February 1, 2019 Upstate Business Journal

FEBRUARY 1, 2019| VOL. 8 ISSUE 3

UPSTATE BUSINESS JOURNAL

BREAKING BARRIERS

GREENVILLIANS DISCUSS RACE—­HOW FAR WE’VE COME AND HOW FAR WE HAVE TO GO

THE RUNDOWN |

TOP-OF-MIND AND IN THE MIX THIS WEEK

VOLUME 8, ISSUE 3 Featured this issue: Elliott Davis to be anchor tenant at Camperdown development .....................4 Lenders worked to keep loans moving despite government shutdown.........8 African-American business leaders reflect and look forward...........................10 Photo provided.

WORTH REPEATING “We’re at an exciting point in the evolution of Elliott Davis. Our new headquarters is an extension of that evolution and will support the growth we’re experiencing throughout our firm.”

Rick Davis, Page 4

“We are seeing unprecedented growth; our downtown is seeing incredible growth. We wanted to be in the market where we do the most business, and that’s here.”

Four SYNNEX Greenville associates recently rang the bell in New York to celebrate SYNNEX being on the NYSE for 15 years.

John Montgomery, Page 7

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UBJ | 2.1.2019

THINGS YOU NEED TO KNOW

| NEWS

ECONOMIC DEVELOPMENT

Table 301 Catering announced as new partner with Avenue rooftop event venue n story by ARIEL TURNER | photo provided by AVENUE

Avenue, the private indoor-outdoor rooftop event venue at 110 E. Court St., downtown Greenville, recently announced a new partnership with Table 301 Catering.

Table 301 Restaurant Group, founded by Carl Sobocinski, includes Soby’s New South Cuisine, The Lazy Goat, NOSE DIVE Gastropub, Passerelle Bistro, Papi’s Tacos, Highway 301 Food Truck, Southern Pressed Juicery, Jianna Modern Italian, The Loft at Soby’s, and Table 301 Catering & Kitchen.

“Expanding our catering business has been a top priority for Table 301 over the past few years and continues to be a top priority for 2019,” Sobocinski said. “This partnership with Avenue gives us an opportunity to serve our customers a first class location along with Table 301’s signature hospitality, not to mention unparalleled views of our beautiful city.”

Avenue, developed and managed

by Hughes Commercial Properties and owned by Velda and Jackson Hughes, opened in April of 2017.

“Avenue is thrilled with the opportunity that was presented with Table 301, given their proven reputation in the local culinary and hospitality industry,” said Velda Hughes, also owner of the Hughes Agency, which

manages all of the Avenue sales, marketing, and day-to-day event operations. “Table 301’s philosophy and vision mirror Avenue’s standards, and we are confident that the level of experience and service we are both committed to providing our clients will make for a successful partnership.”

At opening, Avenue’s full catering kitchen was to be used solely by Rick Erwin’s Events, an arm of the Rick Erwin Dining Group created for the partnership with the venue. That partnership is no longer in place.

“We enjoyed two very successful years at Avenue and truly wish them nothing but the best,” said Rick Erwin, founder of the Upstate restaurant group with eight restaurants and a full catering operation.

“We are extremely excited to announce our partnership with a new event space coming downtown Greenville in the near future.”

The 7,200-square-foot venue on the sixth floor of the building that also houses the Hughes Agency, Cherry Bekaert, EP+Co., and Iberiabank was designed by Atlanta architect Keith Summerour to accommodate a wide range of events from small corporate meetings to sit-down dinners for 200 guests to wedding receptions for 400 guests.

2.1.2019 | upstatebusinessjournal.com

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ECONOMIC DEVELOPMENT

Elliott Davis announces move to Camperdown development in 2020 n story by ARIEL TURNER | renderings by BEAU WELLING DESIGN

Elliott Davis, a business solutions firm with nine offices across the Southeast and nearly 800 employees, announced plans to move its corporate headquarters from the current location at 200 E. Broad St. in downtown Greenville to the planned Falls Tower building within the Camperdown development at 435 S. Main St. It will occupy 60,000 square feet across floors four, five, and six of the mixed-use tower, including a 5,000-square-foot street-level space fronting the Camperdown plaza and Main Street.

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“That space is going to be a really important part of Main Street,” said Rick Davis, CEO of Elliott Davis, referencing the retail-like storefront that will likely include office space as well.

Tyson Smoak with Pintail Capital Partners worked with Elliott Davis in the search for a new location that would allow for the necessary expansion and represented the firm in the leasing transaction. Davis said the goal for the new location was to be even more centrally located downtown, and Camperdown was a strong

contender from the beginning.

Davis said in the nearly 20 years in the current location, the office has been surrounded by construction sites, especially in the last five years, as downtown Greenville continues to develop, and the new site may be similar early on.

The new office space, while roughly the same size as the current location, will allow for more adaptability and design efficiency, and will provide growth opportunity, Davis said.

The expansion, which is scheduled to take place in November

2020, will accommodate the company’s anticipated future growth from the current 250 employees to closer to 300 by the time it opens and up to 500.

“We’re at an exciting point in the evolution of Elliott Davis,” Davis said. “Our new headquarters is an extension of that evolution and will support the growth we’re experiencing throughout our firm. This space will provide the room and amenities to help us attract and retain the best talent in this very competitive market. Our employees are our most valuable asset,

THINGS YOU NEED TO KNOW

| NEWS

and we believe the design of this office will reinforce a culture that is highly collaborative and innovative.”

Elliott Davis as anchor office tenant joins Bank of America and others yet to be announced as future Camperdown office users in the Falls Tower building, Davis said. The development across from the Peace Center will also include a 196-room AC Hotel; 80,000 square feet of retail space; an 11-story residential building with 217 apartment units; a 609-space parking garage; and a central public plaza.

“The Camperdown team is ecstatic to be a part of the new Elliott Davis headquarters in the Falls Tower building,” said Brody Glenn, president of Camperdown’s developer, Centennial American Properties.

“Local companies reinvesting in downtown is one of the reasons Greenville has become one of the best downtowns in the country. Elliott Davis is a great example of this and their commitment to being a corporate leader in Greenville for years to come.”

Elliott Davis’ new headquarters will house the firm’s growing number of local employees, its executive offices and the Greenville operations team, which includes tax, assurance, and consulting and advisory leadership. A shared-workspace environment, will include meeting rooms and common areas on each floor.

“On behalf of the City of Greenville, I’m absolutely thrilled at the commitment Elliott Davis is making to our great city by serving as the primary tenant of the highly anticipated Camperdown building on Main Street,” said Mayor Knox White in a provided statement. “As one of the Top 40 accounting firms in the U.S., this is a true statement to our thriving economy and the exciting future we have ahead of us.”

“WE’RE AT AN EXCITING POINT IN THE EVOLUTION OF ELLIOTT DAVIS. OUR NEW HEADQUARTERS IS AN EXTENSION OF THAT EVOLUTION AND WILL SUPPORT THE GROWTH WE’RE EXPERIENCING THROUGHOUT OUR FIRM...”

RICK DAVIS

CEO OF ELLIOTT DAVIS

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12/3/18 3:36 PM

ECONOMIC DEVELOPMENT

Colliers International doubles down in the Upstate n story by NEIL COTIAUX | photo by WILL CROOKS

Colliers International held a ribbon-cutting ceremony at its new Spartanburg office on January 15, officially marking the opening of the company’s second Upstate office at 145 West Main Street off Morgan Square.

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The new office, which had a soft opening in December, joins Colliers’ Greenville, Columbia, and Charleston offices in representing property owners, landlords, tenants, and investors in a variety of commercial real estate transactions. The firm also provides property management services for landlords.

Statewide, the firm manages a portfolio of nearly 12 million square feet of office, industrial, retail and healthcare properties, making it South Carolina’s largest manager of commercial real estate.

In the eight weeks since the new office’s soft opening, Colliers has been asked to do even more work for outof-state developers in the Upstate while continuing to handle transactions for locally-based clients.

More industrial projects are set in Spartanburg County now than in any other county in the state, said Garrett Scott, who with former area developer John Montgomery is one of two vice presidents at the new office.

“As this market is maturing and this market is evolving and the money that is supporting many, many of these

THINGS YOU NEED TO KNOW

deals is coming from out of town, it has expectations of expertise that we believe we are very well-positioned to offer,” Scott said.

Regionally, Colliers’ transactions continue to be driven by three market segments – automotive, advanced materials and manufacturing, and

and renovations across the state; and expertise to assist developers of shopping centers, outparcels, and restaurants.

“We bring in the resources from our network to best suit the client, whether it be locally or internationally,” Scott said.

land Development, Colliers brokered land for Fort Prince Commerce One, a 437,000-square-foot cross-dock building on Fort Prince Road that is expected to be completed in August.

It also helped Courtland develop the building specs and choose an architect for the 68-door project, which is ex-

| NEWS

tanburg County being the beneficiary of most of the industrial projects over the last 10 years,” he said.

Colliers expects robust industrial activity in the Upstate to continue.

On January 8, the company announced the leasing of 116,000 square feet of space on New Cut Road

“WE ARE SEEING UNPRECEDENTED GROWTH, OUR DOWNTOWN IS SEEING INCREDIBLE GROWTH. WE WANTED TO BE IN THE MARKET WHERE WE DO THE MOST BUSINESS, AND THAT’S HERE.” JOHN MONTGOMERY co-vice president of Colliers’ Spartanburg distribution – and the new Spartanburg office is able to call upon inhouse resources to meet specialized needs as they arise, Montgomery said.

Those resources include a European automotive desk that keeps Colliers’ offices informed about suppliers or manufacturers interested in relocation to or expansion in the United States; LCK, which provides construction services for new facilities

According to fourth-quarter preliminary data from Colliers, 1.5 million square feet of industrial buildings are under construction in the Upstate and are expected to be rapidly absorbed, especially in the Spartanburg market.

Over the past two months, Colliers announced further interest in the region by developers based in Texas and Missouri.

Working with Dallas-based Court-

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pandable to 110 doors and which will also contain spaces for 150 trailers.

Colliers is handling leasing for Commerce One and a companion property, Commerce Two, a 399,000-square-foot build-to-suit facility.

In a separate announcement, Colliers disclosed that it had brokered the purchase of land two miles from the Inland Port for The Cubes at Inland Woods, a 467,000-squarefoot spec building being developed

by CRG, a St. Louis-based real estate investment firm. Earlier, Colliers had been chosen by CRG to find a site for the first phase of the project, a 500,000-square-foot building called The Cubes at Inland 85, now nearing completion. Colliers is marketing both properties.

With spec buildings, initial design work is critical, Scott noted.

“There are a number of factors that can all be added to a building, but if you don’t set them up so you can add those incremental pieces to make the building as close to perfect for a user as you can, you’ve missed the mark on the spec building,” he said, citing variables such as the number of truck doors and process air conditioning.

For industrial users, sewer service is critical in site location, Montgomery added.

“We are fortunate in Spartanburg County to have available land for sale … but also land that has close proximity to the sewers,” he said, with one main sewer utility in the county serving most industrial users. “I think that’s largely why you’re seeing Spar-

by GSP North America, an auto body parts supplier to retailers. Colliers represented GSP in the transaction.

Feeling bullish, Colliers’ Spartanburg team is already considering adding several more staff members.

Its most recent recruit, brokerage associate Ralph Settle, specializes in hotel, office, and retail properties.

“I certainly envision us continuing to grow the team” and to add specialists in disciplines such as land development, multifamily housing, and capital markets, Montgomery said.

“We have space downstairs to expand this enterprise without having to relocate.”

Prior to joining Colliers in early 2018, Montgomery served as vice president of real estate for Pacolet Milliken Enterprises, then left that firm to launch his own development company. He also collaborated with Scott, who has 27 years of experience running an industrial development firm, and Colliers brokerage associate Brockton Hall to help bring Toray, Ritrama, and Magna to the ever-growing Route 290 industrial corridor.

Members of Colliers’ Upstate team split their time between the new Spartanburg office and the company’s Greenville office at 55 East Camperdown Way, with schedules built around project locations and client needs.

As for Spartanburg, “We are seeing unprecedented growth, our downtown is seeing incredible growth,” Montgomery said. “We wanted to be in the market where we do the most business, and that’s here.”

2.1.2019 | upstatebusinessjournal.com

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UNCERTAINTY SBA LOANS GET HIT DURING GOVERNMENT SHUTDOWN, BUT LENDERS RALLIED n story by NEIL COTIAUX

Before the start of what became the country’s longest government shutdown, bankers began bracing for the worst.

“All our intel was telling us it may not get kicked down the road this time,” said Rich Bradshaw, United Community Bank’s newly named chief banking officer, who as a director of the National Association of Government Guaranteed Lenders realized that stopgap spending in Washington would soon be a thing of the past.

Bradshaw, who oversees all branches across UCB’s four-state market and manages its commercial lines of business, knew that his bank would have to work quickly before SBA loan applicants became the victims of political crossfire.

If the SBA stopped processing 8

UBJ | 2.1.2019

loans under its 7a and 504 programs, emerging businesses would be unable to get their hands on working capital or finance new equipment and expanding companies would be unable to obtain funds to buy real estate. But that’s exactly what happened on Dec. 22.

Both programs offer longer amortization periods and lower equity requirements than conventional loans, making them popular with many borrowers.

To serve SBA clients who had undergone due diligence and were moving toward closing, UCB staff jumped into action, obtaining loan numbers from the SBA before the partial government shutdown kicked in.

“We were able to get all but one that we planned to close in De-

cember,” Bradshaw said.

Under the shutdown, no new loans were being approved by the SBA but the disbursement of funding for loans carrying an SBA number prior to Dec. 22 could proceed.

At County Bank, Paul Pick-

T I M E W A S OF T H E ES S EN C E New and expanding businesses often rely on SBA 7a and 504 loans because they have lower equity requirements than traditional loans. United Community Bank and other lenders jumped in to make sure that SBA loans – in the works before the shutdown – were processed.

hardt, the SBA lending manager, also received assigned loan numbers. On Jan. 18, he closed two SBA loans at his Pelham Road office, one for a tool-anddie shop making an acquisition, the other for a franchise restaurant expanding to a new location.

Pickhardt, Bradshaw, and other local lenders continued to work with SBA applicants despite the shutdown. At County Bank, which did $15 million of SBA lending in 2017 in its first full year as a program participant, several more government-guaranteed loans were moving through the pipeline before the Trump administration’s Jan. 25 announcement of a temporary government reopening until Feb. 15.

But, because all bets are off on whether the government will be

THINGS YOU NEED TO KNOW

open or closed after that date, Bradshaw suggests that small-business owners who may be looking for financing visit a banker sooner rather than later.

Most commercial borrowers need time to work with their lender to determine whether a conventional loan or an SBA loan works best for them, he said.

Prior to the reopening, some bankers had expressed a willingness to consider workarounds for clients whose SBA loans had not yet been greenlit.

“We are able to do some interim bridge lending, but it’s limited in what we can do,” UCB’s Bradshaw said at the time.

In its website messaging to participating banks, the guaranteed lenders association said that interim loans can be made “only under very limited circumstances” and are made “wholly at the lender’s risk.”

Any bridge loans would be refinanced with an SBA loan, Bradshaw added.

GROWING RISK

As the partial government shutdown neared its second full month, the risk for some

small-business owners who had not yet received funding grew, especially for companies seeking to close real-estate deals.

“The seller is saying, ‘You’re getting close to your date’ or ‘Have you passed your date’ and ‘We either need more money or we need to get another buyer,’” said Connally Bradley, executive director of Appalachian Development Corporation, a Greenville-based community development corporation that offers 504 loans providing up to 40 percent of a project’s total cost.

One of Bradley’s 504 clients, the founder of a computer repair and IT network management firm, expressed frustration over his inability to receive the $550,000 he needed to complete a land purchase, relocate his business, and hire more workers.

While the seller “understands the situation,” said Brooks T r o x l e r , o w n e r o f C h a rlotte-based Trox Tech, his sales and purchase agreement noted “sell to someone else if loan is not approved” and Troxler had heard that a big-box store had come calling.

If the land deal fell through,

Troxler said, “There’s nothing, nothing available.”

To date, “24,500 dollars is what’s coming out of my pocket” to cover escrow, appraisal, and

OT H ER C ON S EQU EN C ES The risk for some small business owners who had not received funding was growing and proved to be problematic for companies that sought to close real estate deals.

environmental fees, he added.

Sustained SBA gridlock could also have driven some potential borrowers to go elsewhere for a loan, noted Bradley, whose shop loaned $13 million to small businesses in the fiscal year ending September 2018.

“Maybe at a higher interest rate, maybe more equity, perhaps … I am frustrated for our businesses and our applicants, for sure,” he said at mid-January.

Increasingly, bankers and borrowers pushed back against the shutdown.

| NEWS

At County Bank, Pickhardt, his business development officer and loan assistant got together and completed a form letter in support of business as usual.

At United Community Bank, where the average size of a 7a loan is just under $700,000 and where year-to-date SBA production was 39 percent higher in the third quarter of 2018, Bradshaw assisted in helping his national trade group with blanketing decision-makers with stories from the field of the shutdown’s on-theground impact.

Nationally, SBA 7a loan volume exceeded $25 billion in Fiscal 2017. Fast-forward, and in January 2019 alone “one-twelfth of that is a big number,” Bradshaw added.

Troxler, who earlier had contacted North Carolina Sen. Richard Burr about his real estate woes, expressed empathy for those who found themselves in similar predicaments.

Things are worse for the little guys coming up behind him, Troxler mused.

“Imagine starting a business and you first run into a wall,” he said.

“ALL OUR INTEL WAS TELLING US IT MAY NOT GET KICKED DOWN THE ROAD THIS TIME.” RICH BRADSHAW n photo by WILL CROOKS

United Community Bank chief banking officer 2.1.2019 | upstatebusinessjournal.com

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THEY HAVE

A DREAM

EDUCATION, TRAINING, AND INTENTIONAL INSTITUTIONAL LEADERSHIP POINT THE WAY

V

isitors to Greenville’s Upcountry History Museum can’t miss the obvious as they stroll through its second-floor displays: for most of U.S. history, blacks in the Upstate were confined to an economic straitjacket that relegated them to the fields, the kitchen, or the blacks-only section of a textile mill.

“Unequivocally, the primary barrier to African-American uplift has been white prejudice, which obstructed and continues to obstruct African-American opportunities,” said Courtney Tollison, the museum’s founding historian and a Furman University professor.

Fifty years after the assassination of the Rev. Martin Luther King Jr., “We would like to think that we have moved forward with giant steps,” said the Rev. J.M. Flemming, president of the Greenville NAACP. “That is not the truth.”

Yet, in the midst of unparalleled economic growth, it appears that business and community leaders are taking, if not giant steps, then strong, measurable ones to help blacks move closer to economic parity.

INSPIRED

Historically, African-American churches were the one place where blacks could hold leadership positions and be

STORY BY NEIL COTIAUX | PHOTOS BY WILL CROOKS

protected from white intimidation, Tollison noted, with King inspiring millions of young, disenfranchised people.

“As I progressed through college, medical school and then through residency, I wore out a CD of Dr. King’s most famous speeches,” said Dr. Scott Porter, a nationally known orthopedic surgeon and Prisma Health–Upstate’s vice president of organizational equity. “When times got hard and mentors were few, I found solace in not only the words that I would hear but the passion of the voice” no matter how heavy the burden, he said.

James Jordon, president of Jordon Construction Company, found several role models at home. His father’s passion for construction inspired “the possibility of entrepreneurship” and his stepfather “an appetite for information,” with his mother “incredibly supportive.”

Whether from Dr. King or family, the need for inspiration remains.

While Greenville County’s unemployment rate stood at 2.8 percent in December, black unemployment claims represented 84 percent of the monthly total.

And for South Carolinians working in the state’s five most common occupations, the highest average salary for blacks recently stood at $36,085; for whites, $56,786, according to datausa.com.

There is also a scarcity of black role models in many occupations, Flemming said.

“We have less black doctors practicing in Greenville County now than we did 50 years ago,” he said. “No one can afford 200 or 300 thousand dollars.”

IN-CLASS

While graduates don’t have to be firstin-class to be successful, “education is power,” said Rick Harris, founder of RL Enterprise, a Greenville-based executive and management placement firm that also handles temporary staffing.

Business partnerships in elementary and secondary schools are increasingly helping minority and non-minority students prepare for a variety of job options beyond the core curriculum.

Public schools now spend more time emphasizing STEM (science, technology, engineering and mathematics) in the early years. At Greenville’s A.J. Whittenberg Elementary School of Engineering, named after a civil rights pioneer and where more blacks than whites are enrolled, corporations like Fluor and GE provide students with hands-on experience in engineering technology.

At the secondary level, Personal Pathways to Success, a workforce training

program, gives students the option to select training that aligns with their strengths and aspirations.

Technical schools can build on secondary

LATOYA DIXON Founder The Queen Photographers What started as a Facebook group of 30 in South Carolina is now a collaborative of black women photographers with international participation, Dixon writes on her website.

Founded in 2016, the association helps members find professional resources, mentors, and personal encouragement within a sisterhood.

Dixon, a participant in the latest class of the Minority Business Accelerator at the Greenville Chamber, now expects to create “a more viable and sustainable business model” and utilize “more measured” logistics and metrics for greater success.

Her five-year goal for the association is to reach 300 paying members and create partnerships with corporate sponsors for programs and events.

“You have to be your biggest supporter and believer in what you’re doing because mindset is the soft skill of entrepreneurship that can make or break you,” Dixon says.

school training, and programs like Clemson University’s International Center for Automotive Research are partnering with schools like Greenville Tech, where students enrolled in manufacturing training programs can collaborate on cutting-edge projects.

The Upstate has “transformed itself” and the increasing use of automation and robotics can now give minority students a chance to get in on the ground f loor of new kinds of careers, Harris said.

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JAMES JORDON President Jordon Construction Company Raised in the Midwest, Jordon caught the entrepreneurial bug early.

At 18, while going to school and working at the Harley-Davidson plant, Jordon showed his W-2 to a banker and got a loan so he could buy a rental rehab. The banker helped him develop a business plan and renovation work progressed, but he and a friend “got stuck” with HVAC and plumbing. “A heck of a learning experience,” he calls it.

Today, Jordon Construction does business in five states using traveling work crews.

“Our business strategy is to focus on areas that have high barriers of entry” such as healthcare construction, which now accounts for 40 percent of his business, he said.

With a crew that’s knowledgeable about things like negative air flow and infection, he likes people who say, “I’m hungry and I’m willing to learn.”

The company also handles domestic contract work for the Department of Defense.

“AS I PROGRESSED THROUGH COLLEGE, MEDICAL SCHOOL AND THEN THROUGH RESIDENCY, I WORE OUT A CD OF DR. KING’S MOST FAMOUS SPEECHES. WHEN TIMES GOT HARD AND MENTORS WERE FEW, I FOUND SOLACE IN NOT ONLY THE WORDS THAT I WOULD HEAR BUT THE PASSION OF THE VOICE”

SCOTT PORTER orthopedic surgeon and vice president of organizational equity Prisma Health–Upstate

RICK HARRIS Owner RL Enterprise & Associates

Armed with an MBA from Ohio State, Harris began his career by wearing out shoe leather carrying Glade and Windex into stores for SC Johnson.

Things got more enjoyable – and profitable – when Harris advanced to general manager for the Caribbean.

Based in Puerto Rico, he took charge of operations on more than 20 islands. Later, he managed the passenger tire division in the U.S. and Canada for Michelin North America.

RL Enterprise provides direct placement of executives for corporations as well as temporary staffing in Greenville, Easley, Greenwood and Charlotte.

“I think we need to get deeper into the school system,” he says. “That’s your workforce of the future.”

For those who prefer to stick with time-honored endeavors, the trades still represent “a viable career path” with strong earnings potential, said Jordon, himself a technical school graduate.

INCLUDED

With the crumbling of discriminatory barriers to education in recent decades, the call for inclusion spread to the workplace and workplace-related institutions. That call has been heeded sometimes wholeheartedly, sometimes reluctantly.

There are now a myriad of mentoring and sponsorship programs in corporate America, observed Dr. Porter, who believes “many” of those initiatives “fall short of their intended goals.”

“An organization must start with a look at their own motivations for such changes,” he suggests. “If compliance is the goal, very little will be done as that organization chases a metric. If a catalyst for improvement is the goal, then an organization may unleash a host of tactics that may result in that improvement.”

One example of the latter is the Medical Experience Academy, said Brenda Thames, executive vice president and provost at Prisma Health–Upstate.

“While the physician shortage is a national problem, the impact is greater when you think of underrepresented minorities in medical school,” she said. “The Medical Experience (MedEx) Academy, she noted, is “designed to increase the pipeline of students prepared to enter and succeed in medical school” and works with a network of historically black colleges and universities.

To date, the academy has provided summer experiences to 570 students from 48 high schools in the region and 48 colleges and universities across the country.

Beyond medicine, the Greenville Chamber of Commerce has helped reduce disparity through its Minority Business Accelerator program.

Founded in 2013, the program prepares minority-owned businesses for growth and expansion. Its service model includes assessments of participating businesses, growth planning, coaching and mentoring, and access to large corporations for partnerships.

“There was just a huge chasm in Greenville between the haves and have-nots and if you took a stroll down Main Street, you’d come to the errant conclusion that we are one of the most vibrant, economically prosperous cities in the South, and all the numbers really ran counter to that,” says operating team member Toby Stansell of the CPA firm Cherry Bekaert, speaking in a program video.

Participants in the 2018 accelerator included black entrepreneurs whose businesses provide transportation, photography, senior care, and more than a dozen other services.

The Greenville Chamber is one of only six chambers in the country to offer a minority accelerator.

Meantime, corporations like Denny’s and Milliken & Company recently hosted workshops where minority supply-chain providers can discuss ways to build relationships with such companies.

INFRASTRUCTURE

As blacks pursue greater opportunity, infrastructure issues are holding some back.

“We got to start looking at the transportation barrier,” said Rev. Flemming. “The city funds more of it than the county,” he said, but more money is needed to create more routes for workers to get to jobs.

Greenlink’s plans include increasing the frequency and number of routes. Some expansion of existing service is slated for 2020, but 10 new routes will not be implemented until at least 2029.

“We have to get our local government and the state government in the right mindset to do these things,” the NAACP leader believes.

2.1.2019 | upstatebusinessjournal.com

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OPINION |

FROM YOUR COMMUNITY

Testing, Testing …

A quality testing plan for new tech will minimize issues, reduce time to market costs, maximize results New year, new stuff.

Many companies steer clear of major system upgrades in the fourth quarter. So depending upon your industry, it’s very likely you’ve got an implementation coming up. To that end, I want to talk to you about one of the two most overlooked aspects of adding new technology: testing.

From a form to a website to a whole new customer-relationship management or enterprise resource planning (ERP) system, good testing is key to maximizing benefits and minimizing problems — both internal and external.

“Well of course we’re going to test,” I hear you saying. Like most things, there’s doing it and there’s doing it right.

Businesses can save a lot of time and money and prevent some reputational hits by doing a better job testing on the back end.

WHO TESTS? Often there’s a system implementation team involved in any new product or system deployment. Too often, those folks are the only testers.

Naturally, those involved in purchasing and designing or developing the system will test to be sure things work as expected, but that’s not the end of testing.

For internal systems, a group of users who are familiar with the functions the system should manage, but who have not been part of the system design/purchase, should be deployed to test it. This is where you’ll find which critical function has been left out — from the people who do those jobs every day. If the system is public-facing — like a website — enlist some “regular users” to test.

People who may have used your system or website previously will be the best barometer of how easy the

president, portfoliosc.com

new one is to navigate and whether the functions your customers use are easy to access.

WHAT TO TEST? Don’t assume your testers know how to test. Make sure they have a detailed testing checklist and that they turn it in to you upon completion. It’s a good idea to have multiple testing plans so different groups test different things. Asking a tester to do too much may result in skipped steps.

WHY DO YOU TEST? Test for failure, not success. This is the biggest mistake most businesses make in testing. If we test to make sure it all works, the most likely result will be that it does. Consider this example: When testing a new phone system, internal employees call the main number, enter their work ex-

tension, listen to the recording, and leave a message. All good. But when customers test, they dial the main number, don’t know the right extension, get the company directory, misspell the person’s name, and end up in an endless loop of recordings.

Not good.

Make sure part of your test plan focuses on trying things that should not work and making sure that the tester knows the function failed and that the system gives guidance on what to do next.

Where to test?

To give the truest result, test in a number of different environments.

Test on the worst computer you have, not the best. Test on spotty networks, not your rock-steady internal network. If the system is public-facing, test on every device possible: smartphones of different flavors, different browsers, and tablets.

Julio Hernandez - Clemson University

Shelley Smith - GCS Teacher of the Year

Jameese Benson - GCS Elementary Student

“You organize the community to lay a strong foundation for public learning.”

“ Thank you for all you do to recognize and support teachers.”

“I started crying because you gave me free books.”

1,500+

Because of you Leaders are stronger advocates

6,000+

Because of you Teachers feel more appreciated

Public Education Partners pays tribute to the hundreds of individuals, corporations and foundations who invested in our work in 2018 to support, strengthen and advance public education and student achievement in Greenville County Schools.

14

By LAURA HAIGHT

UBJ | 2.1.2019

18,000+

Because of you Children have home libraries

864-233-4133

www.pepgc.org

FROM YOUR COMMUNITY

| OPINION

presents

From the event at Serendipity Labs on Jan 23 Photos by Jack Robert Photography

NEXT EVENT

FEBRUARY 23 5:30 - 7 pm AT

The Commerce Club 55 Beattie Pl 17th floor

2.1.2019 | upstatebusinessjournal.com

15

OPINION |

FROM YOUR COMMUNITY

What local businesses need to know about crafting engaging online experiences In many ways, local businesses have the advantage when it comes to creating personalized, engaging experiences for their customers. After all, many customers live and work in the same town as your business, making it easier to connect with them face-to-face. But local businesses can also take advantage of online opportunities to increase engagement with customers. In this article, we’ll take a look at four simple strategies local businesses can use to boost engagement.

By KEITH SHIELDS CEO, Designli

SHARE YOUR STORY Stories stick. People want to connect with the people behind the companies they do business with. Your customers and potential customers want to know what your company stands for. They want to see your vision shine through in the products or services you provide. A well-designed website provides a perfect canvas to share what you’re all about.

One local business that’s doing it right is Happy + Hale. It’s hard to miss what this health-conscious restaurant and juice bar is all about.

In fact, the Our Story page on their website spells out exactly why they exist and what matters to them, inviting people who share their vision to join the movement. The founders and their stories are featured, as well as photos of the people in charge of executing the vision.

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Johnson Controls

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Keys Printing

n photoManagement

by IRINA RICE Corporation Southern

Your customers, both present and future, are spending time on a variety of social media platforms. Social media is a great place to connect with them. Find out what platforms your customers prefer and create an active presence there.

There are many ways to take advantage of all that social media channels have to offer. Share inspiring customer stories, notify people about upcoming events, post product or service announcements, and offer a behind-the-scenes look at how your business operates. The Peace Center here in Greenville does a particularly good job in this category.

It’s active on Facebook, Instagram, Snapchat, and Twitter. The staff at the Peace Center uses these social media platforms to engage the public by answering questions, announcing performances, and discussing what makes each show special. Consistent activity and engaging with those who post comments are key to using social media effectively. A seldom-used account is soon forgotten.

FROM YOUR COMMUNITY

| OPINION

USE TECHNOLOGY TO IMPROVE THE CUSTOMER EXPERIENCE Convenience is a surefire way to boost customer engagement. Nonstop schedules and a nationwide trend toward overcommitment have placed time at a premium. Adding a scheduling or ordering functionality to your website is an effective way to let your customers request a service or place an order whenever it’s convenient.

Soul Yoga is a fine example of a local business that makes the most of technology. Their website allows you to join, adjust your membership level, and schedule yoga classes all from the homepage. They’ve taken it a step further by creating an app that incorporates the core functions of the website into a format that’s more convenient for smartphone users on the go.

O�E� WRO�G� MO�E� WILL�RUI�� ���U�I�E��� OW�ER��� D��

��.�� GATHER YOUR TRIBE Your business’ online presence provides the perfect platform for inviting fans of your business to in-person events. These get-togethers could be designed to promote a cause you’re passionate about, feature (directly or indirectly) a new product or service, or just gather your fans together in one place for a good time.

Coffee Underground in downtown Greenville is a model for fostering this blending of online/offline interactions. Not only is Coffee Underground a great place to grab a good cup of coffee or a meal, it’s also well-known for hosting an array of events that it prominently advertises on its website.

From amateur theater to open-mic comedy to science forum discussions, this local business attracts loyal fans for the long term.

Local businesses that thrive are the ones that find the right balance between stellar in-person service and online experiences. By serving and interacting with customers face-to-face and on the web, these companies keep the conversation going and generate enthusiasm about their brands.

These activities increase not only customer visits, but also engagement and word-of-mouth, which is the best advertising there is.

O���HE��IME�� PROPEL�HR� WILL����E� �OUR��U�I�E��� MO�E��O�� WOR�ER����COMP I��UR��CE ��������������� ��������������������� ����������������� �REE�W��������C���� I���������������

WWW.PROPELHR.COM/WCGUIDE 2.1.2019 | upstatebusinessjournal.com

17

OPINION |

FROM YOUR COMMUNITY

Public relations & marketing – what’s the difference?

By MICHELE SOBOTA Owner, Connexions PR

Public relations and marketing are often referred to interchangeably. The truth is, while both aim to cultivate thriving companies, the tools and objectives of each discipline are quite different.

THE MARKETPLACE AND THE MIND

Ma rket ing a im s t o ga in “market share.” Marketing plans are often based on the “Four P’s” — product, price, place, and promotion — and are designed to generate quick sales. Marketing messages are craf ted to result in efficient transactions.

They seek to build a strong customer base along multiple selling pipelines. Bottom line,

marketing is all about getting customers, persuading them to buy more, and increasing a company’s overall market share.

By contrast, public relations seeks to gain “mind share.” PR messages are educational by nature and seek to acquire mental real estate in the minds of consumers. PR is more information- and relationship-oriented and seeks to position products, services, and ideas in a positive light.

An analogy can be made to a garden. PR ensures that the ground is well-tilled and fertilized to promote a healthy root system. When the plant blooms (the product or service), it draws attention and immediately attracts buyers. Marketing ensures that the plant is competitively priced and well-packaged and generates immediate sales.

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Community Foundation of Greenville bridges philanthropy and purpose in support of a better community.

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UBJ | 2.1.2019

DIFFERENT GOALS AND STRATEGIES

Public relations efforts prepare the way for successful marketing with informational content sent through a number of channels to target audiences. These channels include newspapers, magazines, television, and online articles, as well as news releases and conferences. The depth of information conveyed through these channels tends to run deeper than traditional marketing messages.

The goal is to educate and build credibility for a product or service.

Marketing messages are usually delivered along more direct and promotion-oriented channels of communication like flyers, emails, text messages, and product demonstrations. Customers can usually recognize that a direct appeal is being made to their pocketbooks, but if the product is well-presented and positioned as something they must have, the bait often works.

In contrast, public relations messages are crafted to satisfy longer-term goals like the creation of goodwill and positive relationships. Its audience extends beyond customers; it aims to inform multiple audiences and is capable of reaching important stakeholders like shareholders, journalists, employees, and government officials.

An example: Say your company sells drones. Marketers make sure interested buyers can find a quick way to buy one. PR messaging, however, will help consumers know more about how drones can be used and why they are such a big trend. Because PR messages often result in “assets” like editorial print and broadcast stories (which can be posted on websites and social

media platforms for greater audience reach and search engine optimization) they are easily accessed by potential stakeholders, like investors. Moreover, they can help enlighten the public about why these little flying machines may soon be landing on their yards and porches.

INTEGRATED COMMUNICATIONS

Public relations and marketing work best hand-in-hand. Sales are vital, but so too are messages that build positive brand images. A practice called “integrated marketing communications” continues to gain traction. The idea is to weave messages from both marketing and PR departments to sync seamlessly with corporate goals.

Naturally, this is easier said than done. Because every company is a unique enterprise, each will call for its own mix of marketing and PR. Business owners need to find communications professionals who can create the right “corporate garden” of messaging that synergistically builds positive brands, informs audiences, and grows sales.

Michele is an independent PR practitioner and former journalist who specializes in editorial media placements. She’s successfully placed business clients in top tier publications like the Wall Street Journal and Investor’s Business Daily, as well as scores of other large and small print and broadcast media outlets. For more go to: www.connexionspr.com.

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Claire Billingsley

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STAFF WRITERS

Ariel Gilreath, Cindy Landrum, Andrew Moore, Sara Pearce, Ariel Turner

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MANAGERS OF BUSINESS DEVELOPMENT

IN THIS WEEK’S ISSUE OF UBJ? WANT A COPY FOR YOUR LOBBY?

Ed Ibarra | Donna Johnston

BLACK HISTORY IN THE UPSTATE

MARKETING REPRESENTATIVES

Heather Propp, Meredith Rice, Liz Tew

1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

UBJ milestone

UBJ milestone

CLIENT SERVICES

jackson Marketing Group’s 25 Years 1988 Jackson Dawson opens in Greenville at Downtown Airport

1988

1997 Jackson Dawson launches motorsports Division 1993

1990 Jackson Dawson acquires therapon marketing Group and moves to Piedmont office Center on Villa.

Anita Harley | Rosie Peck

>>

Chairman larry Jackson, Jackson marketing Group. Photos by Greg Beckner / Staff

ART & PRODUCTION VISUAL DIRECTOR

INSIDE THE GREENVILLE JOURNAL:

Jackson Marketing Group celebrates 25 years By sherry Jackson | staff | sjackson@communityjournals.com

Solve. Serve. Grow. Those three words summarize Jackson Marketing Group’s guiding principles, and according to owner Larry Jackson, form the motivation that has kept the firm thriving for the past 25 years.

Jackson graduated from Bob Jones University with a degree in video and film production and started his 41-year career in the communications industry with the U.S. Army’s Public Information Office. He served during

Vietnam, where he said he was “luckily” stationed in the middle of Texas at Fort Hood.

He left the service and went to work in public affairs and motorsports at Ford Motor Company in Detroit.

After a stint at Bell and Howell, where he was responsible for managing Ford’s dealer marketing and training, the entrepreneurial bug hit and he co-founded Jackson-Dawson Marketing Communications, a company specializing in dealer training and product launches for the auto industry in 1980.

In 1987, Jackson wanted to move back south and thought Greenville would be a good fit. An avid pilot, he

learned of an opportunity to purchase Cornerstone Aviation, a fixed base operation (FBO) that served as a service station for the Greenville Downtown Airport, providing fuel, maintenance and storage.

In fact, when he started the Greenville office of what is now Jackson Marketing Group (JMG) in 1988, the offices were housed on the second floor in an airport hangar.

“Clients would get distracted by the airplanes in the hangars and we’d have to corral them to get back upstairs to the meeting,” Jackson said.

Jackson sold the FBO in 1993, but says it was a great way to get to know Greenville’s fathers and leaders

>>

with a majority of them utilizing the general aviation airport as a “corporate gateway to the city.”

In 1997, Jackson and his son, Darrell, launched Jackson Motorsports Group. The new division was designed to sell race tires and go to racetracks to sell and mount the tires. Darrell Jackson now serves as president of the motorsports group and Larry Jackson has two other children and a son-in-law who work there. Jackson said all his children started at the bottom and “earned their way up.”

Jackson kept the Jackson-Dawson branches in Detroit and others in Los Angeles and New York until he sold his portion of that partnership in 2009 as part of his estate planning.

The company now operates a small office in Charlotte, but its main headquarters are in Greenville in a large office space off Woodruff Road, complete with a vision gallery that displays local artwork and an auditorium Jackson makes available for non-profit use. The Motorsports Group is housed in an additional 26,000 square feet building just down the street, and the agency is currently looking for another 20,000 square feet.

Jackson said JMG has expanded into other verticals such as financial, healthcare, manufacturing and pro-bono work, but still has a strong focus on the auto industry and transportation. It’s

2003 motorsports Division acquires an additional 26,000 sq. ft. of warehouse space

1998 1998 Jackson Dawson moves to task industrial Court

also one of the few marketing companies in South Carolina to handle all aspects of a project in-house, with four suites handling video production, copywriting, media and research and web design.

Clients include heavyweights such as BMW, Bob Jones University, the Peace Center, Michelin and Sage Automotive. Recent projects have included an interactive mobile application for Milliken’s arboretum and 600-acre Spartanburg campus and a marketing campaign for the 2013 Big League World Series.

“In my opinion, our greatest single achievement is the longevity of our client relationships,” said Darrell Jackson. “Our first client from back in 1988 is still a client today. I can count on one hand the number of clients who have gone elsewhere in the past decade.”

Larry Jackson says his Christian faith and belief in service to others, coupled with business values rooted in solving clients’ problems, have kept

2009 Jackson Dawson changes name to Jackson marketing Group when larry sells his partnership in Detroit and lA 2003

2009-2012 Jackson marketing Group named a top BtoB agency by BtoB magazine 4 years running

him going and growing his business over the years. He is passionate about giving back and outreach to non-profits. The company was recently awarded the Community Foundation Spirit Award.

The company reaffirmed its commitment to serving the community last week by celebrating its 25th anniversary with a birthday party and a 25-hour Serve-A-Thon partnership with Hands on Greenville and Habitat for Humanity. JMG’s 103 full-time employees worked in shifts around the clock on October 22 and 23 to help construct a house for a deserving family.

As Jackson inches towards retirement, he says he hasn’t quite figured out his succession plan yet, but sees the companies staying under the same umbrella. He wants to continue to strategically grow the business.

“From the beginning, my father has taught me that this business is all about our people – both our clients and our associates,” said his son, Darrell. “We have created a focus and a culture that strives to solve problems, serve people and grow careers.”

Darrell Jackson said he wants to “continue helping lead a culture where we solve, serve and grow. If we are successful, we will continue to grow towards our ultimate goal of becoming the leading integrated marketing communications brand in the Southeast.”

2011 Jackson marketing Group/Jackson motorsports Group employee base reaches 100 people

2008 2012 Jackson marketing Group recognized by Community Foundation with Creative spirit Award

pro-bono/non-proFit Clients American Red Cross of Western Carolinas Metropolitan Arts Council Artisphere Big League World Series The Wilds Advance SC South Carolina Charities, Inc. Aloft Hidden Treasure Christian School

CoMMUnitY inVolVeMent & boarD positions lArry JACkson (ChAirmAn): Bob Jones University Board chairman, The Wilds Christian Camp and Conference Center board member, Gospel Fellowship Association board member, Past Greenville Area Development Corporation board member, Past Chamber of Commerce Headquarters Recruiting Committee member, Past Greenville Tech Foundation board member David Jones (Vice President Client services, Chief marketing officer): Hands on Greenville board chairman mike Zeller (Vice President, Brand marketing): Artisphere Board, Metropolitan Arts Council Board, American Red Cross Board, Greenville Tech Foundation Board, South Carolina Chamber Board eric Jackson (Jackson motorsports Group sales specialist): Salvation Army Boys & Girls Club Advisory Board

November 1, 2013 Upstate bUsiness joUrnal 21

20 Upstate bUsiness joUrnal November 1, 2013

AS SEEN IN

NOVEMBER 1, 2013

Will Crooks

Greenville Journal will honor the history of local African Americans through print and digital storytelling. Each week during the month of February will have a unique editorial focus. The Upstate on African American Community, Landmarks, Churches, and Culture.

LAYOUT

Stephanie Orr

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Michael Allen | Amanda Walker

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Order a reprint today, PDFs available for $25. For more information, contact Anita Harley 864.679.1205 or aharley@ communityjournals.com

HISTORY MAKERS

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In partnership with JAMZ 107.3, GreenvilleJournal.com will

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recognize one Upstate Black History Maker (individual or organization) each day during the month of February. publishers of

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onthemove@upstatebusinessjournal. com UBJ welcomes expert commentary from business leaders on timely news topics related to their specialties. Guest columns run 500 words. Contact the editor at editor@communityjournals.com to submit an article for consideration.

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Visit GreenvilleJournal.com to see, read and hear about each History Maker. The collection of 28 honorees will remain on GreenvilleJournal.com throughout 2019.

events@upstatebusinessjournal.com

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581 Perry Avenue, Greenville, SC 29611 864-679-1200 | communityjournals.com For subscriptions, call 864-679-1240 or visit UpstateBusinessJournal.com Copyright ©2018 BY COMMUNITY JOURNALS LLC. All rights reserved. Upstate Business Journal is published biweekly by Community Journals LLC. 581 Perry Ave., Greenville, South Carolina, 29611. Upstate Business Journal is a free publication. Annual subscriptions (26 issues) can be purchased for $50. Postmaster: Send address changes to Upstate Business, P581 Perry Ave., Greenville, South Carolina, 29611. Printed in the USA.

INSIDE THE UPSTATE BUSINESS JOURNAL:

THE HISTORY OF AFRICANAMERICAN BUSINESSES IN THE UPSTATE Upstate Business Journal will share the story of the history, the challenges, and the successes of Upstate black-owned businesses including profiles of notable business owners.

2.1.2019 | upstatebusinessjournal.com

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A casual networking event in a relaxed atmosphere.

No pressure. No presentations.

Bring your friends, grab your business cards and meet interesting people who have new ideas to share.

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with UpstateProfessionals

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Wednesday, February 27