true class act.

I

Until next time,

KENDRA AKERS, CEO kendra@akersmediagroup.com 7 2016 S E CON D QUARTE R

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All editorial contents copyright 2016 by Akers Media. All rights reserved. Lake Business Magazine is a registered trademark of Akers Media. Nothing may be reprinted in whole or in part without written permission from the publisher. For information, call 352.787.4112.

Return postage must accompany all unsolicited manuscripts and artwork if they are to be returned. Manuscripts are welcomed, but no responsibility can be assumed for unsolicited materials. “Special Advertising Feature” denotes a paid advertising feature. Publisher is not responsible for claims or contents of advertisements. The ideas and opinions contained in this publication do not necessarily reflect the thoughts or opinions of Akers Media.

8 LAKE B US I N E SS MAGAZ I N E.COM

C O M M I S S I O N E R ’S

C O R N E R

MARKETING MATTERS o you remember the “Little Orphan Annie” radio show scene from “A Christmas Story”? Ralphie discovers the secret decoder ring to be just a “crummy commercial” for Ovaltine. After months of faithfully sitting by the radio listening to the “Little Orphan Annie” show, Ralphie realized he was not part of some exclusive club; he was being tricked.

The marketing lesson here is don’t trick your customer or those you are trying to win infl uence over. To communicate effectively with someone and earn their attention and respect, I’ve learned you must connect with them first. A tricky or gimmicky message that has no foundation or proof will most assuredly turn someone away, like Ralphie and Ovaltine. My children and I like Ovaltine by the way, so no disrespect meant!

Let’s briefl y examine Lake County’s efforts to brand itself as “Real Florida. Real Close.” and two specific efforts to attract and grow high-wage jobs: Wellness Way and the Wolf Branch Innovation District.

“Real Florida. Real Close.” connects with most residents because it touches on their personal decision to move to Lake County or to stay in Lake County. The message connects with the highly skilled workers at Electron Machine Corporation in North Lake who love to hunt the woods and fish the lakes of the Ocala National Forest. And it connects with the health and wellness doctors and medical professionals who cycle “LEADERSHIP AND WISDOM the “Florida mountains” and swim the pristine lakes in South Lake. Most WILL MAKE THE DIFFERENCE residents desire a unique Florida community— something that’s not typiI N K N O W I N G W H AT B E L O N G S I N cal suburbia with elements of plastic, manmade tourism.

W E L L N E S S W AY A N D T H E W O L F Plans for Wellness Way in South Lake and the Wolf Branch Innovation B R A N C H I N N O VAT I O N D I S T R I C T, District near Mount Dora emblematize efforts led by the county, cities, and A N D W H A T D O E S N ’ T .” business leaders to land high wage jobs. These projects offer the opportunity to transition away from a housing-dependent economy to one diversified in clean manufacturing, technology, health and wellness, agriculture, and professional services. We’ve learned big ideas and dreams, such as creating these job centers of tomorrow and protecting quality of life, don’t just happen; it takes planning, wisdom, persistence, and an engaged community.

The proof or foundation of “Real Florida. Real Close.” and the planning efforts of Wellness Way and the Wolf Branch District rest with both the future policy actions taken by leaders and our marketing efforts. “Real Florida. Real Close.” means a lot of things to a lot of people. There will always be some divergence of opinion on this message. And skeptics will say Wellness Way and the Wolf Branch Innovation District are simply attempts to build more homes.

Without a champion to market these plans and our message, it is quite possible Lake County could never really make the full transition from economic sameness and dependency to uniqueness and exclusiveness, meaning the quality of life we love today will fade like a sunset over Lake Minnehaha.

Leadership and wisdom will make the difference in knowing what belongs in Wellness Way and the Wolf Branch Innovation District, and what doesn’t. The plans and our slogan “Real Florida. Real Close.” are without merit if there is no follow-through or commitment to be what we are saying we are going to be. Basically, we risk becoming another “crummy commercial.”

D

SEAN PARKS, LAKE COUNTY COMMISSIONER 9 2016 S E CON D QUARTE R

A D V I S O R Y

B O A R D

THE HEART OF OUR MAGAZINE: A group of astute, hard-working business leaders TH E TH OU G HTS, I D EALS, PH I LOS OPH I E S AN D TR I E D-AN DTR U E PRACTI CE S I N TH I S I S S U E COM E FR OM AN I N CR E D I B LY TALE NTE D G R OU P OF B U S I N E S S LEAD E R S WH O MAK E U P OU R ADVI S ORY B OAR D. OU R MAGA Z I N E STAFF I S J U ST TH E CON D U IT TO G ET B U S I N E S S PE OPLE TALK I N G, S HAR I N G I D EAS AN D H E LPI N G EACH OTH E R G R OW AN D I M PR OVE.

Jessica Flinn When it comes to success, Jessy Flinn has all the right ingredients. She serves as owner and executive chef of Gourmet Today, which opened in 2011. Gourmet Today is a full-service catering company that offers meal delivery, private chef services and cooking classes. Jessy’s passion in life is food, and she strives to uphold her company’s motto, “Rare service, Well done.”

Lou Buigas Lou Buigas is owner of B-Green Construction and Management, Hoity-Toity Mercantile and Green Art Gallery. She is also owner and managing partner of the Tavares WaterFront Entertainment District Group, a marketing company that formulates innovative ideas to reinvest funds back into the downtown waterfront.

Doug Childers, Jr. Doug Childers is president and chief executive officer of Lassiter Ware Insurance, a company that has been in Lake County for more than 100 years. The Sumter County native has been with the company for nearly 10 years, and he took over as CEO two years ago. Childers has a bachelor’s degree in risk management/ insurance from Florida State University.

Barbara Gaines Barbara Gaines, owner of Sense of Etiquette, holds certifications in corporate and children’s etiquette from the American School of Protocol in Atlanta. Sense of Etiquette assists individuals, groups, corporate, government and educational institutions to enhance the confidence of children, teens and adults to present a confident and courteous image.

Bryan Rudolph Bryan Rudolph has more than 25 years of broadcast television and video postproduction experience. A graduate of Indiana University of Pennsylvania, Bryan has served as a videographer/producer/ director for several TV stations.

He started his company, Video Doc Productions, in 1991.

Today the company is a trusted audio-video and technology resource center.

Joe Shipes Mount Dora High School graduate Joe Shipes worked in retail management and sales marketing before earning his real estate broker’s license.

In 1995, he became chief executive officer of The Leesburg Partnership, where he spearheads improvement projects and organizes events.

Joe lives in Umatilla with his wife and two children.

Ally Liu Ally and her husband Harry opened Azure Water in 2013 in Leesburg. She attended Webster University. The Stewarts and their company are active in community affairs and recently made a donation to CannedWater4Kids, a program that provides clean water for children in Africa.

Azure Water relocated to Leesburg from Hudson.

Carolyn Maimone Lake County native Carolyn Maimome studied business management and information technology at Lake Sumter State College. A turning point in her career occurred in 2006 when she was promoted to project manager for a large distribution company.

Daniel D. Whitehouse Daniel D. Whitehouse entered the legal profession after years managing Information Technology (IT) infrastructures for large companies. Whitehouse holds degrees from Webster University and Stetson University College of Law. He is a member of The Florida Bar, the Orange County Bar Association and the Lake County Bar Association.

10 LAKE B US I N E SS MAGAZ I N E.COM

Lanny Husebo Lanny Husebo is president of Husebo Marketing. Founded in 1962, the agency is celebrating its 53rd year specializing in medical, financial, and industrial business through traditional and social media. Company highlights include coordinating the opening of LRMC, designing the first Lake County tourism campaign and being part of the Vac-Tron team for over 20 years.

Michelle Harris Michelle Harris is the community service representative of the Florida Governmental Utility Authority (FGUA), a special-purpose agency that acquires, owns, improves and operates water and wastewater utilities.

Michelle brings 20 years of experience to the eight counties she serves. She earned a BS degree in business management from Liberty University.

Miranda Burrowes Native Floridian Miranda Burrowes is public relations specialist for the City of Eustis.

She earned her Public Relations degree at the University of South Florida and began her career at the Florida United Methodist Children’s Home. Next, she served as assistant director of development for the Foundation for Seminole State College.

Nan Cobb Classic Tents and Events owner and native Floridian Nan Cobb has lived in Lake County for more than 25 years. She is a member of multiple chambers of commerce and is second vice president of the Eustis Historical Museum. A florist by trade, her passion is turning art into unique décor.

Nancy Muenzmay Nancy Muenzmay is the presidents and co-owner of Striking Effects Promotions, a 20-year-old company specializing in embroidery, engraving and promotional products. She also currently is the director of Lake Sumter State College’s Business Incubator Programs. Her work history includes roles such as elementary school teacher and senior financial analyst.

Ray San Fratello Ray San Fratello has been the South Lake Chamber of Commerce president for more than 11 years. The Clermont resident attended Erie County Technical Institute and Buffalo State University. Before coming to Florida, Ray served as president of the Genesee County (New York) Chamber of Commerce. He’s married with three children.

Robert L. Chandler IV As director of Lake County’s Economic Growth Department, Robert oversees Planning & Community Design, Building Services, Economic Development and Tourism.

Robert has an undergraduate degree in psychology from Davidson College, and a Master of Business Administration Degree from the University of Florida. Robert and his wife have two daughters.

Susan Ellis Lake County native Susan Ellis founded Hound Dogg Entertainment, a company that provides event planning, stage and lighting for concerts and local and national musicians to local venues. Susan studied business marketing at Lake-Sumter State College.

Hound Dogg has provided entertainment for street festivals, arts and crafts shows and holiday events.

Mary Rhodes Mary Rhodes has helped people achieve home ownership since 1984, including 20 years with The Mortgage Firm, Inc. She opened the company’s Lake County branch in 2011. Mary finds financing for homebuyers through the Federal Housing Association, Veterans Affairs, USDA and jumbo mortgages.

She also does refinancing and reverse mortgages.

Kress Muenzmay Kress Muenzmay is vice president and co-owner of Striking Effects Promotions, a 20-year-old company specializing in embroidery, engraving and promotional products. His business career spans more than 45 years.

He served as mayor and commissioner for the City of Eustis and currently serves on the Florida Hospital Waterman Foundation board of directors.

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2016 S E CON D QUARTE R

BUSINESSBRIEFS /// N EWS A N D N OTE S FR OM A R OU N D TH E C OU NTY

ON PAR WITH GREATNESS M O N T V E R D E / YA LA HA //

Avid golfers do not have to venture far to play on some of the greatest courses in America.

In fact, two of them are located in Lake County.

Golf Advisor, the leading source of golf course

ratings and reviews, recently ranked Mission Inn Resort and Club’s El Campeón golf course as the second-best course in the country and the best course in Florida. In addition, Bella Collina Golf Club in Montverde

was ranked as the country’s fifth-best course for off-course amenities.

“Our local courses offer scenic views of ‘Real Florida,’ challenging elevation changes, and top-notch amenities unparalleled elsewhere in the state,”

said Robert Chandler, director of Lake County Economic Development and Tourism. “These honors confirm that Lake County remains a premier destination for golf enthusiasts, whether on a recreational or competitive level.”

“OU R LOCAL COU R S E S OFFE R S CE N I C VI EWS O F ‘ R E A L F L O R I D A ,’ C H A L L E N G I N G E L E V A T I O N CHANG E S, AN D TOP-NOTCH AM E N ITI E S U N P A R A L L E L E D E L S E W H E R E I N T H E S TA T E ,” —ROB E RT CHAN D LE R, D I R ECTOR OF LAKE COU NTY ECONOM IC D EVE LOPM E NT AN D TOU R I S M.

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FLOWER POWER SHAPING TOMORROW’S LEADERS TODAY L E E S B U R G / / Thanks to two grants awarded by AT&T, Leesburg High School (LHS) students will have a unique opportunity to learn how STEM (science, technology, engineering, and math) curriculum

translates into careers.

LHS students in grades 9 through 12 will participate in projects that focus on problem-solving and critical-thinking skills.

“This funding will keep us going in the right academic direction,

and I applaud AT&T &T for their commitmentt to the students in Florida, and especially those in Lake County,” said Carman Cullen-Batt, executive director of the Educational Foundation of Lake County.

THE ROAD TO VICTORY

Lake County was the proud recipient of the Keep Lake Moving award for its roundabout project on County Roads 561 and 455. The project was created due to safety issues at the intersection of these two roads. In fact, there was a 42 percent higher crash rate than the state average. Since the roundabout opened a year ago, there have been no accidents at the site.

The award was presented at the Lake-Sumter Metropolitan Planning Organization’s ninth annual Horizon Awards Dinner.

TAVA R E S //

Pictured holding the award is Jim Stivender, Lake County Public Works Director and Duane Booth, P.E. and President of BESH.

Miss Daisy’s Flowers and Gifts continues to blossom.

The downtown Leesburg-based company recently opened a second location at ViaPort Florida affectionately named “Miss Daisy’s, Too.” Customers who visit the company’s kiosk located between Kay Jewelers and Bath and Body Works can purchase everything from premade bouquets and gift baskets to popcorn decorating kits and puzzles.

“We’re excited to be at the mall because the growth occurring there has been incredible,” said Miss Daisy’s owner Bob Tucker.

“The energy and excitement that has gone into promoting the mall has been incredible. I am elated to be part of a facility that has been given a rebirth.”

L E E S B U R G //

13 2016 S E CON D QUARTE R

B U S I N E S S B R I E F S

STRICTLY BUSINESS

A CLEAN SLATE TAVA R E S / / Lake County’s Geographic Information Services Division and Keep Lake Beautiful teamed up to create a mobile application that allows users to pinpoint areas of litter on a map.

The app, which is viewable on mobile devices and desktop computers, lets users submit data about a particular area and attach corresponding photos. If a site has already been identified, other citizens can “like” it to raise its priority.

Keep Lake Beautiful will monitor submissions and propose cleanup efforts and community events as needed. Once a site is cleaned up, it is removed from the map so citizens only see current areas of concern.

“The long-term goal of Keep Lake Beautiful is to reinforce the mindset that residents can keep their community clean by taking litter with them and disposing of it in proper receptacles,” said County Commissioner Leslie Campione, who spearheaded the Keep Lake Beautiful initiative.

Lake County’s Business Opportunity Centers (BOC) allow new companies, as well as developing businesses, to get off to a strong start. A partnership between Lake-Sumter State College and the Lake County Economic Development and Tourism department, the program offers training, seminars, and one-on-one consulting. The program also offers business incubators that provide affordable office space.

There are currently three BOCs in Lake County: • Mount Dora: 352.602.4575 • Groveland: 352.429.2581 • Leesburg: 352.315.1846

E NTR E PR E N E U R S: B E H EAD OF TH E CLAS S The following courses are being offered by Lake County’s Business Opportunity Centers throughout May and June at Lake-Sumter State College.

They are free or low cost as a courtesy of the Florida Small Business Development Center at UCF. Lake-Sumter State College’s North Lake campus in Leesburg: ››› May 5: ››› May 12: ››› June 16: ››› June 23:

TALKING SHOP LA DY LA K E // The Benchmark Group brought Best Buy, Kohl’s, and Bed, Bath & Beyond to Lady Lake. Now, the development group is building an 80,750-squarefoot multitenant shopping center that will have an architectural theme consistent with Lady Lake Crossing and Village Crossroads. Tenants have not been announced for the shopping center, which is being built on an 18-acre parcel of land on U.S. Highway 27/441.

“Business Plan Writing Made Easy.”

“Financing Your Business.”

“Marketing for Business Success.”

“Web and Social Media Basics for Business Success.”

Lake-Sumter State College’s South Lake campus in Clermont: ››› ››› ››› ›››

May 12: May 19: June 23: June 30:

“Business Plan Writing Made Easy.”

“Financing Your Business.”

“Marketing for Business Success.”

“Web and Social Media Basics for Business Success.”

For more information, call Theresa Davis at 352.315.1846 or Cesar Gomez at 352.429.2581.

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Thanks to the Business Opportunity Centers, I was able to focus on what’s important.

Last year, Jones Brothers’ revenues grew by 20 percent, achieved its first profitable year and I was able to secure the financing to buy the company. Win-win-win.

Rob Galloway / Owner and operator Jones Brothers & Co. Air and Seaplane Adventures

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To learn more about the services offered at the Lake County Business Opportunity Centers, visit www.lakeboc.com or call 352-602-4575.

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P H O TO : S H U T T E R S TO C K

20 LAKE B US I N E SS MAGAZ I N E.COM

HITTING THEIR MARK(ET)

DAVI D VAN D E VE LD E

NE OF A KIND Know yourself, have a vision, and build a good team around you.

S TO R Y L E I G H N E E LY

he names ring through history—Roosevelt, Vanderbilt, Rockefeller, Carnegie, van de Velde. Haven’t heard that last name?

Chances are you know about something that has his mark on it.

David van de Velde began his life on the island of Schouwen-Duiveland in the coastal town of Zierikzee in the Netherlands. From that small beginning, he has created and run seven international businesses that are still thriving and creating jobs for people around the world—and, at one time, out of this world.

“No business exists without sales and marketing,” van de Velde says. “If you don’t work hard, your company will never get off the ground. It’s all about you and what you are willing to do.”

He began his working life

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as a licensed deck officer on ships that bought many of Europe’s immigrants to the United States and Canada.

After training at the Maritime Academy and desiring to learn everything about ships, he received a degree in shipbuilding. He worked hard and excelled as captain, ship builder, and eventually became operations manager of the Europe Container Terminus by age 28.

“When you’re on a ship with 30 to 40 people, that’s your world. You have to become part of the team, fit in anywhere. Team is above everything,” van de Velde says. “I was promoted from ship’s captain to port captain when no one knew anything about the containers. There were no computers to keep track of everything.”

With that experience, he came to America, where he knew there would be fewer

regulations with starting a business, and opened the first public container terminal on the west coast in 1969.

Prior to this, all container terminals were private, used only by the company that owned them. Van de Velde’s company accepted ships from any corporation.

“It’s up to you to grab the opportunities,” van de Velde says. “Know yourself, have a vision, and build a good team around you. Trust your people. Believe every problem has a solution.”

Each venture became a bigger success from international transportation to the aerospace company van de Velde gave his attention to that turned it around.

“We did nondestructive testing on composite materials as a third-party, objective reviewer,” van de Velde says.

“We worked with the second lens of the Hubble Telescope

and worked with NASA on the space shuttle.”

By this point, the astute businessman had discovered he had a gift for making ideas successful. That point was proven by his next venture. During a family visit to his hometown, he and a group of friends were enjoying some Ketel One gin when a friend challenged van de Velde to make the gin into vodka.

“He says, ‘If you get this stuff in a vodka in the U.S., Macy’s will sell it.’ We shook hands, and if I shake hands, I stick to it,” van de Velde says.

He immediately went to work with the distillery to bring Ketel One to those with discerning taste in America. The company began in his garage and today is worth $3 billion.

Van de Velde likes to tell the story of a phone call he received late one night. The 21

2016 S E CON D QUARTE R

Don’t be afraid of a challenge; it will only make you better.

— David van de Velde

man on the other end of the line said, “Are you the owner of Ketel One? I’m going to make you a rich man.” When van de Velde asked for the man’s name, the caller replied, “I’m in the movie business but don’t worry about that.”

“Then he says to use Tomolive in the Ketel One martini, so at 10 o’clock the next morning, we were looking for Tomolives, and one of my people found them at a Pier One,” he says.

They made the martini, and the rest, as they say, is history. Van de Velde went to Alma, Arkansas, where the Tomolive grower lived and got the farmer to agree to sell exclusively to Luctor International, van de Velde’s company.

Then he used his ingenuity that makes good ideas, great ideas. He proudly pulls a picture out of a file from Ketel One’s early days. The scene is a man in a bathrobe talking to people around a truck. The truck holds the first boxes of Ketel One going to market. Van de Velde is giving instructions to employees who have been at work since four in the morning. Their boss is still in his pajamas.

“This lady was my neighbor and she worked for me.

We had these Ketel One bottles and I thought what am I going to do with them?

We did what I call ‘point of sale’ material that goes in the

store,” he says and his voice fills with pride. “We made the frames in my workshop.

We cut the pieces of wood and painted a piece of plastic black to make it into a blackboard, and we wrote on it with wax like they do the cars in a car dealership. We wrote, ‘We highly recommend a Ketel One, Tomolive martini. It’s not an olive. Ask us about it.’”

The signs went in the back of the case and created curiosity at point of purchase.

“When you saw it, you thought it was a handmade sign, but where did they get it? It looked like the manager of the store or whoever believes in this product. The store recommends it, and so we gave away a bottle of Tomolive with every bottle of Ketel One,” van de Velde says. “You talk about the pinnacle of success, those Tomolives became so important, and added value became so important. With the Tomolives, those things sold like crazy. Once a store sells Ketel One like crazy, you’re on to making money.

You’re on the front-end cap.”

Van de Velde’s business models come from a simple phrase he saw at a cement company: “Find a hole and fill it.”

“We are all entrepreneurs, and most of us work hard.

You have to be willing to listen; you must have a vision; and remember that relationships are important,”

van de Velde says.

Starting small but thinking big has brought van de Velde success in many areas, but he says what keeps him on top are his “Pillars of Success.” These are rules he applies in every situation.

• Reputation is what your business is built on. People will talk about your company. Your reputation hinges on what they say.

• Tell a story, and the story will go around. People will remember it and share it.

• Be a little bit fashionable.

See what the consumer really wants.

• Don’t be afraid of a challenge; it will only make you better.

• Focus on your plans, and make them happen.

• Public relations is important, and always build on your “Pillars of Success.”

In 1996, van de Velde sold Ketel One and moved to a new idea: fl avored vodkas.

Knowing Americans didn’t like gray cars, he sought to be more colorful with fl avored vodkas. Now along with Rolex watches, Mercedes, Gucci handbags, and Armani suits, there are more than 20 Van Gogh fl avored vodkas, something van de Velde was sure Americans would embrace.

Van de Velde knows it’s vital to stay ahead of the

game, and says it takes only four months from the time he gives the master distiller the new fl avor until it’s on the market. He feels he’s meeting the needs of the “cocktail culture” with the wide variety of fl avors. As an added value, many chefs are cooking with it.

The Leesburg Chamber of Commerce and Akers Media Group are sponsoring a “Cooking with Vodka Dinner” at Arlington Ridge CDD Fairfax Hall on Oct. 2. Tickets are $100 for the seven-course dinners, and seating is limited to 300. Several area chefs will be participating along with celebrity Chef Jon Ashton, comedian and television host from Chicago. There will also be a competition for Mid-Florida Honorary Spirits Chef, with an award for the best recipe using fl avored vodka.

Van de Velde always has a story to share. One of his favorites is about the late Princess Diana. The Princess of Wales was staying in one of New York City’s five-star hotels and requested a Ketel One martini. Though the hotel did not have the vodka in stock, within minutes, the ingredients were available and the princess had her martini. Hotels throughout the city heard of the princess’s favorite drink and all of them stocked Ketel One in the event Princess Diana came in.

Now that’s a story people won’t forget.

22 LAKE B US I N E SS MAGAZ I N E.COM

TH E R E SA M O R R I S

A R EAL

POWE R HOUS E

From billboards to print media tois a community involvement, the ide ion. to never be afraid of self-promot S TO R Y S H E M I R W I L E S

ome businesses simmer at the surface, never reaching their true potential. Then there are others that burst on the scene and take an industry by storm.

Morris Realty & Investments is the perfect example of such a business. On her own, broker/owner Theresa Morris blazed a trail that set the local real estate industry on fire. With her team of Realtors, which includes her daughter Lena Williams, she does more than just set trends; she raises the bar on what it means to be a top producer.

Theresa started her company nearly

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seven years ago, a bold move when most real estate agents were running away from the industry because of the housing market crash. However, Theresa says she had a vision and a drive to establish a small, premier realty office that was not only exclusive, but also spiritually driven.

Since opening its doors, Morris Realty & Investments has grown each year to new heights, and she credits a lot of it to marketing. “I believe 20 to 30 percent of your profit should go back into marketing,� says Theresa.

From billboards to print media to community involvement, the idea is to never be afraid of self-promotion.

According to Theresa, good marketing entails advertising, staying in contact with past customers, knowing your product, and being active in organizations like the local chambers.

Also, she says business owners should never be afraid to ask for business, and they should support local businesses by shopping local and sponsoring events that benefit the community at large.

23

2016 S E CON D QUARTE R

DRIVEN G R EGG YAG E R

TO SUCCEED Meld old-fashioned service with online accessibility.

S TO R Y J A M E S C O M B S

uch has changed in the automobile industry since Greg Yager began his career with Plaza Cadillac as a used car manager in 1989.

Today, consumers spend more time researching prospective vehicles online than visiting various dealerships.

In fact, many computer-savvy buyers take the car-buying process as far as they can online before visiting a dealership and test-driving their dream automobile.

“We’re finding more and more that vehicles are sold before a customer ever gets to the dealership,” says Yager, who became general manager of Plaza Cadillac in July 1994.

While fewer people shop the old-fashioned

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way, that does not stop Greg and his team from delivering old-fashioned service. And that, he says, is the company’s most powerful marketing tool.

“When customers come here we realize their most valuable asset is their time. We can replace cars and money, but we cannot replace their time. If you strive for 100 percent satisfaction in every interaction, then word-of-mouth becomes your most effective way of marketing.”

Greg urges other business owners to follow that model. Although technology is moving fast and the world continues changing at an increasing rate, you can still take pride in the service you offer and greet customers on a first-name basis.

“Once you have a customer, you have to do

everything necessary to keep that customer. Make sure your employees are trained to properly listen to and service customers because it’s all about the customer.”

“When customers come here we realize their most valuable asset is their time. We can replace cars and money, but we cannot replace their time.”

24 LAKE B US I N E SS MAGAZ I N E.COM

25 2016 FI R ST QUARTE R

26 6 LAKE B US I N E SS MAGAZ I N E.COM

HITTING THEIR MARK(ET)

LI N DA R ICKETSON

A TRUE

VISIONARY Look for new avenues of marketing and visualize the end result.

S TO R Y M I C H E L L E C L A R K

inda Ricketson never expected to be what she is today—a highly effective marketing director for Lake Eye Associates. She says she fell into the business by “default,” but there’s no mistake she’s made for the job.

Before Linda, the company did little in the way of marketing. When changes in the practice occurred, she stepped up to the plate and has been hitting it out

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of the park since.

“I’ve learned you have to follow your gut. And research, research, research. If someone is telling you ‘this is so great,’ make sure they know what they are talking about,” Linda says.

Trial and error have seasoned Linda’s approach; she’s found that honest and simple goes a long way, and word of mouth is still her best form of marketing.

Instead of a formula, she builds the name of Lake

TO SUM IT UP in simple terms, marketing is the heart of your business success. Making the right connections between consumers and products is key.

That doesn’t mean it’s simple—it’s a multifaceted process that includes research, strategy, price, and distribution. Your reputation is your calling card. Continually working

Eye on the credit of its services and employees.

“Your people are part of your marketing plan. If you have a message and your people don’t back that up, your marketing dollars are wasted,” says Linda.

She confesses her marketing secret is merely helping the company and its employees be the best at what they do. This simply means treating costumers well and showing courtesy to vendors.

“Your people are part of your marketing plan.

If you have a message and your people don’t back that up, your marketing dollars are wasted,”

with an end goal in mind will create more awareness and that leads to higher sales. Healthy competition should be invigorating. Alice Roosevelt Longworth once said, “I have a simply philosophy: fill what’s empty. Empty what’s full.

Scratch where it itches.” Know your target; market to your target; stay on target.

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2016 S E CON D QUARTE R

STATE ROAD 417/BOGGY CREEK ROAD INTERCHANGE

DRIVING SUCCESS The Central Florida Expressway Authority does more than just build roadways; it supports hiring local businesses and creating jobs that make a positive impact on the communities it serves.

When the Central Florida Expressway Authority (CFX) needed a company to provide Florida’s first fabricated curved U-beams for the State Road 417/Boggy Creek Road interchange in Orlando, it looked

to Leesburg-based Dura-Stress to get the job done.

The new fabricated beams used were the first in the state and only the second in the United States, an impressive feat for a local

company known nationally for its work. Lake County Commissioner Welton Cadwell, who was recently re-elected to serve another term as chairman of CFX, called Dura-Stress’ recent work aesthetically and

III PAID PROMOTIONAL FEATURE III

structurally innovative.

However, Dura-Stress is no stranger to working with CFX; the precast concrete company has done so for many years on many important roadway projects throughout the Central Florida region.

“We’ve worked on (State Road) 417, (State Road) 429, and (State Road) 408 over the years,” says Tim Morley, general manager at Dura-Stress. “We have a great working relationship with them and, in turn, they’ve helped create a lot of jobs within our company.”

For example, the recent State Road 417/Boggy Creek Road interchange project created 40 full-time jobs for a year. Positions included everything from laborers to quality control to management.

Morley explains when jobs like these are created, it benefits Lake County as a whole.

“These workers then cash their checks here and then they go shop-

“[Wekiva Parkway] will give us the connectivity needed...for growth, but we will also maintain what Lake County is.”

CFX uses local toll proceeds to build, operate, and maintain the region’s expressway network. It is also responsible for the planning, design, construction, operation, and maintenance of a 109-mile limited-access expressway system serving Lake, Orange, Osceola, and Seminole counties. E-PASS is CFX’s local, pre-paid toll program. _____________________________

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• E-PASS works on all toll roads and most bridges in Florida, Georgia, and North Carolina. ping at Publix, or they go to the mall,” he says. “It’s a tremendous impact.”

Because of Dura-Stress’ work on the State Road 417/Boggy Creek Road interchange, the door was opened for the company to be awarded two more concrete U-beam bridge jobs. Both bridges will be part of another important CFX project that affects Lake County: the Wekiva Parkway (State Road 429). The estimated $1.6 billion tolled expressway will connect to State Road 417, essentially closing the space between U.S. Highway 441 and Interstate 4. A majority of the the Wekiva Parkway will be finished in 2019 with the remainder targeted for completion in 2021. Morley anticipates the project will yet again create nearly 40 full-time jobs for people in Lake County.

“These multimillion-dollar projects put people right here in Lake County to work,” Morley says. “There are very few local manufacturing jobs

that offer decent pay; therefore, it’s important to have projects of this magnitude come our way.”

Once the Wekiva Parkway is complete, it will not only stimulate business growth and bring new residents to Lake County, it will also create new job opportunities that will positively impact the county’s economy beyond the construction phase.

“It’s a pretty big project that will have a truly amazing long-range effect on Lake County,” explains Cadwell. “It will give us the connectivity needed to help us with our future … We are prepared for growth, but we will also maintain what Lake County is. We will be a part of Metro Orlando without losing our identity.”

With Chairman Cadwell at the helm, CFX proudly represents the vested transportation interests of Lake County and lends a voice to the one feature that connects us all: roadways. It’s a

source of pride for CFX, which has supported more than 12,000 local jobs and worked with nearly 600 local businesses.

“We always want to bring jobs to the communities that matter to us,” says Cadwell. “We’ve become a great organization with great regional collaboration. We have a very dynamic Board where everyone serving brings so much to the table. Our hearts and heads are in the right place because before we do anything we consider how it will affect our customers and then our local businesses.”

In looking to the future, Morley says Dura-Stress is excited to continue its relationship with CFX. “(CFX) does the best they can to use local companies, so it is our hope we’ll continue to have the opportunity to do projects with them, especially when the work is happening in our own backyard like the Wekiva Parkway.”

III PAID PROMOTIONAL FEATURE III

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4/16/16 3:10 PM

BIG DREAM Living in sunny Central Florida comes with a price— a toll on hair. Salon owner and businesswoman Janet West knew her target market needed better products to protec aging hair from the environment so she develprotect oped a line of hair care items to meet those needs.

S TO R Y M A R Y A N N D E S A N T I S

fter being in the salon business for 30 years in the tri-county area of Lake, Sumter, and Marion counties, Janet West understands her clientele has special hair needs. Hair gets thin and loses its luster not to mention the environwith age, no elements can wreck havoc on a mental elem well-coiffed hairstyle. worked with some great prod“I’ve work ucts over the years, but I saw a need for that protected hair from Central products tha heat and humidity,” says West, Florida’s hea newly renamed Tenaj Salon CEO of the n West is also president/CEO of Institute. We Salon Jaylee, which has three locations in The Villages area. for ProTENAJ® products startThe idea fo four years ago after she talked to ed about fou

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/// P H O TO G R A P H Y F R E D L O P E Z

stylists in her salons and at her professional salon academy, an accredited training site for hair professionals. She believes stylists know best what customers want and need.

“Our stylists identified the needs of our guests,” says Jeff Morris, marketing director for Salon Jaylee and the Tenaj institute.

“Our true focus is to protect hair so we developed products that filled the needs of people who live here.”

After West developed the ideas and proprietary blends, she and her team worked with a California-based lab to select and test the formulas for the hair care line, which includes shampoos, conditioners, styling and treatment creams, and sprays, as well as a system that restores and revitalizes thin hair. All of the products are sulfate-free, which is healthier and extends hair color.

31 2016 S E CON D QUARTE R

She dreamed big and the line initially included 45 products.

“We learned as we developed that more is not always better,” West says. “We’ve ‘edited’ our line and focused on the top sellers.”

That’s not to say more products aren’t in the works. She watches closely to see what customers and stylists still want and need.

And she watches how her market is changing. With more baby boomers retiring to the area, she is seeing longer and coarser hair that needs more moisturizing.

Thus, she developed the Hydrate Infl ection line that is formulated with Villageberry® Complex, a proprietary blend of berries and fruit extracts plus antioxidants that protect hair.

“We also saw a need for products that addressed thinning hair,” West explains. “We developed a formula designed to restore and revitalize the hair and also treat strands at the source by improving circulation at the scalp and follicles.”

Developing a new line of products required a unique name that stood out in the

Currently, the ProTENAJ® line is available in West’s salons and will soon be available online. The focus for now is developing an e-commerce website, but West still dreams big.

“Our intention for the future is to distribute to other salons in our region,” she says.

hair care industry. Tenaj, which some say means “forbidden love,” is quickly becoming a memorable name locally.

“Our products invite you to give in to the temptation and indulge in treatments and solutions designed for the needs of your hair,” adds Morris.

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Thinning Hair System

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Amplified Inflection Shampoo and Conditioner are formulated to give maximum volume with sulfate-free color protection. (From $22.95 to $24.50)

Hydrate Inflection Shampoo and Conditioner and Leave-In Treatment Cream restore and soothe thirsty hair with an abundance of moisturizing botanicals and contain antioxidants to protect the hair from environmental factors. (From $15.95 to $24.50)

Brilliance Inflection Clarifying Shampoo and Villageberry Dry Shine Spray Oil create radiant shine long after a salon visit. (Both $24.95)

Style Inflection Dry Shine Spray, Texture Spray, Body & Shine Foam, and Dry Shine Texturizer support the hairstyle and guard against humidity, color-fade, and oxidation. (From $17.75 to $24.95)

32 LAKE B US I N E SS MAGAZ I N E.COM

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35 2016 S E CON D QUARTE R

LEADERSHIP

—PETER DRUCKER

E M P OW E R M E N T F O R V I S I ON AR I E S

M A N A G E M E N T I S D O I N G T H I N G S R I G H T. LEADERSHIP IS DOING THE RIGHT THING.

L E A D E R S H I P

TURN YOUR BEST MANAGERS INTO BETTER LEADERS eveloping top-notch employees is not a responsibility that should fall to individuals.

It is the responsibility of the company to nurture and develop the skills already present in employees and help turn them into effective leaders. A manager is someone who monitors, reprimands, and tells others what to do. A leader is someone that is not only confident about decisions, but also is willing to roll up his or her sleeves and work alongside employees toward a common goal of making the company better than ever. Here are five ways to turn great managers into great leaders.

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#1

Expect your managers to network with other executives and employees.

When someone in your company makes the transition from cubicle to office, there is often a natural tendency for new managers to disconnect from other employees.

Managers separate themselves from the pack and often are content to work alone. But leaders

understand that no matter where they are positioned in an office and how approachable they may be, they are still responsible for being a leader and making tough decisions. Leaders are equally comfortable speaking to a room full of C-level executives as they are speaking to an intern.

#2

Expect your managers to act as mentors.

Managers are concerned with completing a task; however, leaders understand the best way to complete any task is by developing leadership skills in others. If there are employees in your organization with great potential who aren’t sure how to transition from the role of following to leading, ask current managers to mentor those individuals.

Mentoring will not only develop skills in those being mentored, it will strengthen empathy and leadership skills in your management team.

Always create #3 opportunities for growth.

Often, managers become complacent when they

believe they’ve reached the glass ceiling within an organization. It is important to make managers aware there is always room for advancement, whether it means creating a new role or increasing job responsibilities along with their paycheck. When managers realize they will always be rewarded for their efforts, they are more inclined to grow as a leader instead of stagnating as a manager.

Offer continual, #4 scheduled feedback.

Instead of telling your manager he or she is doing a great job when it comes to mind, create regular appointments to discuss progress and any areas that need growth. As their leader, it is also important to open yourself for feedback from them. This kind of open communication breeds security among management teams and opens the fl oor for you to candidly discuss skills you want in future leaders. You cannot take someone from

a great manager to a great leader if you are unwilling to invest your time in leading them.

lead by #5 Always example.

Successful leaders strive to be transparent.

Transparency helps you duplicate your leadership skills in managers and employees. You cannot expect managers to become great leaders if you are unwilling to set the example of a great leader for them.

If you earn the respect of managers and employees, they will naturally nurture within themselves the qualities they admire in you.

When you begin the process of helping managers develop leadership skills, you will likely notice higher levels of job satisfaction and employee engagement in your business. The best way to ensure your company’s continued success for many years to come is by investing into the future of your company and working closely to develop your management team.

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2016 S E CON D QUARTE R

L E A D E R S H I P

RESILIENCE IN THE FACE OF ADVERSITY S TO RY B E C O N R A D

veryone gets knocked down and suffers setbacks. Adversity is a fact of life, and an unavoidable one at that. However, how people respond to that adversity makes all the difference. Every famous inventor was told his or her ideas were crazy. Every billionaire investor has made huge mistakes and bought the wrong stocks.

Every entrepreneur had multiple failures leading up to big success.

What made those individuals successful was their resilience, their ability to learn from their mistakes

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and become stronger with each setback. The billionaire investor who made a costly mistake also made a vow to never repeat that blunder. The inventor with the seemingly crazy idea just kept plugging away, looking for people who shared the same vision and were able to see through doubts of others. The entrepreneur always knew success was just around the corner, and did not give up even when the odds were clearly stacked against him or her.

In many important ways, success is a choice we make.

We could lie down and

admit defeat when we get knocked down. We could complain things are too difficult, or the playing field is not fair. We could give up and simply go along to get along, but these are not the hallmarks of a leader.

In the end, what separates the leaders from the rest is resilience. Resilient men and women suffer the same adversities we all do, but they respond differently.

Instead of feeling defeated and complaining about an uneven playing field, the successful and resilient individuals feel energized by each new setback. They work hard to overcome

every new obstacle placed in their way, and they know they can balance that difficult playing field through hard work, sweat, and dedication.

So which path are you going to choose? Are you going to admit defeat and slink away? Or do you want to join the ranks of successful entrepreneurs, captains of industry, business owners, and smart investors who used each setback as a springboard to future success? The choice is yours—and it’s all in your hands.

38 LAKE B US I N E SS MAGAZ I N E.COM

THINGS ONLY FEARLESS ENTREPRENEURS DO f you’re a shrinking violet, stop reading now. Only the boldest of business owners should attempt these strategies.

These are gutsy moves that involve connecting with consumers, the press, your competition, and industry infl uencers in ways that will dramatically elevate your reputation and your enterprise.

I

Throw Open Your Doors Set aside one day a month and host an open house. This means your office has to be in tip-top shape, your company has to have news to share, your employees must be happy, and you have to play the charismatic host. Oh, and you have to spring for food.

Offering a delicious and free buffet is the quickest way to win over hardened (and hungry) invitees. As much as throwing open your doors is a magnanimous gesture, its true purpose is to boost your business.

Invite industry infl uencers.

Let them get a peek behind the scenes and maybe they’ll offer tips on how to improve your company’s performance.

Invite the press; they can cover a popular employee perk or a groundbreaking green initiative. If you’re especially daring, welcome your competition for a summit of sorts. Together you may transform the

industry—with you leading the way.

Get Out of Your Office and Meet Customers If a computer screen separates you from your customer base, it’s time to come out of hiding. There was a time most smallbusiness owners had daily, face-to-face interactions with their customers.

There were no online surveys, review forums, or social media platforms.

If a product was defective or a service was sub-par, owners knew immediately because customers came into the store and told them. Exceptional, inperson customer service cemented brand loyalty.

If you are serious about growing your business, you

must regularly meet with customers, especially those who lodged complaints.

Be sure to ask the hard questions: In what instances won’t you purchase from us? Would you recommend us to a friend? What can we do better? Sales data and page views won’t give you these answers, real live people will; Act on that feedback and your business will soar.

Become the Go-To Featured Guest There’s no quicker way to catapult your business into the national spotlight than by landing a regular gig as a featured guest on television or in a magazine.

Television and print media still reach a lot of people and give you the most

clout. If you are ready for the limelight, you need to establish yourself as an expert. You run a business, so you’re an expert at being an entrepreneur.

But don’t sugarcoat your experience. Be prepared to talk candidly, and with humor, about tough topics: the sacrifices you made to jump-start sales, how you vet job candidates, or how your business righted a customer service snafu.

Next, if you plan to do television, you’ll need a makeover. You can look like an everyman, but make sure you’re an everyman with great hair, white teeth, clear skin, and a smart wardrobe. Make a list of the top three shows and/or print publications you want to collaborate with. Work overtime to find someone who knows a director, producer, or writer on those shows, or who knows the editor or publisher of those magazines, and then make your pitch in person.

Do you have what it takes to propel your brand to the next level?

Fearless entrepreneurs throw open their doors and invite the public in.

They regularly meet with customers in person and ask for feedback, and they land featured guest roles on television and in print.

Get your entrepreneurial hustle on and watch how it transforms your business.

40 LAKE B US I N E SS MAGAZ I N E.COM

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MANAGEMENT TEAM (from left): John Kern, John Bruneau, Doug Childers, Patricia Schmaltz, Ted Ostrander, Matt Ostrander and Bill Nolan

42 LAKE B US I N E SS MAGAZ I N E.COM

MORE, DO MORE AND B E C O M E M O R E , YO U A R E A L E A D E R .”

–J OH N QU I N CY ADAM S

43 2016 S E CON D QUARTE R

S A L E S // M A R K E T I N G

DREAM MORE, LEARN

G ETTI N G TH E WOR D OU T, G ETTI N G TH E D OLLAR S I N

“ I F YO U R A C T I O N S I N S PI R E OTH E R S TO

S A L E S // M A R K E T I N G

DRIVING A CAR ON THE ENGLISH CHANNEL? How to lead your industry through unconventional marketing S TO RY T I M P I C C I R I L L O

here’s a lot of talk about leadership in the media at any given time.

It’s always a hot topic in politics, especially in the U.S. during an election year when the focus is on who will be elected the next leader of the free world.

But in business, leadership is a different animal, so to speak. There’s not usually a “fl avor of the month” with leadership traits or with methods or techniques, per se, in leading a company or business. It’s more a matter of leadership style that gets the majority of attention and press.

Being interested in the marketing end of busi-

T

ness since I started, I’ve always been fascinated by business leaders who lead their company to more customers, greater market share, and, ultimately, more revenue through brilliant and unique marketing.

In my informal study of successful businesses over the past two decades—both large and small—I’ve found the most successful leaders look outside their industries to get their message out to customers and prospects. In many industries, “business as usual” means everyone does everything the same way, including marketing.

This marketing becomes incestuous with all the players basically using the

same methods for customer acquisition. Leaders of organizations that are truly in tune with “coloring outside the lines” see this “same old, same old” mentality as an opportunity to break from the norm and try something different—many times radically different.

Take Richard Branson who has a well-known disdain for traditional business methods. He has a rather fl amboyant style of getting media attention, which is done by design not by default. Here are a few of his outrageous publicity stunts: 1. He attempted an around-the-world fl ight in a

hot air balloon—twice.

2. He bungee-jumped off the Palms Hotel and Casino in 2007 to celebrate the first Virgin America fl ight.

3. He drove across the English Channel in an amphibious car.

4. He posed as Elvis with showgirls in Las Vegas.

These marketing stunts were very effective in keeping his name and brand in the press as major news outlets carried each story. His nontraditional approach to business and publicity helped him amass a net worth of $5.1 billion, as of the end of 2015.

It’s business leaders like Branson who keep other

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people striving to do something different to promote their businesses, get more customers, and achieve topof-mind consciousness of buyers. You don’t necessarily have to do spectacular feats like Branson, but what you can do are little things to differentiate your business from the rest of your competition. I love Jay Conrad Levinsen’s concept and book “Guerrilla Marketing.” His definition of guerrilla marketing is “The achievement of conventional goals (e.g. profit) using unconventional methods such as investing energy and ideas instead of money.” Savvy business leaders would do well to heed this.

Here are three ideas to get your creative juices fl owing in a different direction:

1. Set yourself apart with not just customer service but also with a stellar customer experience. This continually

evolving trend in business is getting bigger and bigger as many products and services have become commodities since The Great Recession. Today, it’s harder than ever to compete on price alone in the marketplace. Creating a great customer experience is a great marketing differentiator.

Leaders should encourage a culture of great customer service in their organizations to get all employees on board with it.

2. Deliver your marketing message to your audience in a different way. If you do most of your business online, how about trying a direct-mail campaign with a special offer.

Contrary to popular belief, direct mail still out-pulls email by a wide margin.

If your primary way of communicating with your customers and prospects is offl ine with ads, direct mail, etc., consider increasing your web presence with a blog that offers information relevant to your business. You can then post it to social media sites like Facebook, LinkedIn, and Twitter (and don’t forget Pinterest if you’re market is mostly women), as well as other content to engage your prospects and customers. Or maybe even try a local Google Adwords campaign.

are willing to make extra money for either a personal appearance or a commercial and at reasonable fees, depending on the circumstances.

The leaders who are making a mark in business and their industries are marketing and doing business in creative and unconventional ways. All it takes is some outside-thebox thinking to get ideas fl owing and then following them up with action. And great leaders don’t try to do it solo. They’re smart enough to leverage other people’s talents and ideas.

$

THE LEADERS WH O AR E MAKING A MARK IN BUSINESS AND THEIR INDUSTRIES A R E M A R K E TING AND DOING BUSINESS IN C R E AT I V E A N D UNCONVENT I O N A L W AY S .

TIM PICCIRILLO is a partner in Anticipate Training, LLC, a training company dedicated to teaching organizations how to design and implement a customerfocused culture. Their website is AnticipateTraining.com and you can reach Tim directly at tim@ anticipatetraining.com.

3. Bring in a celebrity to endorse your product.

Aligning your product or service with a celebrity is a great way to gain credibility in your industry.

Infomercial production companies discovered a long time ago the power of having a celebrity endorse their products. You can do the same thing—and you’ll be pleasantly surprised at some of the low fees certain celebrities charge. Many “second-tier” celebrities who haven’t been on a hit show or movie in a while 45 5

2016 S E CON D QUARTE R

S A L E S // M A R K E T I N G

TIPS FOR BUILDING A MARKETING BUDGET S TO RY B A R B A R A WA L S H

arketing plays a vital role in every company’s success. While many factors combine to determine a company’s ability to succeed, marketing and sales create exposure, promotion, and overall company growth. A strong brand and marketing strategy are powerful assets that allow a company to gain market share through brand awareness, leads, and sales.

A common assumption is that companies should spend about 10 percent of their overall budget on marketing to grow or gain more business. While that may be true in some industries, it might not be the best percentage for your company. While there is no one-size-fits-all answer to this question, considering the following factors may help:

M

• Your industry type: Marketing budgets vary by industry and audience.

Marketing and sales management companies spend up to 66 percent of their revenue on marketing, while some established tech brands like Apple spend about 7 percent of their revenue on marketing.

Historically, B2B companies spend less than B2C companies.

• The size of your company: Smaller

companies often spend a larger percentage of their budget on marketing in order to gain market share.

• The stage of the business lifecycle your company is in (development, startup, growth, expansion, maturity): Spending is

generally higher in the earliest stages of the business lifecycle, when building customers and brand awareness are paramount.

Marketing budgets need to consist of all costs necessary to build awareness of your brand and promote leads. These budgets should include costs for planning, implementation, and production

WHAT TO INCLUDE Think of your marketing budget as a pie and costs for advertising, public relations, and research as ingredients.

Marketing costs include not only advertising but also public relations and research.

The amount of money actually spent on advertising, for most industries, will likely be the highest. Include cost of staff members, outside contractors, research surveys, focus groups, IT personnel, and printers.

DETERMINING A BUDGET TYPE Many companies use historical data from past years to determine budgets, while others look toward industry standards. Take a look at your most successful competitors, analyze what they do that works, and do it better.

Some companies have a fixed amount allocated to marketing and other companies tie spending to the percentage of sales.

However, the problem with

tying spending to sales is if sales decrease, you should probably be spending more on your marketing, not less.

ANALYZING AND TRACKING To determine if your marketing is working, analysis and tracking measures must be in place. If you are not getting the return on investment (ROI) you expected from a particular strategy, you now have the data to make a course correction.

WAYS TO LOWER MARKETING COSTS Today, more than ever, it is easy to reduce your costs by using lower-cost inbound marketing strategies. With the growth of social media, email, e-newsletters, and content marketing, companies now have many avenues to build brand awareness, reach potential customers, and stay in touch with current customers all at a lower cost than traditional outbound strategies.

Good marketing budgets will be unique to your business and industry.

When determining your marketing budget, use the above benchmarks to gain a better understanding of your current objectives, future goals, and the state of the industry. Through tracking and analysis, companies can adjust their marketing budget dollars throughout the year to use their money most effectively.

46 LAKE B US I N E SS MAGAZ I N E.COM

Custom Home Construction Custom home construction can be challenging, but with attention to detail and the new technologies that we incorporate into a home, it can also be rewarding. The biggest question we get on a day to day basis is how our homes are different from other builders and how does this translate to green construction? Our answer is simple....

Eco Construction Group has made a choice to make knowledge the forefront of our construction practices. Understanding how the different systems that go into building one of our homes influence each other while affecting the overall energy efficiency and comfort within a home is paramount.

Commercial Building As with any type of construction, Eco Construction Group is committed to building top quality, durable, energy efficient, low maintenance structures that increase the profitability of your business. Eco Construction’s Commercial structures can achieve 50% or more reduction in annual energy consumption, compared to baseline buildings defined as the industry standard. Improvements to any one of the three building systems: the building envelope, lighting, or HVAC systems will reduce the energy consumption significantly by incorporating our innovative design features.

Remodeling & Additions Your remodeling project is important to you and therefore, it's important to us. At Eco Construction we realize how your remodel takes on a life of its own. We strive to ensure that your home remodeling is smooth and on-schedule, from acquiring the necessary permits until the final inspection of your new and improved home is completed. Our meticulous planning and incomparable attention to detail ensures that the end result is even better than you imagined. As your complete remodeling company, our experts work tirelessly to remodel any aspect of your home or business.

Disaster Recovery & Insurance Restoration At Eco Construction Group we pride ourselves on being the best disaster repair companies in Central Florida. We specialize in residential insurance claim services that include water, fire, mold, storm, tree, vandalism, disaster, and sewage damage. We also specialize in emergency tarp covering and board-ups after you experience one of these disasters.

ECO Construction Group is a LEED Accredited contractor and a Certified Green Professional (CGP) builder through the National Association of Home Builders. Our primary goal when designing and building a home is to maximize its energy efficiency while staying within your budget and meeting your design needs. Homes built to conserve energy effectively are a valuable asset in today’s market as energy costs continue to rise. What we offer our clients is the opportunity to own their dream home and to own a home that will retain or increase in value in the long term.

www.ecoconstructionllc.com

Bobby Rhodes President, Eco Construction Group 1224 N. Donnelly St Mount Dora, FL 32757 CBC# 1258044

352.504.0346

S A L E S // M A R K E T I N G

GETTING THE YES OR NO S TO RY B A R B R A WA L S H

ow confident are you that your salespeople are systemically following leads through the sales funnel? Research suggests companies increase their conversion rates if their marketing and sales departments spend more time following up on all leads. Making the “sale” is almost always relationshiporiented.

I am not suggesting marketing and sales people are lazy, but everyone wants the easiest sale with the least amount of time spent acquiring it. While sales and marketing departments are responsible for increasing the company’s cash fl ow, there is more money to be made for those who take the time to nurture leads.

We all know leads need to be sorted into categories, specifically hot leads (where sales may occur quickly), warm leads (where follow-up and information is necessary), and cold or dead leads (people who are not a

H

target customer). Identifying where the lead is in the funnel will help salespeople target follow-ups accordingly.

The research numbers are staggering regarding the number of salespeople who do not follow up on leads.

In a study done by Harvard Business Review (2014), their findings indicate 71 percent of qualified leads are never followed up. Yes, you read that right…never. Leads that were followed up were only touched 1.3 times.

There is a tremendous amount of potential for closing more sales, according to data compiled from various studies in a recent September 2015 article by HubSpot.

Below are just a few of the 107 startling statistics they uncovered: • 80 percent of sales required five or more follow-ups after the initial meeting.

• 40 percent of salespeople gave up after one follow-up.

• 35 to 50 percent of sales went to the vendor that responded first.

• Website leads followed up within five minutes converted nine times more.

• 80 percent of calls went to voicemail, and 90 percent of first-time voice mails were never returned.

• 63 percent of people requesting information on your company today won’t purchase for at least three months; 20 percent will take more than 12 months to buy.

What do all these statistics tell you? Persistence and quick response times pay off for producing more sales.

Companies need to have a system in place for their salespeople to effectively work leads. Below are a few tips to help build trust by engaging in ongoing dialog, and will help close the deal: • Know the needs of your prospects.

• Discuss with them how your company can solve their problems and supply proof.

• Identify if your contact is the primary decision maker.

• Verify they have the budget for your products or services.

• Identify the timeframe they are interested in for purchasing your products or services.

• Vary your form of contact by using phone calls, emails, and face-toface interactions.

• Work the lead until you get a “no” answer.

Remember, every time you are in contact with a prospect, you are building trust and a relationship that will hopefully last far beyond the initial sale. Even if a sale is not initially made, you are building your lead management process to place yourself in a stronger position to win their business in the future.

48 LAKE B US I N E SS MAGAZ I N E.COM

BOYS & GIRLS GOLF CLASSIC AT BELLA COLLINA

MAY 16, 2016 Presented by: South Lake County Rotary Benefitting Boys & Girls Clubs South Lake Unit

Join us as a single player for $110 or with a foursome for $400 includes golf and awards luncheon

• 8am – Registration • 9am – Best Ball Scramble • 2pm – Lunch and Awards Enjoy a special opportunity to play one of Central Florida's premier private golf courses, the award-winning Club at Bella Collina. As a sponsor or a golfer you are doing your part to enable young people to reach their full potential as productive, caring, responsible citizens by helping to raise crucial funds to support Boys & Girls Clubs South Lake Unit. The event is presented by the South Lake County Rotary, an affiliate of Rotary International representing over 1.2 million members in 166 countries, whose main objective is service — in the community, in the workplace, and throughout the world.

For more information please visit: http://www.orlandogolftournament.com/south-lake-rotary/ Or call Paula Wyatt at: 321.946.6565

Wiseman Pools was very easy to work with. They were careful to ensure that they understood what we really wanted. They took our key design criteria; improved on them and gave us a pool that exceeded our expectations. The quality of their work is excellent. We’ve had no issues since the pool was turned over to us. —WENDELL COUCH

U N L E S S YO U CONTROL Y O U R M O N E Y, MAKING MORE W O N ’ T H E L P. YO U ’ L L J U S T H AV E B I G G E R P AY M E N T S .

- D AV E R A M S E Y

51 2016 S E CON D QUARTE R

FINANCE

MAK I N G D OLLAR S AN D S E N S E

FINANCE LEAD

F I N A N C E

FINANCIAL PHOBIA: WHEN MONEY WORRIES TAKE OVER YOUR LIFE t’s fast approaching a decade now since the latest financial crisis struck with all its considerable force. In the years since, some people recovered their financial status, some are doing better than ever, and some are surviving financially but are still working their way back to the level of comfort they enjoyed before the crash.

For other less fortunate people, the crisis is still playing out and they’re facing an ongoing fight to keep their financial heads above water. After years of this struggle, it’s no surprise that plenty have succumbed to a real clinical illness many people may not have heard of: financial phobia.

Anyone who’s had money troubles will recognize that feeling of apprehension when opening a bill or of lying awake worrying how to get through to the next payday. However, for

I

some people, these feelings run deeper and become the basis of a real disorder that can require medical treatment. It’s estimated up to 20 percent of people will suffer from full-blown financial phobia at some point, with nearly half the population experiencing the warning signs of it.

However, it’s not necessarily the people with the worst financial problems that suffer the most.

For people with financial phobia, staying in control of day-to-day finances is extremely difficult, as even seemingly simple tasks like checking bank balanc-

es can spark off feelings of dread, anxiety, and even panic attacks. Opening mail becomes a problem,

as the sufferer is often convinced that the envelope contains bad news. It’s not unusual for envelopes

I T ’ S E S T I M AT E D U P T O 2 0 P E R C E N T O F P E O P L E WI LL SU FFE R FROM FU LL-B LOWN FI NANCIAL P H O B I A A T S O M E P O I N T , W I T H N E A R LY H A L F T H E P O P U L AT I O N E X P E R I E N C I N G T H E W A R N I N G S I G N S O F I T.

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to remain unopened for days or weeks before being discarded altogether, the contents ignored.

What causes this behavior? Like any true phobia, the causes aren’t always rational but often are based on a bad experience that grips the subconscious, with its importance exaggerated. Any financial trauma can be the grain of sand around which the phobia forms, from some-

thing as small as having a credit card declined in a shop to something as large as facing legal action over unpaid bills.

Whatever the starting point, as the phobia progresses, less and less time is spent keeping on personal finance issues, and so they deteriorate. Of course, this feeds the sense that things are hopelessly out of control, and bolsters the illusion it’s better to

ignore the problems than make a concerted effort to resolve them. It’s a downward spiral that can end in disaster if left unchecked.

Once matters reach this stage, it is no longer enough to treat this as merely a financial problem. Like all genuine phobias, the solution needs a broader base and may require counseling or further medical advice. Of course, anything that can

be done to relieve ongoing financial pressures will certainly help, but it’s unlikely that the sufferer will be able to handle this successfully alone. It would be a sensible idea to seek the support and help of a good debt adviser who can offer level-headed assistance in getting problematic finances back under control while the underlying phobia is dealt with.

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F I N A N C E

THE HIGH COST OF COLLECTIONS ne overhead expense that plagues every business is the cost of uncollected debts. One customer refuses to pay, another runs into financial difficulties after work is completed, a third uses a stolen credit card and disappears into the night. Incidents such as these hurt established businesses but can spell death for

O

a small or start-up business. There will always be a small contingent of people who don’t pay bills, but there are ways for businesses to avoid the high cost of collecting bad debts.

BE PROACTIVE When it comes to collections, the best defense is a good offense. Start every business transaction with a

clear outline of each party’s responsibilities, including a payment schedule. Too often, especially when a novice deals with friends or family, the contracts are verbal, and go something like this: “Pay me when you can.” It’s amazing how many of those “friends” never get the money together to pay the bill for services, but find a way to purchase beer, cig-

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arettes, lottery tickets, and a big screen television. A good contract always lists dates and amounts due and is done in writing.

This is especially critical for service-oriented firms; it’s difficult to repossess transcription services, daycare, lawn mowing, or

carpet cleaning.

Second, get a deposit or down payment, and always give receipts for these. There is less resistance to complete paying for a job if some payment has already been made, and the deposit or down payment may cover most,

if not all, of your cost to do the job. If the customer ultimately does not pay in full, you haven’t profited but you haven’t lost money.

Third, assume 5 percent of your clients won’t pay and build a cushion into your price schedule.

Spreading the risk of bad debt with a small markup from the outset prevents scrambling to make up large losses at the end with a large markup. Loyal clients who are facing a 20 percent increase in price with no increases in benefits to them are likely to start shopping.

Finally, never allow one customer to become a significant source of revenue. If that customer falls into a bad financial situation, their problems ultimately trickle down and every vendor servicing the account then faces a bad debt. One prime example of this occurred when a small commercial printing company allowed an advertising agency to become almost 25 percent of their business. This particular agency dealt exclusively with homebuilders.

One of these construction companies was cited for shoddy workmanship, sued by a number of homebuyers, and went bankrupt. Every job the agency did for them went unpaid, and the printing company was forced to close its doors after over 30 years of business.

SUPER SERVICE COUNTS It’s incredible how many bills go unpaid because customers have questions, reservations, or are unhappy with the work done, 55

2016 S E CON D QUARTE R

and were never contacted about those concerns. A little follow-up on the part of the sales or customer service staff during the job and upon completion can go a long way toward preventing bad debts.

Communication is the key here, and the business owner must keep the lines open. A surprising number of customers never pick up the telephone and complain to the business directly, but they may write a bad check or contest a credit card charge, leaving the accounts receivable department to deal with the bank, an irate customer, and an uncollectable debt. A follow-up by sales, on the other hand, offers the opportunity to fix the problem, satisfy the client, and potentially sell other services during the problem-solving transaction.

Not only will the customer feel they were heard and are important, they may also show their gratitude by spending more.

WHEN THE SITUATION IS HOPELESS Some situations will ultimately spiral out of control or circumstances hit out of the blue. Some clients honestly intend to pay, but fall into financial difficulty through divorce, job loss, or medical problems. Some customers just need a gentle nudge to get off dead-center and make

professional collections agency. This keeps your business from becoming “the bad guy” in the eyes of the customer, and this allows your employees to focus on more productive activities. Turning outstanding accounts over to collections also affects the nonpaying customer’s FICO score adversely, which may motivate them to pay before more serious consequences, such as

M I N I M I Z I N G COLLE CTI ON S R I S K S CAN MAXI M I Z E B US I N E SS G ROWTH AN D KE E P BOTH C L I E N T S A N D B U S I N E S S O W N E R S H A P P Y.

payments; others need dynamite. For these situations, the business owner should have a collections policy that allows good customers in hard times to save face, and bad customers to face consequences.

Allocate some time daily to call clients whose bills are past their due date. Keep notes of any conversations you have with a human; these notes are invaluable if the check doesn’t come in the mail but the customer’s story changes over time. If the customer makes arrangements for a payment schedule, make a note of that and follow up in writ-

ing with the client, reiterating their stated agreement.

Of course, keep a copy of that correspondence for your files. If the client says there was a problem with the work, ask if they told anyone about it, such as sales staff, service providers, etc. Try to get names; too many times, problems and complaints aren’t passed to the owner or the accounts receivable department. Be certain you have the whole picture before taking any further action.

The last resort, of course, is collections. For most businesses, it’s best to outsource this step to a

small-claims court, are imposed. These people will probably not contact your company for services again, so be aware that collections can’t be used in a heavy-handed way.

But writing off these debts without a fight sends the wrong message and ultimately devalues a company’s work. It also acts as a magnet for more of the same kind of clients.

Credit is a necessary part of business, and extending credit carries risk. Minimizing collections risks can maximize business growth and keep both clients and business owners happy.

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THANKS LAKE COUNTY FOR 35 YEARS OF SUPPORT!

as a great experience. I recommend this dealership dealersh for any car buying needs. • Awesome experience. p Delores did an excellent job showing s vehicles and helping us make a goodd decisio decision. • Once again the tech at Vann Gannaway went out of their way to repair the shifter in my orvette. They got the parts overnightedd and hhad me back in the car the next day. I was very pleased a with the the sevice manager as well as t chs. • I needed a new keyy FOB and didn’ didn’t’t hhave an a ointment but Dwa ne and Brad took care a of me rigght awayy. Can’t sayy enouggh about uality of service and the friendliness off sale sales es aatt this this dealership. dealership. I would would highly highly recommend recommend it. it. • Service was great! Brad in service took care e and Melvin made sure I was taken care of. Yolanda in Accessories took care of getting my windshield tinted since my sunvisor was not lon nough. I love the great service I always receive at Vann Gannaway! I am so very glad I bought my car from them! God bless them all! • This

MOUNT DORA, FL

STEVE NICHOLS

ABOUT VANN GANNAWAY

about 15 vehicles from Vann Gannaway Chevrolet, and I turn them over pretty m quick. The service people, sales staff, out and finance department are all top d an notch and very accommodating. as al Everybody knows my name.”

st andd we were kept well informed. • Our service rep, Brad Bailey was very efficient and courteous. • Quick service on Volt. Excellent Excellenn job WHERE•THE ONLY LIKE E BETTER R top THAN OU R PRICE•IS SWeTHE BUYIN NG EXPER RIENCE ITSELF taff is very attentive.

Lenny wasTHING great toYOU’LL work with and was on p of my yUservice. have experienced all facetsE of your dealersh dealership. h W ad ourr ol old ld car servi serviced icedd tthere here andd BBrad radd BBailey aileyy was great ai ggreat and and the the reason reasoon we we came came to to VG VG when wh when we w decided deciidedd to to buy buy a new vehicle. vehhiclle. Our Our sal salesma le ike Bradner was outstanding and explored lored every option to get us the price we wanted. Tony, in Finance was also great. All in all the best car uying experience we have had in a long ng while. We would highly recommend r VG to anybody. dy. • Service S dept got the truck in and out in record me. Everyone is always very professonal nal and friendly. • Doug Tutin Tu always delivers, my father deals d with him and so do I. Our family will alw se him for our vehicle needs. • Wayne ne was amazing and I will go g back to him and Vann Gannaway Ganna Chevy for future vehicles. Have already egan r “I am a professional baseball scout o pre who spends 120 nights a year on the ill c road. Therefore, I have purchased a WHAT I HAVE TO SAY

RESOURCES HUMAN

PE OPLE MAK E TH E D I F F E R E N C E E M P L O Y E E L O YA LT Y B E G I N S W I T H E M P L O Y E R L O YA LT Y. Y O U R E M P L O Y E E S S H O U L D K N O W T H A T I F TH EY DO TH E JOB TH EY WE R E H I R E D TO DO WITH A REASONABLE AMOUNT OF COMPETENCE AND E F F I C I E C Y, Y O U W I L L S U P P O R T T H E M .

– H A R V E Y M A C K AY

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PTO BANKS: AN INEXPENSIVE NEW EMPLOYEE BENEFIT? S T O R Y A M A N D A LY N C H

espite the current economic downturn, many human resources executives say their workforce is still demanding fl exibility with compensation, responsibilities, and most of all, time spent away from work. The challenge for managers and HR execs is delivering some degree of this fl exibility while maintaining overall worker productivity.

Increasingly, some organizations are finding that paid time off (PTO) banks can help them meet this challenge, and maybe even give their employees a boost toward achieving the much-sought holy grail of work-life balance.

In contrast with more traditional time off (TTO) programs that keep separate accounts for vacation, sick, and personal time,

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PTO banks act as a sort of central repository for all compensated time off, sometimes even including holiday time. Record keeping is greatly simplified and the responsibility of making sure that time off is allotted appropriately falls squarely into the laps of employees, thus freeing managers’ to see to other more pressing matters.

Many employers are thrilled to adopt PTO banks for the ease of administration. “We see the majority of companies utilizing a PTO system, and we use that practice ourselves,” says David Lewis of Express Employment Professionals.

“We need to move quickly and a PTO system makes record keeping and time accrual tracking much simpler.”

A less energy-intensive administrative process

isn’t the only thing luring organizations to PTO systems. Many PTO users report the feeling of trust it conveys to their employees brings a nice morale boost.

“It is my experience that people truly value the ability to privately schedule PTO to meet their personal needs,” says Greg Santi, a director of human resources in New York. Today’s workforce faces unique challenges, he explains, and a welladministered PTO program provides the opportunity to meet those challenges.

“With expectations clearly communicated, staff members do plan their time in advance without having to ‘call in’ the day of and be less then truthful about why they cannot attend work.”

That’s something most employers can relate to—a wealth of unplanned absences

every year. With those “sick days” accruing, even the most dedicated employee feels entitled to use them, sick or not. These unscheduled absences come at quite a cost. According to some estimates, large corporations may lose $1 million or more every year due to lost productivity.

Could simply changing the way time off is distributed really have that much of an impact on an employer? Maybe.

According to the Alexander Hamilton Institute’s 2008 “Survey of Time Off and PTO Program Practices,” 44 percent of organizations using a PTO model report since converting to the PTO system, their number of unscheduled absences dropped by more than 11 percent. Changing to a PTO system also caused a quarter of respondents to see a decrease in the number of employee requests to take unpaid time off or to borrow time. Additionally,

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a full two-thirds of PTO user respondents reported that each employee missed an average of four or fewer days a year due to unscheduled absences, compared with only 57 percent of TTO users.

With numbers like that, it might seem surprising that more companies haven’t embraced PTO banks.

But no system is without detractors, and PTO systems are no exception. “I have some very mixed thoughts about [PTO’s] use,” says Linda Konstan, a Denverbased human resources consultant. “Even I love the feeling of using all my time for true vacation. However, as a human resources professional, I really dislike the presenteeism it creates.”

Presenteeism, or employees showing up for work not fully engaged and able to work effectively (as in, when they’re ill or preoccupied), is a very real concern. By some accounts, presenteeism can cost employers an estimated $2,000 a year per employee.

Konstan relates a story from her own experience: Two employees showed up for work ill, with coughing and sore throats. They sat through a day of meetings, and within a week almost everyone who had attended the meeting showed similar symptoms. Bronchitis and pneumonia ran through the company. “We had to hire temps one week to get us

through,” she says. “PTO can be a great perk for those who aren’t sick much, or who can be fl exible with their time. But it can be an HR nightmare during cold and fl u season.”

Another issue with PTO organizations must consider is in many states, all the time in the PTO bank is legally considered part of overall compensation and must be paid to employees upon termination. On the other hand, in traditional time off structures only vacation and personal time are thought of as compensation.

So what’s best? Well, again, it depends. Some more unique businesses have found the PTO system

In the travel and tourism/ hospitality industry, some of our busiest times take place when everyone else is on vacation or holiday. Because of that dynamic, we find that our PTO program provides maximum fl exibility for both the organization and the employees in managing and using their time off from work.”

Another unique organization, the American Cancer Society of New York and New Jersey, employs a hybrid policy, including both a PTO bank of days and a separate bank of medical days.

The PTO bank includes vacation and personal leave, while the medical bank

time off program. If a change is in order, communication is the key to a smooth transition.

“Converting from one system to the other can be like running through a mine field,” says Lance Anderson, a nonprofit senior professional in human resources (SPHR).

“I’ve heard of companies botching the change-over with poor communication and in some cases taking back a few paid days off in the process. Now that will keep your phone ringing for weeks.”

If, all things considered, it is indeed time to negotiate the minefield of changing to a PTO bank, rest easy.

CHAN G I N G TO A PTO SYSTE M ALS O CAU S E D A QUARTE R OF R E S P ON D E NTS TO S E E A D E CR EAS E I N T H E N U M B E R O F E M P L OY E E R E Q U E S T S T O TA K E U N P A I D T I M E O F F O R T O B O R R O W T I M E .

helps them to best respond to their employees’ needs.

For example, Tonda Tan, vice president of human resources for Amelia Island Plantation resort, explains why her company employs a PTO system: “For many years, we offered a traditional plan, but we found that our operating departments and employees struggled to take traditional holidays and vacation time.

provides 10 days a year of leave employees may use for a qualifying illness.

Additionally, staffers are permitted to donate these days to the catastrophic illness bank that seriously ill colleagues may draw on if necessary.

Obviously, the individual characteristics of each organization must be considered in order to choose the most optimal

A full 80 percent of PTO users surveyed by the Alexander Hamilton Institute commended the system, saying it fully met their expectations, and 16 percent said it exceeded their expectations. For the right company, with the right procedures in place, it seems that PTO banks can offer benefits for both management and employees.

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THINGS THAT MAKE EMPLOYEES HAPPY

nyone in charge of human resources understands a happy employee is usually a more productive one, too. In order to create a team of workers that are both loyal and reliable, it is important to ensure they are content with their jobs and feel a sense of purpose when they arrive at work. While it can be difficult to find the optimal balance, there are certain considerations to take into account when trying to motivate your workforce. Here is a brief

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look at seven of the most important factors.

1

RECOGNITION AND REWARDS

Hard work and exceptional performance should always be recognized and rewarded.

This provides incentive to keep up the good work and encourages others to step up their performance as well. If hard work goes unnoticed, employees soon feel unappreciated and, understandably, more likely to respond by slacking. Rewards do not have to be large;

even something small may be enough to let employees know they are appreciated and important in the workplace. The majority of employees who are hoping to stay in their current jobs are happy with their level of recognition; however, lack of recognition is also a common reason for leaving. Also, most satisfied employees will work harder for better recognition and rewards.

2

WAGES AND BENEFITS

The main reason your

employees work for you is, of course, to make money. Ultimately, they probably may not care much about the business, its aims, and progress.

The main motivation is always the salary received at the end of the month and, as a general rule, the more you pay, the better. Studies show many people are not content with their current salaries.

Statistically, employees aged 18 to 30 are the least likely to be satisfied with their wages. Providing additional benefits helps boost employee

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E M P L O Y E E P R O D U C T I V I T Y I S L I K E LY T O I N C R E A S E W H E N E M P L OY E E S A R E A L L O W E D T O D O D I F F E R E N T TA S K S O N O C C A S I O N O R A S K E D T O D O M O R E C H A L L E N G I N G A N D R E W A R D I N G TA S K S . or other aspects about their working life. It is important for any organization to emphasize its success and motivate employees through rewards and various other methods to be sure workers know the company is heading in the right direction. If an employee feels ignored by the company as a whole or does not have a clearly defined role and purpose, they may question the stability of their job. If they suspect they are about to lose their job, it is highly unlikely they will perform up to par.

4 morale and productivity.

Organizing things like medical insurance on behalf of your employees is often appreciated, as is providing lunch vouchers for heavy discounts at cafeterias and restaurants during lunch breaks.

3

STABILITY AND SECURITY

A happy employee is usually one who is not constantly worrying about the risk of being made redundant, demoted, or anything else that adversely affects income

DIVERSITY AND BREAKS

Some jobs can become quite soul-destroying but boredom must be avoided as much as possible, lest employees become more error-prone and less efficient and discontent.

Some tasks are just plain boring as far as most people are concerned and there is no way around this, but having a little diversity introduced into the daily grind can make a difference. Employee productivity is likely to increase when employees are allowed to do different tasks on occasion or asked to do more challenging and rewarding tasks.

Breaks are also important, particularly for those stuck

in the office throughout the workday. Several short breaks during an eighthour day can revitalize and motivate staff.

5

RELATIONSHIPS AND TEAMWORK

The workplace is one of the most common places for making friends, personal connections, or even finding love. Many employees’ social lives revolve around colleagues or teams. Without a friendly and teamorientated atmosphere in the workplace, few social connections are made, which leaves employees in an unfriendly atmosphere.

It is primarily the duty of managers and supervisors to ensure people work together to achieve goals and collaborate on a regular basis to share ideas and boost the company’s performance. To help facilitate the formation of relationships and good teamwork, have a wellappointed common area for use during break times.

6

FLEXIBILITY AND LOCATION

Similar to diversity among daily tasks, fl exibility with location is also important. The nineto-five office routine has been with us for decades, but it is something most people find thoroughly tiresome. Fortunately, with

the Internet, this type of working culture is slowly on the way out. While getting the work done to a high standard and meeting deadlines is as important as ever, there is rarely a need for employees, particularly in an office, to remain tied to their desk at all times. Giving them the option to work at home or elsewhere on occasion allows a muchwelcomed change of scene.

On a similar note, sending workers home early if work is completed for the day will also be met with gratitude. There is no point in having people sitting around with nothing to do.

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OPPORTUNITIES AND PROMOTIONS

Some people end up staying in the same job doing the same thing for the entirety of their working lives. To most people, however, this is the ultimate nightmare.

Even those who are not particularly careerdriven don’t want to remain in the same place forever. Providing new opportunities and a clearly defined promotional curve in your workplace will motivate employees and let them feel they have a future in your organization. An employee who feels stuck in a completely dead-end job is likely to be neither happy or productive.

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