Greater Charlotte Biz 2009.07

Max Daetwyler Corp.

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We b s i t e B i z

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Robert Half International

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Vision Office Systems

july 2009

YoUR

TARGETING

2009-2010

AUDIENCE

WBT and WLNK Talk a Good Talk

Rick Jackson Vice President and General Manager Greater Media Charlotte, Inc. WBT-AM, WBT-FM, WLNK-FM

Change Service Requested 5601 77 Center Dr., Ste. 250, Charlotte, N.C. 28217

PRSRT STD U.S. Postage PAID Permit No. 505 Charlotte, NC

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cover story

WBT and WLNK Radio Magnetic personalities have keyed the success of venerable Charlotte radio station WBT-AM. These personalities create programs and fill them with original content that makes WBT-AM, simulcaster WBT-FM and sister WLNK-FM unlike any others, says Rick Jackson, vice president and general manager of Greater Media Charlotte, Inc., the entity that presides over the stations.

14

Max Daetwyler Corp.

Ralph Daetwyler admits to feeling the pressure as he steers his family’s company through economic upheaval.

But like his grandfather before him, he’s focused on expanding MDC’s expertise in order to stay competitive in a global marketplace.

18

Robert Half International Is the recession a blessing in disguise?

Michael Steinitz, RHI’s district manager, thinks so, commenting, “It’s actually a good time to look closely at your organization and determine ways to ensure you’re retaining your best people.”

!"

WebsiteBiz With a growing list of success stories from both national and Charlottebased Fortune 1000 companies, the WebsiteBiz team has created a successful business model that allows companies of all sizes to grow their business online.

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departments publisher’spost

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bized

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Regional Business Education Offerings and Customized Work Force Training

bizxperts

10

employersbiz

36

biznetwork

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ontop

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bizbits

42

Smart Salvos, Select Strategies and Succinct Solutions

Legislative and Regulatory Highlights for Area Employers

on the cover:

We b s i t e B i z

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Robert Half International

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Vision Office Systems

TARGETING

2009-2010

Photography by Wayne Morris

•

july 2009

Rick Jackson Vice President and General Manager Greater Media Charlotte, Inc. WBT-AM, WBT-FM, WLNK-FM

Vision Office Systems Locally owned and operated Vision Office Systems finds the key to survival in these tough economic times is growing a business strong and smart with an award-winning product line of office equipment backed up by factorycertified service technicians.

Max Daetwyler Corp.

YOUR

in this issue

f

AUDIENCE

WBT and WLNK Talk a Good Talk

Rick Jackson Vice President and General Manager Greater Media Charlotte, Inc. WBT-AM, WBT-FM, WLNK-FM

YEARS

1999 -2009

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C EN T RA L

P IE DMO N T

C OM MUN I TY

C O L L E GE

Connect to tomorrow’s careers at CPCC Central Piedmont Community College strives to be a critical community partner, dedicated to building a strong workforce in the Queen City and beyond.

As many area businesses experience increased competition, a demand for skilled professionals in such fields as education, healthcare, sustainable technologies and technical trades has emerged on the local and regional level.

CPCC boasts a portfolio of High Demand Career programs in these industries that offer graduates both career satisfaction and competitive salaries within today’s evolving marketplace.

.

Discover how CPCC can help you Get There. Visit www.cpcc.edu today.

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[publisher’spost] 704-676-5850

NC is Diss-Apportioned; Hail the Great State of Mecklenburg Anyone who has grown up in or moved to this region in the last 10 years has to be frustrated with the lack of monetary support allotted to Mecklenburg County from state and federal funding. As a recent example, after federal stimulus funds were delivered to the state for shovel-ready projects, newly elected Governor Perdue announced that the state would speed up the completion of I-485 around Charlotte.

However, subsequently, priorities were “reconsidered,” and the project has since fallen far behind other projects and programs. What had seemed to clearly be a shovel-ready project, was handed back to us by the state as a shovel of something else.

Throughout its history, this state has been governed by a rural dominance over state programs and priorities. That rural influence affects funding formulas and state distributions of financial resources. Politicians from rural counties and districts have consistently controlled the state legislature and, as a result, state departments and agencies. Their control made a lot of sense when tobacco, furniture and textiles supplied the predominance of revenues in state coffers.

But the population and economy of North Carolina has changed dramatically over the last 10 years. Tobacco, furniture and textiles have been replaced by utilities and service industries including banking, finance, real estate and technology. Urban growth has been especially rapid. Hopefully, these demographic changes will finally recognize the Charlotte regional area for its fair share.

During 2010, the U. S. Census will be taken across North Carolina and the entire United States as is mandated every 10 years. Individual participation in the census is required by law because census data are used to distribute Congressional seats to states, to make decisions about what community services to provide, and to distribute over $300 billion in federal funds. The data also impacts the apportionment of seats within the state legislature and, as a result, the spending on state programs and projects.

I predict that the results of the upcoming census will radically impact the nature of politics and power within North Carolina in fundamental and permanent ways. More than 50 percent of North Carolina citizens now live in just 13 counties along the I-85 corridor.

The new tally of population growth will demonstrate how the population has shifted toward urban areas. Growth between Charlotte and Raleigh will shift the balance of power and influence in the direction of urban areas, urban institutions and urban priorities and away from the traditional rural dominance.

Change will not come easily, nor will it come quickly. It will take several years before the political district boundaries will be redrawn to the new demographics of the population. It will take even more years before those districts elect new representatives to the state and federal government. Nevertheless, the increased number of elected officials along the I-85 corridor in North Carolina will ultimately affect the distribution of federal and state funds in the direction of urban areas.

Careful planning and forethought by visionary leaders will expedite, improve and enhance the opportunity to bring change to keep up with the rapid growth and the increased burdens of transportation, education, health care, safety and welfare in our urban areas. While we need greater support now, it simply will not happen until urban interests have greater power over priorities and resources.

Outside of Mecklenburg County, many believe that Charlotte has enough of its own resources to solve its ambitions and needs. They feel that the “great state of Mecklenburg” can raise its own revenues. They don’t understand that we are only looking for our fair share of what we contribute to our state’s economy. Is that asking too much?

It is time to put things in balance. biz

Let me know what you think - jgalles@greatercharlottebiz.com

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July 2009 Volume 10 • Issue 7 Publisher

John Paul Galles x102 jgalles@greatercharlottebiz.com

Associate Publisher/Editor Maryl A. Lane x104 mlane@greatercharlottebiz.com

Creative Director

Trevor Adams x103 tadams@greatercharlottebiz.com

Editorial & Sales Assistant

Janet Kropinak x109 jkropinak@greatercharlottebiz.com

Sr. Account Executive

Bonney Roberts x107 broberts@greatercharlottebiz.com

Account Executives

sales@greatercharlottebiz.com Marsha Bradford Dave Cartwright Bradley Jackson Sandra Ledbetter

Contributing Writers Sam Boykin Ellison Clary Janet Kropinak

Contributing Photographers Janet Kropinak Wayne Morris

Galles Communications Group, Inc. 5601 77 Center Drive • Suite 250 Charlotte, NC 28217-0737 704-676-5850 Phone • 704-676-5853 Fax www.greatercharlottebiz.com • Press releases and other news-related information: editor@greatercharlottebiz.com.

• Editorial: mlane@greatercharlottebiz.com.

• Advertising: jgalles@greatercharlottebiz.com.

• Subscription inquiries or change of address: subscriptions@greatercharlottebiz.com.

• Other inquiries: please call or fax at the numbers above or visit our Web site www.greatercharlottebiz.com. © Copyright 2009 by Galles Communications Group, Inc. All rights reserved. The information contained herein has been obtained from sources believed to be reliable. However, Galles Communications Group, Inc. makes no warranty to the accuracy or reliability of this information. Products named in these pages are trade names or trademarks of their respective companies. Views expressed herein are not necessarily those of Greater Charlotte Biz or Galles Communications Group, Inc. No part of this publication may be reproduced or transmitted in any form or by any means without written permission from the publisher. For reprints call 704-676-5850 x102.

Greater Charlotte Biz (ISSN 1554-6551) is published monthly by Galles Communications Group, Inc., 5601 77 Center Dr., Ste. 250, Charlotte, NC 28217-0737. Telephone: 704-676-5850. Fax: 704-676-5853. Subscription rate is $24 for one year. POSTMASTER: Send address changes to Greater Charlotte Biz, 5601 77 Center Dr., Ste. 250, Charlotte, NC 28217-0737.

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We put Charlotte on the map‌ For Executive MBA Programs McColl School of Business is proud to be ranked as one of the Top 25 North American Executive MBA Programs by

A an EMB c i r e m North A gs: Tier-One Rankin

ool ess Sch in s u B Columbia niversity Cornell U uqua ersity: F iv n U e k Du ersity ton Univ g in h s a W George sity e Univer t a t S t n Ke rsity is Unive o n li Il n r Northe llogg tern: Ke s e w h t r No tern NYU: S dio y: Grazia it s r e iv n ine U nnert Pepperd sity: Kra r e iv n U Purdue ity of

nivers U s n e e Qu cColl M : e t t o l logy Char f Techno

To learn more about our programs

Executive MBA Professional MBA MS in Organizational Development go to www.choosemccoll.com or call 704-337-2525

o Institute r e t s e h ol Roc ss Scho e in s u B Rutgers : Mays niversity U M & A Texas bird Thunder si ol of Bu o h c S s s eley: Ha UC Berk nderson UCLA: A SB hicago G C f o y it s Univer ianapolis d In f o y Universit ille f Louisv o y it s r e Univ Carolin f North o y it s r Sc e Univ usiness B r le g la Kenan-F gh: K Pittsbur f o y it s r Unive :W sylvania n n e P f yo anc Universit f San Fr o y it s r e Univ arshall USC: M

Not just a degree. An experience. p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

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The recession has led to steep job losses across the U.S. work force, but

less-educated

people have been hit particularly

hard. The unemployment rate for workers over 25 years old who

haven't gone beyond high school rose to 10% in May, nearly doubling from 5.2% a year earlier. Among workers who haven't completed high school, the unemployment rate rose to 15.5%, again almost doubling from 8.4% last year. By contrast, the jobless rate among those with four-year college degrees was 4.8%, up considerably from 2.3% a year ago, but well below the rate for people with less education.

[The Wall Street Journal]

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Work Force Education Directory 2 0 0 9

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elcome to our annual Greater Charlotte Biz directory of Charlotte regional business education offerings, from traditional business education programs to customized work force training.

The American economy is transitioning to an economy founded on new production and employment systems as a result of developing technology and global competition—the “new economy.” This new economy is directly impacting work force skills, requiring higher levels of education as well as more specialized training.

In this increasing age of displacement, there is overwhelming evidence that individuals attaining higher levels of education and training are more often and better employed and routinely describe themselves as more successful and having greater job satisfaction. There is equally compelling evidence that companies which invest more heavily in work force education have better employee retention and are more successful, more productive and more profitable.

So, whether you are an employer interested in education and training programs to raise the performance levels of your employees, or an individual interested in gaining knowledge or skills for better performance or versatility, this directory should provide some guidance as to the breadth of offerings available.

The information included herein was solicited directly and extracted from the Web site for each school.

Only licensed and accredited programs are included in this survey. Prospective students should contact a school directly for additional information.

EDUCATION PAYS Unemployment rate in 2008 2.0

Doctoral degree

1.7

Professional degree

2.4 2.8 3.7 5.1 5.7 9.0

Median weekly earnings in 2008 $1,555 1,522

Master’s degree

1,228

Bachelor’s degree

978

Associate degree Some college, no degree High school graduate Less than a high school diploma

Source: Bureau of Labor Statistics, Current Population Survey, March 6, 2009

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Workforce Education Systems and Economic Growth The Workforce Strategy Center (WSC) is a work force development think tank in New York City, nationally recognized for developing innovative policy strategies implementing state and regional career pathways initiatives. Here are some highlights from one of their publications, The Progress of Education Reform: Economic and Workforce Development. he nation’s work force education and training system is experiencing one of the most profound economic shifts in its history. In this globally competitive economy, policymakers and educational leaders are keenly aware that regional economies will thrive or decline based on their ability to attract, cultivate and retain “knowledge workers.” These individuals possess postsecondary educational credentials (though not necessarily a bachelor's degree), technical skills, the ability to learn rapidly, and an entrepreneurial approach to work and career management.

In today’s economy, workers need these skills to earn family-sustaining wages, and businesses need their employees to possess these skills to stay ahead of global competition. As businesses are largely reliant on public education and training systems to produce knowledge workers, policymakers must ensure these systems work efficiently and effectively.

Policymakers are increasingly concerned that the current public education and training systems are neither meeting the rapidly-evolving work force needs !

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WORK FORCE of businesses nor preparing individuals to earn family-sustaining wages. Unfortunately, there have been very few practical strategies that enable states to better align their education system with regional economic and work force needs.

One interesting innovation gaining traction in a growing number of states is a system of aligned education and training programs called career pathways.

Career pathways are helpful frameworks for making systemic changes that fill gaps in education and work force-training systems by addressing the complementary goals of student and worker advancement, and regional economic development. With few exceptions, the nation’s education and training systems operate in relative isolation from broader economic development efforts, largely because state policies governing adult and postsecondary education, work force and economic development, and social and human services are designed and implemented with few meaningful connections. As a result, these systems do not effectively work together to produce the kinds of skilled workers needed in today’s changing economy.

Community colleges can play a strong role in the preparation of workers for the 21st century. However, there is frequently a disconnect between credit-based departments, which are focused on degree or certificate completion, and non-credit departments, which are focused on work force training, customized training contracts with employers and other non-academic programs. In addition, community college work force preparation efforts are often disconnected from state work force and economic development systems.

A career pathways approach can be a key strategy for bringing together disjointed public systems. Such a career pathway consists of a series of connected education and training programs and support services that enable individuals to pursue careers in specific industries, and to advance over time to successively higher levels of education and work in that industry. Each step on a career pathway is designed to prepare the participant for the next level of work and education. Ultimately, the career pathways framework strengthens the systems that keep a region’s work force globally competitive. This framework allows state and local governments to better align policy goals that simultaneously support student and worker advancement, and regional economic growth.

To develop career pathways, it is important to align public resources to support individual and regional economic advancement in the knowledge economy. Linkages among community partners— including community colleges, K-12 systems, four-year colleges, work force and economic development agencies, social service agencies, and others—leads to better outcomes for both businesses and individuals. Working closely with employers can especially strengthen public education and training systems by ensuring that public systems are on target to meet labor market needs.

To produce workers with globally competitive skills, state leaders will need to do the following: "#Promote student access and improve alignment among systems to ensure that all Americans, especially non-traditional students and low-income adults, have the opportunity to pursue postsecondary education or credentialing. "#Support student success by improving efforts that assist students

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College/University Location Appalachian State University-Walker College Boone The Art Institute of Charlotte Charlotte Belmont Abbey College Belmont Capella University-School of Business & Technology (online program) Catawba College-Ketner School Salisbury Catawba Valley Comm. College Hickory Central Piedmont Comm. College Charlotte (6 locations) Cleveland Comm. College Shelby Davidson College Davidson DeVry University-Keller Graduate School of Management Charlotte Duke University-Fuqua School Durham Elon University-Martha and Spencer Love Elon Gardner-Webb University-Godbold School Boiling Springs Gaston College Dallas/Lincolnton/Belmont Johnson C. Smith University Charlotte Johnson & Wales University-College of Business Charlotte King’s College Charlotte Lenoir-Rhyne University-Charles Snipes School Hickory Livingstone College Salisbury Mitchell Comm. College Statesville/Mooresville Montreat College-School of Profess. & Adult Studies Charlotte/Asheville NC A & T State University-School of Business & Economics Greensboro NC State University-College of Management Raleigh Pfeiffer University Misenheimer/Charlotte Queens University-McColl School Charlotte Rowan-Cabarrus Comm. College Salisbury/Concord South Piedmont Comm. College Monroe/Polkton/Wadesboro Strayer University Charlotte/Huntersville UNC Chapel Hill-Kenan-Flagler Chapel Hill UNC Charlotte-Belk College Charlotte UNC Greensboro-Bryan School Greensboro University of Phoenix Charlotte USC Columbia-The Moore School Columbia, SC Wake Forest University-Babcock & Calloway Winston-Salem/Charlotte Wingate University-School of Graduate & Adult Ed. Wingate/Matthews Winthrop University Rock Hill, SC York Technical College Rock Hill, SC Information on business and continuing education programs in the Charlotte regional marketplace was solicited both directly and extracted from the Web sites of the named schools.

with the completion of academic programs and the advancement of their educations and careers. "#Encourage effective student transitions at every level: high school to college, remedial education to credit-bearing programs, adult basic education to postsecondary education, and so on. "# Incorporate employer demand and state economic priorities into education and training efforts by working with economic development agencies, employers and others engaged in regional economic development efforts. "# Build capacity and finance improvements in student support systems to meet the growing demand for services. "# Measure results by incorporating rigorous systems for collecting data and tracking outcomes into the program design.

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Education Directory 2 0 0 9 Telephone 828-262-2057 704-357-8020 704-461-6665 888-CAPELLA 800-CATAWBA 828-327-7000 704-330-2722 704-484-4073 704-894-2230 704-362-2345 919-660-7700 800-334-8448 704-406-4375 704-922-6200 704-378-1010 980-598-1000 704-372-0266 828-328-1741 704-216-6000 704-878-3200 800-436-2777 336-334-7500 919-515-2011 704-463-1360 704-337-2525 704-637-0760 704-290-5100 704-499-9200 919-962-8301 704-687-2213 336-334-5000 704-504-5409 803-777-3176 704-365-1717 704-849-2132 803-323-2186 803-327-8000

Web Site appstate.edu artinstitutes.edu/charlotte belmontabbeycollege.edu capellauniversity.edu catawba.edu cvcc.edu cpcc.edu clevelandcommunitycollege.edu davidson.edu keller.edu fuqua.duke.edu elon.edu business.gardner-webb.edu gaston.edu jcsu.edu jwu.edu/charlotte kingscollegecharlotte.edu lrc.edu/bus livingstone.edu mitchellcc.edu montreat.edu ncat.edu~sbe ncsu.edu pfeiffer.edu mccollschool.edu rowancabarrus.edu spcc.edu strayer.edu kenan-flagler.unc.edu belkcollege.uncc.edu uncg.edu/bae phoenix.edu mooreschool.sc.edu mba.wfu.edu wingate.edu winthrop.edu yorktech.com

Pub/Pri Public Proprietary Private Private Private Public Public Public Private Private Private Private Private Public Private Private Private Private Private Public Private Public Public Private Private Public Public Private Public Public Public Private Public Private Private Public Public

Accreditation SACS/AACSB ACICS SACS/NCATE NCA SACS SACS/ACBSP SACS SACS SACS NCA SACS/AACSB SACS/AACSB SACS/ACBSP/SCCHE SACS/ACBSP SACS/ACBSP NEASC ACICS/CAAHEP SACS/ACBSP SACS SACS SACS SACS/AACSB-International SACS/AACSB SACS/IACBE/ACQUIN SACS/ACBSP/AACSB SACS SACS MSCHE SACS/AACSB SACS/AACSB SACS/AACSB-International NCA/ACBSP SACS/AACSB SACS/AACSB SACS SACS/AACSB SACS/ACBSP/ABET

Undergraduate Graduate Online BS/BA MBA/MS AAS/BA Yes BS/BA BS MBA/MS/PhD Yes BS AA/AAS AA/AAS Yes AA/AAS Yes BA BS MBA Yes BS/BA MBA/EMBA/PhD Yes BS/BA MBA BS MBA/IMBA/MAC/MBA-Plus Yes AAS Yes BS BA/BS/AS AAS BA MBA BS/BA/BFA/BSW AA/AAS Yes AS/BS MBA/MSML/MAEd BS MA/MS Yes BS MBA/MAC/ME/PhD Yes BS MBA/MHA/MS/MA Yes BA PMBA/EMBA/MSOD Yes AA Yes AA/AS/AAS Yes BS/AA MBA/MS/MSI Yes BS MBA/EMBA/MAC/PhD Yes BS IMBA/MBA/MAC/PhD/MS BS/BA MBA/MS/PhD/MA BS/AAS MBA/MS/PhD Yes BS MBA/IMBA/MACC/MA/MHR/PhD Yes BS MS/MBA/EMBA BS/BA/BLS MBA/MAEd/MAT/PharmD Yes BS/BA PharmD/MBA/EMBA/EdD AAS Yes Please send your school updates to editor@greatercharlottebiz.com.

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

UNEMPLOYMENT RATE BY LEVEL OF EDUCATION Less than High School Diploma, 25 yrs. & over Some College or Associate Degree, 25 yrs. & over

High School Graduates, No College, 25 yrs. & over Bachelor’s degree and higher, 25 yrs. & over

18% 16% 14%

Unemployment Rate

The shift to a global economy requires that state and regional policymakers and educational leaders actively improve the responsiveness of these systems to the needs of workers and employers.

Sources: Education Commission of the States (ECS) Workforce Strategy Center Publications: www. workforcestrategy.org/publications/ ECS_CP_Paper_2007-08.pdf. The Education Commission of the States is a nationwide nonprofit organization formed in 1965 to help governors, state legislators, state education officials and others develop policies to improve the quality of education. www.ecs.org.

12% 10% 8% 6% 4% 2% 0%

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[bizXperts]

Smart Salvos, Select Strategies and Succinct Solutions

"#$%&'(')*

the key to improving business performance !

The best recipe for managing and delivering change is to balance the change across three key dimensions: people, process and technology. In today’s challenging economic environment, many organizations are trying to change or simply manage core business processes with fewer resources available to them. At the core of this change is a focus on business process excellence.

A firm’s core processes are the building blocks of how it adds value by providing products and services to its customers. Companies that leverage process excellence as a competitive advantage to maximize ‘value add’ for the customer typically are the companies who compete and grow most effectively.

Through experience, senior business leaders have learned one key to managing a successful business is to set a goal of continuous process improvement, the cornerstone of business process excellence. At the heart of process improvement is the science of statistical process control. By developing and refining a more efficient and reliable set of core business processes based on measurement systems, a company can increase the quality of its products and services while reducing production costs. A number of different techniques are used, and one of the most common is Six Sigma.

The Six Sigma approach is an advanced methodology, first applied in manufacturing environments. Production teams establish measurement systems and statistical controls to understand the quality of process outputs, and identify and reduce defects in manufacturing processes. By measuring the rate of failure and

identifying the root cause of these defects, product quality increases, while manufacturing and service costs are reduced.

The application of Six Sigma has successfully expanded from manufacturing into other industries such as health care, financial services and information technology, producing significant results and cost savings.

TQM (Total Quality Management) is a broader process T.J. Eberle improvement approach and involves participation from a larger segment of the corporation, including senior management, forecasting and planning groups, human resources and production and service departments.

Now and in the future, forward-looking companies are making larger investments in process improvement techniques via training programs and consulting partnerships. Often, a firm can make a significant ‘step change’ toward business process excellence by embracing a full program such as Six Sigma or TQM. These firms are focused on being more competitive to help ensure their longterm success and survival in the quickly changing global economy.

You may want to examine if your company is activity engaged in a process improvement program; most of the today’s top business leaders today believe this is a core requirement to maintain and grow their business.

T.J. Eberle is president and CEO of NouvEON, a regional business and technology consulting firm. Contact him at 704-944-3155 or visit www.NouvEON.com.

Premium Value Without

Premium Cost Empowering Your Visual Marketing www.hickoryprinting.com | 1-800-HICKORY 725 Reese Dr SW | Conover, NC 28613

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Smart Salvos, Select Strategies and Succinct Solutions

[bizXperts]

probate and the business owner !

If you are like many business owners, this recession has hit your business hard. Your immediate focus has been on survival, eliminating losses, and returning to profitability. Probably, you feel the least of your concerns is how your business, real estate and other assets would be impacted if you, the owner, suddenly passed away. But considering how many others would be affected by such an unfortunate event, it may be important for you to consider even now.

A primary function of probate is to pass good title to the new owners.You can’t pass good title to a new owner if you never received good title. Thus, it is never recommended to ignore a necessary probate.

In estate planning and probate matters, the question clients ask most often is, “Should I put everything that I own into a trust to avoid probate?” Often clients want to avoid “probate,” but they really don’t know what probate is and what assets must be probated. How you own your business, real estate and other assets at the time of your death determines whether those assets must be probated.

What is probate? Probate is the legal process used to pass good title and distribute a deceased person’s assets. The probate process includes: (i) filing the Will, if any, (ii) appointing a personal representative, (iii) preparing and filing court accountings, (iv) publishing notice to creditors, (v) determining the validity of claims against the estate, and (vi) paying the debts of the deceased.

Probate can cost thousands of dollars and often can take a year or longer depending on the size and complexity of the estate.

What are probate assets? Probate assets vary by state so it is important to consult with a probate attorney in the state where the deceased was a resident and each state in which the deceased owned real property at the time of death. In North Carolina probate assets include accounts solely in the deceased’s name that pass either through a Will, or in the absence of a Will, according to state law. North Carolina non-probate assets include accounts owned jointly with right of survivorship, assets held in trust, IRAs and life insurance payable to beneficiaries.

Is a closely held business a probate or non-probate asset? Well, it depends whether the stock or membership interest is owned in the owner’s name individually or owned by a trust. If the stock or membership interest is owned in the owner’s name individually, then it is a probate asset. If the stock or membership interest is owned by a trust, then it is a non-probate asset.

Often, it makes sense for business owners to separate voting and nonvoting stock or membership interest and treat them differently as part of their overall succession and estate plan. For example, the voting stock or membership interest may be owned by one trust and the non-voting stock

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

or membership interest may be owned by another trust.

It is important to address whether the current ownership of your closely held business makes sense.

Is real estate a probate or non-probate asset? It depends how the real estate is owned and how it passes upon death. As a business owner, it is very important that ownership of real estate is structured so that business Danica Little leases and operations are not adversely impacted upon an owner’s death. Also, if at the time of your death, you own real estate in a state other than the state of which you are a resident, then that real estate (depending how it is owned) will require a separate probate proceeding known as an “ancillary proceeding” to get good title to the new owners.

An estate planning attorney can advise on ownership, title, possession, custody and control of real estate.

Is probate ever necessary? Yes, it is often necessary. A primary function of probate is to pass good title to the new owners. You can’t pass good title to a new owner if you never received good title. Thus, it is never recommended to ignore a necessary probate. Probate may be necessary if the deceased owned probate assets at death such as: • Assets only in the deceased’s name without properly designated beneficiaries.

• Assets owned as tenants in common or joint tenancy without right of survivorship.

• Assets that designate the deceased’s estate as the beneficiary.

The form of ownership typically determines whether an asset is a probate or non-probate asset. Generally, it is advisable to have a trust own assets like closely held business interests, certain real estate, and other assets vs. the individual owning the assets in his or her name alone.

Given the current depressed values of many business interests, real estate, and other assets, and given the anticipated changes in tax laws, now is an excellent time to review your estate plan and the ownership of your assets.

An experienced estate planning attorney that understands income, gift, and estate taxes can advise you as to what assets, if any, to put into a trust based on your specific estate and tax planning objectives. Given the current depressed values of many business interests, real estate, and other assets, and given the anticipated changes in tax laws, now is an excellent time to review your estate plan and the ownership of your assets.

Danica L. Little, CPA, CMA, CFM is an attorney with Wishart, Norris, Henninger & Pittman, P.A., a law firm with offices in Charlotte and Burlington serving institutions, professionals, businesses and business owners. Contact her at 704-363-0010 or visit www.wnhplaw.com.

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[bizXperts]

Smart Salvos, Select Strategies and Succinct Solutions

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making gains less taxing !

I’m happy to say that more and more of my clients are beginning to ask about capital gains. Anyone discussing gains in this environment is a positive sign. Substantial tax savings may be derived from the current capital gains rates on certain long-term assets and qualified dividends, if acted upon with the correct timing and in the appropriate manner. This is even more important given the impending sunsetting of certain advantageous provisions of the tax code.

Generally my conversation starts with a little education on what is a capital gain, how they are taxed and when losses can be used. A capital gain results from the sale of passive investment assets generally above the purchase price or the “net tax value.” Net tax value is the purchase price minus allowable depreciation. Common types of capital gain assets are stocks, buildings or other passive investments.

Taxation of these gains generally depends not only on the type of asset but also the holding period. The most common capital gain asset is publicly traded stock. Currently, if these assets are held for one year from the purchase date they qualify for the long-term capital gain rate, 15 percent or lower depending on your tax bracket.

Other types of capital gain assets are a second home, rental property and patents. Careful attention must be given to any asset against which depreciation or amortization expenses have been taken, such as a rental building. In most instances the gain results ordinary gain, not capital gain from the recapture; ordinary gain is generally taxed at higher rates than capital gains.

Additionally, there are very special rules related to certain qualified small business stock that may allow you to escape tax altogether.

One of the most common tax saving strategies for capital gains is the proper use and timing of capital losses. Since capital losses offset capital gains, it is important to time all your transactions accordingly, mainly in the same tax year.

If you are holding stocks that have suffered a loss but you have not sold, consider selling these items in the same year as you sell your second residence, appreciated stocks, etc. and you can use the loss to offset the gain. If you wait until next year to sell those stocks, you may be regretting not involving your tax advisor. Oh, what a difference a day can make. The simple difference between December 31 and January 1 can cost you thousands in tax.

Let me give you an example of excellent timing. Say in year 2008, you experienced a $20,000 long-term loss from your stock investments and you used $3,000 to offset ordinary income in 2008; the remainder is carried forward to offset future gains. In 2009, your stock portfolio rebounds and on December 1 you are standing with the following appreciation in stocks that you are thinking about selling: $25,000 in Bank of America stock you bought in March, when it was at $3 (and all your friends laughed at you) and $15,000 in Microsoft that you have held for years.

If you sold these stocks you would have a $25,000 short-term gain and

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$15,000 long-term loss. Your long-term loss carry-forward from 2008 of $17,000 first offsets same category gain (long) and then offsets short-term. Here it would reduce the capital gain to zero, leaving $23,000 short-term gain, presuming a 34 percent tax rate the gain would result in $7,820 tax.

Alternatively, let’s say you sell the Bank of America stock George Bohlé in December and the Microsoft in January 2010. Here you would have $8,000 short-term gain in 2009, $2,720 in tax and $15,000 of long-term gain in 2010, $2,250 in tax. Total tax on the transaction $4,970 compared to $7,820 in tax, a savings of $2,950, that’s over 33 percent. Just by timing your sales and looking at all your holdings.

Substantial tax savings may be derived from the current capital gains rates on certain long-term assets and qualified dividends, if acted upon with the correct timing and in the appropriate manner.

After 2010, unless new legislation is enacted by the current administration, the 15 percent capital gain rate will increase to 20 percent and qualified dividend income will be taxed at ordinary income rates.

Other items to consider: (1) A distribution or rollover from a retirement plan like a 401(k) or IRA, even though they involve stock, is not eligible for capital gains rates and must be taxed at the higher ordinary income tax rates. Remember these funds were not taxed upon entering the plan.

(2) If you sell a capital asset and purchase another capital asset, this is a taxable transaction, even if you did not take possession of the funds. In most instances stocks cannot benefit from the like kind exchange rules. If conducted with advance preparation, certain real property and small business stock can receive such beneficial like kind exchange treatment and defer or possibly eliminate the assessment of tax. (3) Corporations treat capital gains differently. There is no preferential capital gains rate, all is taxed as ordinary income and the carryover period is five years. Selling of corporate assets should be closely scrutinized prior to executing.

Many have started to look for and are finding opportunities within the instability that has arisen over the recent past. I encourage you to get your trusted advisors involved early. Perhaps with the assistance of all your advisors helping to properly consult and structure transactions, you’ll find these transactions to be “less taxing” in more ways than one.

George W. Bohlé Jr. is a managing partner at Blair, Bohlé & Whitsitt, PLLC, a CPA firm that provides accounting, assurance, tax compliance and planning services, in addition to strategic planning and tax minimization strategies to privately held businesses. Contact him at 704-841-9800 or visit www.bbwpllc.com.

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[bizXperts]

Smart Salvos, Select Strategies and Succinct Solutions

1#230/#

online strategy for the coming economic recovery

BONDING & SURETY

FINANCIAL SERVICES

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EMPLOYEE BENEFITS

“sales agents,” by offering a self-service, online registration program to facilitate and track e-mail referrals, as well as issue immediate online “appreciation rewards” to participants in the form of vouchers or instant printable coupons.

Shift business functions into high gear. Outpace your competitors by getting to prospects first, using a wide array of online communication tools. Meet with customers and prospects Kip Cozart any time, regardless of location, using such affordable online services as GoToMeeting.com or WebEx.com, starting at less than $60 per month.

Invite visitors to travel to you instantly by offering a “virtual tour” or product field demonstration through online video. Simultaneously plan and brainstorm with associates from multiple venues with affordable and easy online collaboration tools, like Basecamp (basecampHQ.com) and Conceptshare.com.

Go digital and reduce operation costs. Businesses that leverage the Internet to accelerate day-to-day tasks while also reducing costs will emerge as leaders in the new economy. Abandon faxed correspondence in lieu of digital messaging.

Utilize e-mail invoicing, online bill pay, or automated bank drafts. Automate clientreporting functions using online widgets, dashboards or RSS messaging.

Kip Cozart is CEO of CC Communications, a Web design, programming and Internet media company. Contact him at 704-543-1171 or visit www.cccommunications.com/bizXperts.

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PROPERTY & LIABILITY

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UNC Charlotte’s economist John Connaughton suggests, “The recession is just one to three months from being over,” forecasting a modest recovery for the remainder of 2009 and still stronger improvement in 2010. While not everyone would agree with Connaughton’s prediction of the timing and strength of the coming economic recovery, many area businesses are starting to see real signs of progress.

In response, industry leaders are strengthening their Internet communication tools and fine-tuning core business processes to take full advantage of the potential rush of new sales and marketing opportunities. Businesses that emerge first with a quicker, smarter, leaner, proactive Internet strategy will be in position to grab a greater share of the emerging new marketplace, while conserving costs and leveraging new online resources all at the same time. Is your business ready to shift gears and compete in the new recovery? Think “FAST FORWARD.” Speed up sales and service processing. In the post-recession marketplace, successful businesses will move faster by employing semi-automated “virtual” sales and customer service applications. Offer convenient “short-cut” service request forms, allowing customers the ability to quickly retrieve and resubmit repeatable orders, linked to pre-established billing and delivery instructions. Create an intelligent e-mail “reminder calendar,” programmed to prompt patrons to renew seasonal purchases or set to offer automated, one-to-one incentives to recharge customers whose recent buying patterns may have slowed. Convert customers into proactive

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Workers Comp • Liability

Providing Protection.

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Employee Benefits • Medical Disability Surety Bonds • Property • 401(k) Home • Auto • Your Life

since 1969

1001 Morehead Square Dr. Charlotte, NC 28203 800.849.8008 | www.knauffins.com p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

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by sam boykin

[bizprofile]

DELIBERATE DIVERSIFICATION Daetwyler Precision-Cuts Its Future

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alph Daetwyler took over the reigns of his family business in January. With its U.S. headquarters in Huntersville, Max Daetwyler Corp. (MDC) has 14 locations worldwide, employs over 850 people, and for decades has been a market leader in the printing industry. Assuming control of such a successful and well-established company would be a daunting task for anyone, and at just 30, Daetwyler admits that he’s feeling the pressure, especially as he steers the company through the current economic upheaval.

But rather than just sit tight and weather the storm, Daetwyler is looking to the future and ways he can expand MDC’s strength and expertise in order to stay competitive in a global marketplace.

It’s the same tactic that his grandfather Max used after founding the company 66 years ago.

Flying High As a young man in Switzerland, Max Daetwyler apprenticed as a motorcycle mechanic working in his uncle’s shop.

However, his passion was not for two-wheeled contraptions, but for winged ones. Even in his teenage years Max and his friends would make homemade hang gliders and take turns leaping off of hillsides.

As Max became more proficient at small engine work, he picked up a job helping repair and rebuild airplane engines at an airport near Zurich. By then he was an avid pilot and well-versed in all aspects of small aircraft maintenance.

In 1943 Daetwyler, took advantage of an opportunity to become independent and started the Max Daetwyler Corporation, rebuilding airplanes and manufacturing aviation parts. Several years later he branched out again, getting involved in the printing industry.

“When a friend in the printing industry told him he needed some help manufacturing parts, my grandfather recognized it as yet another opportunity,” recalls Ralph.

This was during a burgeoning time for the rotogravure (or gravure) industry, a printing process that involves engraving small cells or holes onto a copper cylinder which are then filled with ink and used to print everything from labels to magazines and newspapers. Max started out making acid etching machines, which created the small cells in the printing cylinders. !

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Ralph P. Daetwyler President Max Daetwyler Corp.

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But the company’s big break came in 1973 with the advent of its doctor blades which wipe off the excess ink from the cylinders during the printing process. MDC developed a new design that greatly improved printing quality, and today the company’s comprehensive steel doctor blades are considered the finest in the industry.

To help market and sell the doctor blades, Ralph’s father, Peter, left Switzerland and started the company’s U.S. sales and service operations in Long Island, New York. Soon after this, MDC also developed the highly successful Polishmaster, a state-of-the-art product that cleaned and polished printing cylinders.

The company now offers several of the industry’s most successful products for processing gravure cylinders, including plating machines and engraving machines that are the rotogravure industry’s most widely sold prepress machines.

“The biggest kick to get us into the printing industry came with the doctor blade and the Polishmaster,” Daetwyler says. “That’s when things really took off.”

As MDC’s U.S. location continued to thrive, the company started looking for ways to better service its customers in the U.S. and Canada. Daetwyler explains that the Charlotte area was an ideal location because of the airport and its proximity to many of its clients.

In 1990, the company moved its U.S. headquarters to a 72,000-square-foot facility in Huntersville in 1990, where it continues to provide

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sales, installation and service for North American printing companies.

In 1994, MDC pioneered an innovative fouryear apprenticeship program. The apprenticeship program has been a great success, providing students with a college education while they work as a paid employee.

Today, the program involves a consortium of North Carolina manufacturing companies including Ameritech Corp., Julius Blum, Inc., Pfaff molds, Sarstedt, Inc. and Timken.

MDC made another strategic move in 2000 when it formed an alliance with Ohio Electronic Engravers, Inc. “This expanded our capacity,” says Daetwyler. “By combining the experience and expertise of the two companies, MDC became a single, streamlined source for the printing industry.”

Yet it was also during this time that a shift began to occur in the printing industry itself.

As more content became available online, the demand for printed materials like newspapers and magazines declined.

Another shakeup occurred in 2005, when company founder Max Daetwyler died. “He basically ran the company until he passed away,” Daetwyler says of his grandfather.

cylinders for the gravure industry.

“It was a detailed overview of what our customers worldwide go through to get product out of the door and, for me, it reaffirmed that this was the business that I wanted to get into,” he says.

It also prepared him for his return to the U.S., where he earned a master’s in graphic communications from Clemson University in 2007.

“I learned in the classroom then turned right back around and taught other undergrads how to do it. It was very hands-on. I had ink under my fingernails.”

Rather than attend his college graduation, Daetwyler instead got married. The following week he and his new bride departed for an extended honeymoon/business trip.

“We traveled for nearly two years with the intention of visiting our customers and subsidiaries worldwide,” he says. However, the trip was cut short last December when, while they were in India, terrorists started bombing Mumbai.

“The economy was tanking, bombs were exploding—we decided it was time to go. I returned to Huntersville, grabbed a paddle and started rowing. For the past two years it’s been non-stop. I feel like I’ve been catapulted into the industry.”

Getting His Hands Dirty In 1979, during the company’s early boom days, Ralph Daetwyler was welcomed into the world. While born and raised in the U.S.—first in Long Island and then North Carolina—he spent many summers in Switzerland working for the family business, “turning wrenches and getting my hands dirty,” he says.

Following his graduation from Providence Day High School in 1997, Ralph’s father, Peter, gave his son an option: “Go to school for one year in Switzerland, then decide if you want to continue your education in Europe or return to the U.S.” Daetwyler chose to return to the U.S., explaining that, while he loves Switzerland, he’s always considered himself an American. He went to N.C. State University where he earned a bachelor’s degree in business, and then returned once again to Switzerland. For nearly a year he worked for one of MDC’s customers in Germany that made

Solidifying Forces This January marked a momentous alliance for MDC. They announced partnership with Max Rid, a German competitor and owner of the companies Hell Gravure Systems, K. Walter, and Bauer Logistik, uniting their activities in developing, manufacturing, selling and servicing gravure cylinder making equipment.

The partners named the new joint venture Heliograph Holding GmbH, which is now home to the newly founded Daetwyler Graphics as well as the corporations Hell Gravure Systems, K.Walter Service Corporation, Bauer Logistik, Schepers, Daetwyler R&D Dayton and their worldwide sister companies.

Daetwyler explains that for many years Max Rid’s K. Walter Company was MDC’s biggest competitor.

As the major gravure printing companies began to absorb many of the smaller gravure printers, it became evident that “there was no more room for two big players in the prepress equipment sector,” Daetwyler says. “So my father and Max Rid talked it out, and agreed to a joint venture.”

In the U.S., activities and employees involved in sales and service of gravure cylinder-making equipment at Max Daetwyler Corporation remain in Huntersville, but now operate as K. Walter Service Corporation along with another office in Inman, South Carolina.

When MDC announced this venture, it also named Ralph as the new president of K. Walter Service Corporation and Daetwyler USA. Ralph’s

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“We have engineers, machinists and assembly specialists who know high-precision, micron-accuracy but also put massive amounts of thought into how to build something with minimum cost. Bring us a product or an idea and we’ll work with you to get it out the door exactly to your expectations.” ~Ralph Daetwyler President

father Peter now serves as chairman of the board of Daetwyler Industries in Switzerland.

With the gravure industry customers firmly established and MDC’s new merger, Daetwyler knew it was time to diversify, commenting, “Why limit yourself to one thing?”

Looking to expand, Daetwyler wants to apply MDC’s machine making capabilities to other industries and new technologies. Daetwyler is also focusing on “finding niche markets that are not just ‘me too.’”

One venue Daetwyler is exploring is developing prototypes for companies or individuals that have an idea or existing product they want to bring to market. While MDCs’ facilities in Switzerland are designed for mass-producing machines, the Huntersville location, which has its own machine shop, is ideal for building “prototypes.”

“We have engineers, machinists and assembly specialists who know high-precision, micronaccuracy but also put massive amounts of thought into how to build something with minimum cost,” Daetwyler explains. “Bring us a product or an idea and we’ll work with you to get it out the door exactly to your expectations.”

MDC has also installed two Micro Waterjet machines. This technology, which is new to the U.S., is a high-precision device that uses patented Abrasive-Waterjet-Micromachining technology capable of making very fine, detailed parts out of nearly any material, including steel, aluminum, glass and titanium. “The accuracy is unparalleled,” he says.

Daetwyler believes such a device will become increasingly valuable as global industrial manufacturing continues to move toward smaller machines and components. And unlike laser cutting, which can damage materials because of the intense heat; Abrasive-Waterjet-Micromachining can be used on an unlimited range of materials. Daetwyler says that in addition to being the exclusive worldwide seller of the Micro Waterjet, MDC is also using the high-tech machines to court the computer and medical, motorsports and racing, jewelers, and the micromachine industry in general.

An Energizing Future Of all the avenues Daetwyler explores as he maps out the company’s future, he is perhaps

most excited about the company’s venture into the alternative energy field. Daetwyler facilities in Switzerland already manufacture machines for making windmill turbines which harness the energy of the wind as well as equipment that cuts and polishes ingots used for manufacturing solar panels. But now the company is delving into other alternative energy opportunities.

In January, MDC launched Daetwyler Clean Energy LLC. “Clean and renewable energy is way beyond a fad. It’s a living, thriving industry and it’s the right thing for our environment,” Daetwyler says.

Bill Taylor, former national sales manager for MDC and now Daetwyler Clean Energy’s vice-president of global business development, explains that this new corporation provides engineering, manufacturing and assembly services to the alternative energy marketplace.

One of its ventures, Daetwyler Clean Energy, is currently in talks with a California-based solar energy company that is developing solar fields capable of generating electricity at lower prices than other forms of power generation. This company has developed the technology to build mirrors called heliostats that track the sunlight and concentrate its rays on a water-filled receiver atop a tower. The intense heat vaporizes the water and creates steam, which in turn drives an electricitygenerating turbine.

Earlier this year the California solar company entered into an agreement with a large utility company to build 11 solar power plants in the Southwest U.S. and 22 abroad.

According to Taylor, Daetwyler Clean Energy’s role in this new venture would be to coordinate the supply chain to manufacture and assemble the heliostats that control the solar modules.

Daetwyler Clean Energy has already defined a supply chain within the region to help facilitate the order once they’re given the go-ahead.

Taylor says this would mean that Daetwyler would acquire a separate facility to assemble two million parts per year and hire up to 180 additional people—preferably all within the Carolinas.

“It could profoundly impact the local economy,” says Taylor.

While Daetwyler says that printing industry products remain the company’s “bread and butter,”

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

he believes new initiatives like Daetwyler Clean Energy are key to helping grow the company and keeping it competitive in a global marketplace.

“Our goal is to continue to uncover opportunities in the renewable energy market and help other manufacturers in our region who can retool and participate within our robust network of manufacturers.

“I’m young, and I’ve only been president since January, but I’ve always paid attention. This company started with airplanes and went into printing, and now we’re exploring other opportunities.

We have no sentimentality about what we do. As long as we enjoy doing it and it’s successful. That’s what’s important,” Daetwyler smiles. biz Sam Boykin is a Charlotte-based freelance writer.

Max Daetwyler Corp.

(U.S. Headquarters) 13420 Reese Blvd.W. Huntersville, N.C. 28078 Phone: 704-875-1200 Principal: Ralph P. Daetwyler, President Parent Company: Max Daetwyler AG, Switzerland Additional Manufacturing Facilities: MDC Ursenbach, Switzerland; MDC China, Shanghai; MDC Max Daetwyler Eesti AS, Estonia Offices: 14 worldwide Employees: 850 (68 in Huntersville) In Business: 66 years (founded in 1943 in Switzerland; incorporated in N.C. in 1990) Logo: The stripes on three sides symbolize a 3-cylinder radial aircraft engine, a nod to the Daetwyler’s love of planes and the origin of the corporation.

Business: Develops, manufactures and distributes pre-press systems for packaging and illustration rotogravure printing offering consumables from doctor blades to cleaning chemicals; utilizes abrasive waterjet micromachining technology for manufacturing purposes; engaging in new forays involving alternative energies. www.daetwyler.com

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Michael Steinitz President, Southern Mid-Atlantic District Robert Half International Inc.

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by ellison clary

[bizprofile]

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Is the recession a blessing in disguise? A business person looking at the economy as Michael Steinitz does might answer, “Yes.” “It’s actually a good time to look closely at your organization and determine ways to ensure you’re retaining your best people,” says Steinitz, president of the Southern Mid-Atlantic District for Robert Half International. If those top people aren’t happy now, reasons Steinitz, they are likely to leave for another job once the economy improves.

Furthermore, as businesses seek ways to save money, it’s a good time to assess the existing talent pool and be sure the skill sets of employees match current business needs.

Finally, why not take some time to examine the way the business runs? “It’s a great time to maximize your productivity, get rid of inefficiencies and streamline your processes,” says Steinitz.

Backing up his logic, Steinitz has impressive resources. Robert Half International bills itself as the world’s largest specialized staffing company and is a member of Standard & Poor’s S&P 500 Index. A leader in professional services, it also is the parent company of Protiviti, a global consulting and internal audit firm that specializes in risk and advisory services.

Based in Menlo Park, Calif., Robert Half International has more than 400 consulting and staffing locations worldwide. From his 22nd floor office in the Charlotte Plaza building, Steinitz presides over operations in North Carolina, South Carolina and Virginia.

The 30 employees in Charlotte match the Raleigh work force, but Steinitz oversees smaller offices in Greensboro, Chapel Hill, Charleston, Columbia, Greenville-Spartanburg, Richmond and Norfolk.

Steinitz points out that his company operates seven specialized staffing divisions, each serving a distinct market.

There’s Accountemps, Robert Half Finance & Accounting and Robert Half Management Resources for temporary, full-time and seniorlevel project professionals, respectively. They serve the accounting and finance fields.

Then there’s OfficeTeam for highly skilled temporary office and administrative personnel. Robert Half Technology places information technology professionals on both a contract and full-time basis. Robert Half Legal is a source for project and full-time staffing of attorneys, paralegals and legal support personnel. Finally, there’s The Creative Group for creative, advertising, marketing and Web design professionals, both freelance and full-time.

Number One Provider

“We’re the largest specialized recruitment firm,” Steinitz boasts. “We have multiple !

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specialized divisions catering to specific industries or specific focus areas. There are some national competitors, but none that have the footprint we do.”

Steinitz, who grew up in Washington, D.C., was a Phi Beta Kappa scholar in history at the University of Wisconsin. After three years in sales and service, he joined Robert Half International in 1996. He worked his way up from division director to branch manager to regional vice president to senior vice president, toiling in New York and then Massachusetts.

As senior regional manager in Metro Boston, he hiked revenue by 35 percent. He came to Charlotte in October 2007.

“The company has grown so much, and it has allowed me to grow with it,” Steinitz says.

“For anyone who works hard and likes what they do, there are tremendous opportunities with Robert Half.”

Steinitz easily lists what he likes about his job: “It’s an industry that’s growing rapidly, and most likely will continue to grow with the baby boomer generation coming up on retirement.

We serve high-demand fields, accounting and finance and technology. And being able to help people get jobs is certainly rewarding.

We really strive to develop mutually beneficial relationships with clients in an effort to help them find talent. The relationships make it a gratifying thing.”

When he arrived in Charlotte with his wife and two children, Steinitz found a familyfriendly city with pleasant weather, a relatively low cost of living and far fewer traffic woes. He also discovered an area that continues to grow.

The region’s volume of financial services companies stands out, and many are doing well in mortgage-related pursuits. But Steinitz says other areas also are strong, including health care and education.

“In Charlotte, really there’s not an industry

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until 1986, when its current management team reacquired the offices, added new locations and started new divisions. All the firm’s offices are now company-owned and operated.

Effects of Recession

“No one has a deeper candidate pool than we do. No one spends more money on advertising than we do. No one has the footprint in the marketplace that we do.

We’ve been around for 60 years.

We’re the number one provider in our space.” ~Michael Steinitz President, Southern Mid-Atlantic District

we don’t service,” Steinitz adds. “Every company has accounting and finance folks, so we cover every industry.”

The company serves both businesses and individuals. “Within the accounting and finance space, we cover all areas up to chief financial officer,” Steinitz says. “Many of our best clients, at times, have been people we’ve placed. So it comes full circle.”

Though a global giant, Robert Half International can and will serve the smallest businesses, Steinitz says. “It could be a shop on the corner looking for a bookkeeper,” he says.

“We’ll help them out.”

But why wouldn’t a smaller firm be better served by a similarsized staffing company?

“No one has a deeper candidate pool than we do,” Steinitz quickly answers.

“No one spends more money on advertising than we do.

No one has the footprint in the marketplace that we do.

We’ve been around for 60 years. We’re the number one provider in our space.”

Founded in 1948, the company operated through franchises

Like most entities, Robert Half International has not escaped the recession. For 2008, the company reported net income of $250.2 million, compared to $296.2 million for 2007. For first quarter 2009, net income was $8.8 million, down from $70.8 million for first quarter 2008.

Harold M. Messmer Jr., chairman and chief executive, says labor markets in the United States and around the world were “extremely weak” during the first quarter.

Messmer praises field and corporate management teams for “aggressively managing costs,” and adds the firm has virtually no debt.

“We believe the company is in a good position to grow market share as some of our competitors contract their operations,” Messmer adds.

Steinitz seizes opportunities as companies get leaner. His firm helps as clients churn through layoffs, offering workshops to those being let go, helping them create resumes and hone interview techniques.

“There is a tremendous talent pool that exists right now,” he says. “So companies can say, ‘Do we have the best people? Do we have the greatest bench strength? Do we have people who can move us to the next level?’ As the economy shifts and changes for the better, it’s about ‘Where are we positioned for tomorrow?’ And I think companies can take a really close look at that right now. And they have the advantage of a really good talent pool.”

Steinitz believes he sees signs the economy is improving. Unemployment numbers remain high, but the number of job losses is down dramatically.

So, if you’re out of work, how can you turn yourself into an attractive job candidate? Steinitz starts out generally, then gets more specific.

“Companies want people that have positive attitudes and have skills that can be used in almost a cross-reference scale, not narrowly focused,” he says. “They want people who work hard and people who are able to do more than just one thing. Those people are incredibly valuable.”

It’s fine to be a specialist, he adds, but specialize in more than one area.

Be optimistic, Steinitz admonishes, even though it may be difficult. Understand, he

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says, that even though they may be seeing evidence of economic recovery, businesses are reluctant to hire too soon.

“They’re making sure that every dollar spent is really the wise one,” Steinitz says of employers in general.

“Hiring is certainly the indicator,” he adds. “If companies are hiring, all of a sudden the confidence comes back, the money’s out there and everything goes well from there.”

Generational Attitudes

For employers, being aware of differences in generational attitudes is a big plus.

Younger workers tend to be more focused on their future and how to fund their retirement than are baby boomers.

Those boomers are fast approaching retirement, Steinitz says, and many might have left the work force already were it not for the tough economy.

“There is a tremendous talent pool that exists right now. So companies can say, ‘Do we have the best people? Do we have the greatest bench strength? Do we have people who can move us to the next level?’ As the economy shifts and changes for the better, it’s about ‘Where are we positioned for tomorrow?’” ~Michael Steinitz President, Southern Mid-Atlantic District

Their impending departure is why the U.S. Department of Labor predicts the staffing industry will be a huge growth area.

“This office will expand,” Steinitz says as he gazes at the Charlotte skyline. “As a matter of fact, I can’t recall a time in our company’s

history when we haven’t been expanding.”

What frustrates Steinitz most is that he and his cohorts can’t post a perfect success rate. Sometimes, even with a top job candidate, things just don’t work out.

“So having that person be disappointed in us because we haven’t found them a position can be difficult,” he sighs. “Even though we may have done everything we possibly could have.”

The equivalent can happen with business clients. “We can come up dry looking for the right person,” Steinitz admits. “Every company has not just the technical skills that are necessary but their own idiosyncrasies for what is the proper fit. We’re the best in our business, but no one bats 1,000.”

To get as close to perfect as possible, Steinitz has strict hiring criteria.

“Personality-wise, I’m honest, genuine and hard working,” he says. “I don’t ask people to do anything that I wouldn’t do.

I’m driven, but I care. I look for people that are honest, intelligent, driven, customerservice oriented, people who can move really quickly, but be very detail-oriented.”

He also seeks those with technical skills that match the division in which they will work, rarely hiring anyone straight out of college.

“In our accounting and finance group, the vast majority of those folks are exaccountants, CPAs, etc.,” he explains. “They understand what it’s like to work in that field. They understand what clients are looking for and they can talk to candidates about what they have done and what they have accomplished.”

Steinitz wants those he brings on board to grow and improve their performance as they learn the ropes. Now 39, he says he realizes he is a much different person than the 26-year-old who started with Robert Half in 1996.

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“I needed help along the way,” he says.

“There definitely were individuals who taught me not just Robert Half lessons or lessons about the industry, but business lessons of how to just get through. I’ve matured over the years.”

He’s quick to praise the Robert Half International values and ethics and what he sees as the company’s steadfast adherence to them.

“We’ve lived through 10 recessions as an organization,” he says.

“It’s not about ‘How much money can you possibly make?’” he says. “It’s about doing it the right way.” biz Ellison Clary is a Charlotte-based freelance writer.

Robert Half International Inc. Charlotte Plaza 201 South College St., Ste. 2200 Charlotte, N.C. 28202 Phone: 704-339-0550 Principals: Harold M. Messmer Jr., Chairman and Chief Executive; Michael Steinitz, President, Southern Mid-Atlantic District Headquarters: Menlo Park, Calif.

Founded: 1948; Current management: 1986 NYSE: RHI Offices: More than 400 worldwide Net income: $250.2 million (2008) District: Southern Mid-Atlantic with offices in Charlotte, Raleigh, Greensboro, Chapel Hill, Charleston, Columbia, Greenville-Spartanburg, Richmond, and Norfolk—covering North Carolina, South Carolina and Virginia Employees: 150 (in district) Business: Professional consulting and staffing services and parent company of Protiviti, a global consulting and internal audit firm composed of experts specializing in risk and advisory services. www.rhi.com

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Photo:Wayne Morris

Rick Jackson Vice President and General Manager Greater Media Charlotte, Inc. WBT-AM, WBT-FM, WLNK-FM

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by ellison clary

[bizprofile]

TARGETING

YOUR

AUDIENCE

WBT and WLNK Talk a Good Talk

M

agnetic personalities have keyed the success of venerable Charlotte radio station WBT-AM. They deliver its conservative talk format with the verve necessary to attract and keep listeners who, in turn, patronize advertisers.

These distinctive personalities create programs and fill them with original content that makes WBT-AM, along with simulcaster WBT-FM and sister WLNK-FM, unlike any others, says Rick Jackson, vice president and general manager of Greater Media Charlotte, the entity that presides directly over the stations.

Not only has that ensured the current success of WBT and WLNK, it bodes well for the future in a changing media world, he adds.

“We’re big believers in bigger-than-life personalities,” says Jackson, who took his Charlotte job 17 years ago. “I love what we have right now,” he adds, reeling off locally familiar names such as Al Gardner and Stacey Simms, Keith Larson, Bob and Sheri, Matt and Ramona and John Hancock.

“We hope we have a consistent product that the vast majority of our listeners enjoy,” he smiles.

“And I think we’ve got that.”

Tuning It Up The numbers back him up. When Jackson joined WBT from Denver in 1992,

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the station had lost money—millions—for a decade. In 1993, he turned a $340,000 profit. That grew to $6.8 million in 2007, before the severe economic downturn.

On his arrival, Jackson found a fledgling talk format. WBT had Rush Limbaugh’s program, still relatively new but attracting droves of listeners. Additionally, the station featured John Hancock and the late Henry Boggan hosting Charlotte-based, spoken-word formats.

Jackson, who’d worked his way up in Denver area radio to morning personality and program director at KYGO-AM, nurtured the talk and built on it. Through the years, he added Gardner and Simms on Charlotte’s Morning News, Larson in mid-morning, and most recently, Tara Servatius and Pete Kaliner in afternoons and late night, respectively.

The formula worked so well that he tried it on sister station WLNK-FM, the Link. Bob Lacey and Sheri Lynch have turned their morning drive “Bob & Sheri Show” into a syndicated product heard on 60 stations. Other personalities gradually populated WLNK, but in 2001 it was still playing recorded music during evening drive time, and getting drubbed.

So Jackson found Ramona Holloway and Matt Harris for the Matt & Ramona Show in which they mostly talked through the afternoon commute. It worked. Matt & Ramona have potential sponsors standing in line and they, too, are syndicated. !

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Al Gardener

Stacey Simms

Further, Matt & Ramona imitators have sprung up, some in Charlotte.

Still, Jackson admits he’s not sure what to call the WLNK format. “The truth is,” he chuckles, “we’re kind of alone going in that direction on the FM band. We call it personality adult contemporary. It’s morning shows all day long.”

Does the format have legs? Competitor Bill Schoening doesn’t know.

Schoening is senior vice president and market manager for CBS Radio in Charlotte, where his company operates seven stations. He does think he will know next year, after the “people meter,” a pager-like device that measures listening habits in real time, is introduced in Charlotte.

Schoening has presided over the CBS Charlotte stations since 1994 and is quick to praise Jackson as a solid competitor. “I like working with him and I like competing with him, Schoening says. “We’ve always had a mutual respect for one another.”

If the Matt & Ramona experiment hadn’t worked, Jackson doubts he’d still have his job. But nobody came up with a better idea, either in Charlotte or at Lincoln Financial Media headquarters in Greensboro, the previous owner of WLNK. The ultimate proof of success comes from national radio research firm Miller, Kaplan, Arase & Co. It’s numbers show, Jackson says, that WBT bills more money than any station in Charlotte, and has for six years. WLNK currently ranks third, in a 29- station market.

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Keith Larson

Tara Servatius

Jackson Seeks Older Audience Jackson, 55, and his stations go for an audience that is older than radio usually seeks. Part of the reason is that the median age of a WBT listener when Jackson arrived was 63. Now it’s 49.

But, generally, advertisers go for the 18-to-49 or 25- to-54 segments.

“A lot of older Americans are doing just fine,” Jackson says. “They’re spending money hand over fist. We like to sell just like we program. We don’t care whether you’re a 25-year-old or a 90-yearold, as long as you’re buying.”

It boils down to delivering results for advertisers, he explains. “Our sales people want to find out about your business and create a results-driven campaign that can get qualified buyers in your store.”

A major reason Jackson joined WBT was its storied past. KDKA in Pittsburgh was the nation’s first commercially licensed radio station, but WBT started soon after. It traces its roots to a Charlotte chicken shed. Founders Fred Laxton, Earle Gluck and Fred Bunker had WBT on the air with an “experimental” license by June 1921, beating out WSB of Atlanta as the country’s second station.

An untrue—but popular—tale has it that the WBT call letters stood for “Watch Buick Travel.”

Jackson says that was merely the creation of a colorful car dealer. But such things did happen, he admits, pointing to WLS in Chicago, which actually was short for “World’s Largest Store,” an early claim by Sears.

Long-time executive Charles Crutchfield steered WBT, which still blasts out its signal with 50,000 watts, making it a regional powerhouse that, at night, can be heard from Canada to Cuba.

Crutchfield brought in personalities of his own. He formed the Briarhoppers, a bluegrass band that played on the radio as well as in person.

Some of the

John Hancock

originals continue to perform today. Among his high-profile hires was Grady Cole, a household name around these parts in the mid-20th century.

“There never has been anyone with the kind of influence on the radio in the southeast that was more pronounced than Grady Cole,” Jackson says simply.

Jackson fondly recalls lunches with Crutchfield, before he died. “I wanted to know everything about his ideas on leadership and on Charlotte and WBT, because he was a walking encyclopedia,” Jackson says.

Jackson needed help. Besides the red ink, there was what he calls “chaos in the hallways.”

He felt he had to alter what he saw as a “culture of complacency.”

As he went about changing personnel, Jackson aimed at making the work force as much like family as possible. He’s most proud, he says, that many employees have stayed with the station for years.

Among them are veteran WBT news anchors Jim Barroll and John Stokes. “WBT has a fully staffed newsroom with network quality anchors and our reporters are practiced journalists who know the local newsmakers and fully understand the issues.”

He praises the Chuck Roads traffic service his stations have used for 14 years. AccuWeather has been a popular feature for a quarter century.

Not All Sweetness and Light All hasn’t been sweetness and light, however.

The down side of dealing with big personalities, Jackson admits, is that firings can be messy.

Last fall’s forced divorce from WBT afternoon host Jeff Katz brought a firestorm of criticism. Jackson and program director Bill White took to the airways to talk directly with disgruntled listeners. It didn’t stem the tide of e-mails and letters.

Still, Jackson is sure that personalities who create their own unique content are worth occasional personnel headaches. It has to do with his vision of radio’s future, which he believes will rely

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Bob Lacey

Sheri Lynch

Candy & Potter

“button-down” to harmo“I would much rather be in our position where nize with corporate ownership. Now he’s happy we own the product. You still have to come to with “fleet-footed” family me to get it. I’m in control of the content and I ownership and is relieved can still figure out a business template that can that his stations aren’t subject to the whims of make money for us.” shareholders. That allows a longer financial view in ~Rick Jackson Vice President and General Manager this recessionary time.

He’s not too concerned about rumors the Obama heavily on delivering high-quality digital audio Administration might entertain a new version of to myriad devices, possibly even to coffee cups the Fairness Doctrine, under which the Federal or toasters.

Communications Commission required broad“If you’re a radio station delivering U2 or casters to present controversial issues with a Garth Brooks, I think there’s trouble looming balance of views. The doctrine’s 1987 demise led ahead,” he says. “You don’t own those products. to the rise of Limbaugh and other conservative That’s dangerous. talkers who flocked to the AM band.

“I would much rather be in our position A Fairness Doctrine revival is a long shot, where we own the product,” he continues. “You Jackson believes, because people realize it didn’t still have to come to me to get it. I’m in control work. “It was very hard to regulate,” he says. of the content and I can still figure out a business He does see a future for National Public Radio. template that can make money for us.”

“They have a great product,” he says, but adds: “I Yet Jackson produces his own syndicated dislike the fact that we support them with our tax music program, the weekly “Rick Jackson’s Coundollars. They should be out there competing just try Hall of Fame,” heard on 160 stations across as we do.” the country. With wife Gina’s help, he puts it He continues his praise with another caveat: together in his Weddington home studio.

“National Public Radio (NPR) and public tele“It gives me a fair amount of independence,” vision are great products. And they should be. he says. “I don’t have to work. I can make a good They have hundreds of millions of dollars in living just hosting that show.” operating funds. My annual budget is less than Jackson has survived significant ownership $12 million. More and more,” he adds, “you’re upheaval. Longtime parent Jefferson Pilot Finangoing to see the divide between AM radio stacial merged with Lincoln Financial Group in tions like WBT and NPR. NPR has clearly 2006. Two years later, Greater Media, Inc. bought evolved into a liberal network voice.”

WBT and WLNK. Jackson reports to Peter Jackson likes to think of himself as a natural Smyth, chairman and chief executive, based in leader who brought harmony and profitabilBraintree, Massachusetts. ity back to his sister radio stations. He gets an Though WBT and WLNK still share a buildendorsement from H.A. Thompson, who worked ing with WBTV, longtime sibling Channel 3 now at WBT from 1971 through 1991. A veteran midhas a separate owner in Raycom Sports. day host, he overlapped a bit with Jackson.

“The biggest difference for me, personally, has “Everything changes,” says Thompson, been getting used to the quirky nature of a private now president of Rose Chauffeured Transporcompany,” says Jackson, admitting he’d become tation, Ltd., a company he created. “Rick took

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

Matt Harris

Ramona Holloway

it where it needed to go.”

Jackson professes to enjoy Charlotte and hopes he’ll finish his career here. “It’s my home and I love it.”

Besides the work force he’s crafted, he’s most proud of creating the WBT Hall of Fame. Its inaugural member was Crutchfield. Other inductees since its 1997 inception have been Gluck, Cole, the Briarhoppers, Loonis McGlohon and Arthur Smith.

He thinks the Hall of Fame will be his most enduring legacy.

His current challenge—along with his talented crew—is to shape shows to fit audience preferences. He acknowledges that can be tricky.

But for now, he reiterates that he’s happy.

“When you get it right, there’s nothing else like it,” he grins. biz Ellison Clary is a Charlotte-based freelance writer.

Greater Media Charlotte, Inc.

WBT-AM,WBT-FM,WLNK-FM One Julian Price Place Charlotte, N.C. 28208 Phone: 704-374-3954 Principal: Rick Jackson,Vice President and General Manager Employees: 66 full-time; about 60 part-time and contract Parent Company: Greater Media, Inc., Braintree, Mass., is the parent company of 23 AM and FM radio stations in Boston, Charlotte, Detroit, Philadelphia and New Jersey; a group of weekly newspapers in central New Jersey; and several telecommunications towers throughout the United States.

Business: Operation of AM and FM radio stations;WBT was the second commercial radio station licensed in the U.S. in 1922. www.greatermedia.com www.wbt.com www.1079thelink.com

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(l to r) Tom Dressler Internet Marketing Director Eric Dudley Founder and President Kyle Bumgardner Director of Business Development WebsiteBiz Incorporated

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Unlike traditional media, online marketing affords companies a measurable way to target prospects and position themselves to attract those looking for the products and services they have to offer.

To achieve these results, WebsiteBiz offers a full spectrum of integrated online services which can be customized to meet a client’s specific objectives. But before any online campaign can be launched, they must understand the company’s goals, objectives and vision.

The first point of contact is Kyle Bumgardner, director of business development, who fields inquiries from potential clients, many of whom are looking to grow sales, generate leads, or increase market share.

“The companies that come to us are usually searching for growth strategies,” Bumgardner explains. “The first part of the process is education; they are educating us about their business challenges, and we are educating them about applicable solutions, which can differ greatly from what they initially think they need.”

Dudley elaborates: “It is our job to help identify their measurable goals and then create a marketing strategy to help accomplish them.” !

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hen The Biltmore Company needed to realign their overall marketing strategy to reflect changing consumer behavior and industry trends that support increased focus online, they called on Charlotte-based WebsiteBiz. The objective was to increase visitation, both to their site and to the Biltmore Estate, boost online ticket sales, and improve marketing return on investment for each of Biltmore’s lines of business.

WebsiteBiz created an online marketing strategy that included search engine marketing, e-mail marketing, display media, and Web analytics capabilities. The goal was to help drive results across key performance indicators including total brand awareness, site visitors, e-mail subscriptions, and online ticket purchases.

As a result of their campaign, WebsiteBiz President Eric Dudley proudly says online ticket sales increased by over 300 percent, with a 22 percent lift in conversions as a result of integrating online marketing tactics.

[bizprofile]

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other marketing channels.

This is achieved by a three-pronged strategy: organic search (or search engine optimization), paid search marketing (or pay-per-click search), and paid inclusion, which distributes comprehensive product data feeds to multiple search engines, directories and comparison shopping engines.

These services allow companies to ensure their Web site and brand remains visible to potential customers when they are searching for information through leading search engines like Google and Yahoo!

Continuing with a client, Dudley poses the following questions: Do you want to build stronger relationships with your customers, partners and prospects? And could you benefit

Performance Analytics

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Web Effectiveness

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Before a client is engaged, WebsiteBiz conducts an evaluation and opportunity analysis, which they use to determine if the client has a business case for their services.

“If we can’t make a significant impact, we disengage from the evaluation process,” Bumgardner says. “We look for companies where we can foster a long-term relationship.”

As Dudley and Bumgardner begin discussing their capabilities, they start with search engine marketing. “Everyone wants to know how to be No. 1 on Google,” Bumgardner jokes.

Search engine marketing helps companies that are trying to attract more targeted visitors to their Web sites and those working to acquire more customers at a cost less than

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from having insight into your e-mail marketing performance?

If the answer is yes, he suggests taking advantage of opt-in e-mail marketing, which can help attract, build and retain profitable customers through permission-based e-mail marketing.

These campaigns create one-to-one communication with the audience, while delivering the message to a highly-targeted audience, and often cost a fraction of other forms of direct marketing.

To expand awareness of an online campaign, WebsiteBiz offers targeted online display media to its clients which may include targeted banner and rich media advertising on portals, blogs or news sites.

Once a strategy and plan is outlined, the focus

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becomes the execution, management and reporting of performance and return on investment.

Studying and measuring Web site effectiveness is another strength of Dudley and his team.

They analyze how visitors navigate a Web site and apply changes to messaging, offers, design and layout to improve conversion rates and provide a better experience for visitors. The result is an increase in the number of visitors who convert into qualified leads and new customers.

“

ground level and afforded us some autonomy.”

WebsiteBiz started as a Web site design firm, serving the needs of small- and medium-sized businesses, and although they held this business model for nearly five years, in 2002 Dudley saw an opportunity to innovate their business to focus to online marketing strategies.

Bumgardner had joined Dudley and helped refocus the firm to reflect their new offerings. Of his decision to join WebsiteBiz, he says it was Dudley’s “analytic focus” that intrigued him most about the opportunity.

After earning a B.A. in economics from Furman University in Greenville, S.C., Bumgardner

got into Internet consulting with iXL, and later Osprey, where he built a solid reputation for developing new business and managing strategic accounts in the software industry.

Corresponding to the shift in services, there was a shift in clients more to middle-market and Fortune 1000 companies. Bumgardner stresses that more important than size, they are looking for companies where they can build long-term and sustainable relationships.

“We encourage all of our clients to take an integrated approach to their marketing efforts.

The Internet is not the be-all and end-all,” Bumgardner explains. “We believe to have !

“The companies that come to us are usually searching for growth strategies. The first part of the process is education; they are educating us on their needs, and we are educating them on what they need, which can differ greatly from what they initially think they need.” ~Kyle Bumgardner Director of Business Development

“Another advantage to online marketing is that we have the ability to test many options in a short period of time to determine the most effective tactics that will deliver sustainable results,” comments Bumgardner.

Performance analytics is a foundational focus for the company, in which they partner with companies such as Google Analytics, Omniture, and WebTrends, allowing them to help their clients measure results and analyze campaign data from their Web sites at a detailed level. These solutions can then be used to demonstrate how their campaigns impact the client’s bottom line, which is increasingly important to marketing executives and CEOs.

»Creating Synergy Today it is nearly impossible to find a company that isn’t using the Internet in their marketing efforts in one way or another, but that wasn’t the case in 1997 when Dudley started the company.

Dudley came to Charlotte in 1992 from Philadelphia as a business analyst with First Union.

The economics major spent five years in the Card Products and Home Equity divisions before deciding to pursue his own business interests.

“The Internet was still in its infancy,” he remembers. “This allowed us to get in on the

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

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a truly successful campaign, you must combine your online efforts with other traditional platforms.�

Dudley adds that it is important to evaluate and understand the differences in marketing media, because, for example, what works in print and what works online can vary greatly.

After WebsiteBiz engages a new client, their team begins strategy development, led by Tom Dressler, the Internet marketing director, who is responsible for account performance and directing his team of campaign managers.

Dressler, a Pittsburgh native with a degree from the University of Pittsburgh, uses his

Clients partner with WebsiteBiz to develop and implement Internet marketing strategies that include competitive analysis, target audience research, keyword phrase selection, site usability, search engine optimization and paid placement.

extensive design experience to bring aesthetic and tactical strength to drive the WebsiteBiz team’s creative concepts into functional, professional and targeted solutions.

Of the management trio, Dudley says, “We complement each other in our unique roles and perspectives, while sharing a common vision.�

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“Although everyone appreciates the significant role the Internet plays in today’s business market, it still poses certain challenges when trying to engage a new client,� comments Bumgardner.

The more common hurdles include educating the marketers and “cutting through the noise.� Gaining executive buy-in can also be a struggle, but this is where their focus on having a business case pays off. They strive to lay out a plan that is both easy to understand and is a “no brainer� decision. “There are always going to be certain challenges, but we work hard to overcome these and rely a lot on our talented team and competent partners,� Dudley says. “We’ve built our processes around best practices and this has paid off for us when we can present an opportunity to a client that aligns with their goals and objectives.� “We are able to say with confidence that we are offering the right results at the right investment level,� adds Bumgardner.

It appears their business model is working, as the firm continues to grow. In November, they moved into their new offices in Dilworth, a 5,000-square-foot office building they purchased and completely renovated.

They also continue to gain attention, both locally and nationally. They were awarded the No. 52 spot on Inc. magazine’s list of fastest growing private advertising and marketing companies and No. 688 on the list of fastest growing private companies nationally for 2008. Satisfied Clients But more than rankings, it is their satisfied clients that tell the real story behind the WebsiteBiz team’s success.

Charlotte’s Source Technologies came to WebsiteBiz looking to increase requests for information from target prospects online and build brand awareness for their core products and solutions.

They partnered with WebsiteBiz to develop and implement an Internet marketing strategy that included competitive analysis, target audience research, keyword phrase selection, site usability, search engine optimization and paid placement.

Dudley discusses the campaign results, which included 100 percent increase in page rankings for targeted keyword phrases, 45 firstpage results on Google, Yahoo! and MSN, and

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improved site usability and conversions which produced significant growth in their sales pipeline.

A similar success story comes from Alison Lee, Muzak’s marketing and sales integration manager, who approached Dudley and his team in early 2009 looking to gain a fresh perspective on Web marketing.

“It was really important to us that our Web partner understand both the design and strategy sides of Web development, and that they come to the table with the expertise to help us align our

When considering an Internet marketing campaign, you should ask yourself 5 key questions: 1. What is your campaign objective and goal?

2. What are your success metrics and key performance indicators (KPIs)?

3. What technology platform will you use to measure success?

4. How does Internet marketing fit into your overall media mix?

5. How will Internet marketing integrate with your off-line marketing initiatives?

• Copiers for all size businesses • Charlotte-centric; locally owned and operated • Not a mega brand, but a mega specialist • Not just one brand of equipment; tailors equipment to your needs • Local corporate office here in Charlotte, not in Japan • Treats customers individually; not one-size-fits-all • Able to accommodate special needs and requests • Knows you personally; not by equipment number

Web marketing strategy with our overall business goals,” explains Lee. WebsiteBiz provides Muzak with expertise on key performance indicators: awareness, interest, evaluation, and commitment.

And in terms of results, Lee says they are beginning to see these plans taking off and describes what she sees as a personalized approach: “They are not a one-size-fits-all company,” affirms Lee. The track record of success continues with Ashley Furniture HomeStores in the Carolinas, who has worked with WebsiteBiz since April 2008.

“We were looking for a premier search engine optimization marketing firm, and we believe we’ve found that in WebsiteBiz,” comments coowner Charlie Malouf.

They look to WebsiteBiz to manage their search engine advertising campaigns, which work primarily with Google AdWords.

“While most of our ad budgets have been cut over the past 12 months, our online marketing budget has dramatically risen in the face of these challenging economic times,” Malouf explains. “We’ve increased our search engine advertising budget because WebsiteBiz has worked to achieve a positive ROI for us in this media. They helped us hit aggressive goals and objectives.”

And when it comes to the manner in which they delivered these results, Malouf isn’t short on praise.

“Their service is built on the principle of working to make their clients successful with carefully selected, proven methods,” he comments. “They understand that we must be as judicious as possible with every advertising dollar and ensure that we’re driving profitable returns on our invested dollars.”

With a growing list of success stories from

V

ision Office Systems offers a full line of state-of-the-art business machines for today’s hi-tech office. High speed and network ready machines help you keep ahead of the curve. Explore! Then contact us so we put the latest technology to work for you.

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In the Greater Charlotte Region

both national and Charlotte-based Fortune 1000 companies, WebsiteBiz has created a successful business model that allows companies of all sizes grow their business online. biz Janet Kropinak is a Charlotte-based freelance writer.

WebsiteBiz Incorporated 1713 Cleveland Avenue Charlotte, N.C. 28203 Phone: 704-338-1794; 888-901-7434 Principals: Eric Dudley, Founder and President; Kyle Bumgardner, Director of Business Development; Tom Dressler, Internet Marketing Director Founded: 1997 Employees: 13 Awards and recognition: 52nd fastest growing private advertising and marketing company and 688th fastest growing private company nationally by Inc. magazine (2008) Representative Clients: Ashley Furniture, Muzak, The Biltmore Company, Charlotte Bobcats, Peak 10, Source Technologies,Visit Charlotte, Charlotte Dentistry, Scansource Partners: Google,Yahoo!, MSN, ExactTarget, Omniture, Key Metric, Peak 10 Business: Interactive marketing agency offering online marketing capabilities to middle-market and Fortune 1000 clients. Core competencies include developing resultsdriven Internet marketing strategies, search engine optimization, paid search marketing, online media buying, permission-based e-mail marketing, social media marketing, Web effectiveness, and Web analytics. www.websitebiz.com

Pro 906EX/ PRO 1106EX/PRO 1356EX Digital Imaging System

9301-D Forsyth Park Drive Charlotte, NC • 28273 (704) 583-7393 | fax (704) 583-7394 www.visionofficesystems.com

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The Savin Pro C900s Color Production System offers multiple configuration options to align with specific customer needs.

Fred R. Habbal Founder and President Vision Office Systems, Inc.

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by janet kropinak

[bizprofile]

While their office equipment may duplicate, Vision Office Systems is definitely...

KIND

ONE

of a

IN CHARLOTTE

T

he economic downturn has forced many local businesses to close or consolidate with other entities. At the same time, corporate giants and foreign manufacturers have increasingly taken over independent retailers. Despite the immediate effects of reducing product and service offerings, the more permanent effect on the fabric of a community has a very negative monetary impact.

According to the U.S. Department of Labor, for every $100 spent in local independent businesses, $68 of it returns to the community through taxes, payroll, and other expenditures. By contrast, for every C-note spent in a national chain, only $43 stays in the community.

The key to survival in these tough times, most experts agree, is growing a business strong and smart. And that’s just what Vision Office Systems has done. As one of Charlotte’s strongest independent, locally owned and operated office equipment dealers and suppliers, it has bucked the consolidation trend so apparent in the office equipment industry. With an award-winning product line and factory-certified technicians, they have built a strong track record and are doing their part to fuel the community’s continued growth.

Creating an Original Founder and president of Vision Office Systems Fred Habbal began as a salesman with White Business Machines back when they were selling copy machines, not the sophisticated “multifunction devices” we are accustomed to today.

He recalls the experience as a positive one and credits it with giving him his “training wheels.”

“I found the idea of having my own territory so exciting,” Habbal remembers. “It was not only

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

financially rewarding, there was also a sense of accomplishment, for me, that came from driving through the area and pointing out the different accounts I had acquired.”

After a successful run as a sales rep, Habbal was promoted to branch manager. Some years later, in 1987, another opportunity presented itself for Habbal to become one of the original founders of Charlotte Copy Data (which has since been purchased

by Sharp). There he learned the ropes of running a business and in 1997 branched out again, this time on his own, creating Vision Office Systems.

“I wanted to do things my way,” he says of the decision. “My plan was to get the best people and build a company around strong service, and I believe are succeeding in doing just that.”

Habbal looked for quality and experience when assembling his team, which today has grown to 30.

“Our name and our reputation are on the line every time we interface with a customer, and we take that very seriously,” he says. “I look for people who are honest, acquit themselves well, and are sincere !

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and customer-focused.”

“And a large part of being customer-focused is being a good listener,” he continues.

“Our job boils down to listening to what the customer needs and matching those needs with the right machine and the right service plan—at the right price.”

These solutions come from the findings of an assessment, which allows the Vision Office Systems logo exemplifies their mantra, “Seeing Your Office Needs Clearly.” Their showroom Vision Office Systems team offers demos of their many component systems. an opportunity to learn and understand how document handling systems directly affect everyday work with regard to time, maintenance and cost.

“Our goal is to keep the customer well-informed and meet their personal document needs, while offering them cost savings and dedicated service,” comments Habbal.

Assessments are also used with existing customers as a way to offer continued savings.

“Savin’s technology is so user-friendly that it allows our clients to stay focused on their business—not on office technology. Each advancement they make allows us to solve another problem, or help make life a little simpler for our customers, and that is really exciting.” ~Fred Habbal Founder and President

“The value for a company to have a document assessment is $3,000 to $7,000,” he touts. “We believe so highly in our methodology that we are able to offer the assessment at no cost to our clients to show them how to make their office more efficient given the everyday costs associated with printing. The guaranteed result will be a cost savings of 10 to 30 percent per month.”

The Savin Advantage Without hesitation, Habbal describes his decision to become a Savin dealer in a phrase, “quality and technology.” Today, Vision

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Office Systems is the exclusive Savin dealer in the greater Charlotte region.

Savin offers a broad range of products, from compact systems that support printing, copying, scanning and faxing right from your desktop to digital color systems that boost communications quality and increase productivity.

“The support we get from Savin has been terrific,” boasts Habbal. “They do a great job supporting us, which in turn allows us to do a great job of supporting our customers.”

Savin’s @Remote technology, which automatically monitors monthly meter reads, toner levels, and notifies Vision Office System of any service problems, is among the advantages listed by Habbal.

He also posits Savin’s dedication to the environment as another draw, noting the numerous Environmental Sustainability Awards the company has earned.

“As a manufacturer, they really stand behind their product,” he says. “We’ve never had a problem replacing faulty equipment or getting assistance with diagnosing a problem.”

As technology continues to evolve,

Habbal trusts that Savin will remain at the top of the industry, crediting their commitment to research and development.

“Savin’s technology is so user-friendly that it allows our clients to stay focused on their business—not on office technology,” he adds.

“Each advancement they make allows us to solve another problem, or help make life a little simpler for our customers, and that is really exciting.”

But the flip side to the constantly evolving technology is the need it brings to stay on top of training and certification. Habbal proudly boasts that each of his service technicians are factory certified in each system they carry.

“The training never ends,” he asserts.

“The training is essential because people are looking to us to be experts—so it is our responsibility to be experts and have the answers they are looking for.”

In addition to carrying a five-year performance guarantee on all their products, Vision Office Systems has a liberal trade-in policy, whereby any office equipment purchased can be upgraded for 100 percent of the purchase price in the first year, 75 percent in the second year and 50 percent in the third year.

In terms of the “next big thing” or the next wave in the industry, Habbal says he is seeing a shift away from black and white machines.

“With the price of color machines on a steady decline, we are on our way to eliminating black and white machines altogether,” he explains.

And he supports the shift. “It is a win-win for everyone. The customer is getting a better product at a better price, there are fewer models our technicians need training on, and the manufacturers are creating fewer models.”

In addition to the systems themselves, Vision Office Systems carries over 80 brands of OEM printer supplies, creating a one-stop shop for their customers. They also offer full-service printing to their customers, an added service that has helped sustain business during slow periods. Printing services include forms, letterhead, invoices, business cards, and envelopes.

Not a Duplicate When asked what makes them different from their competitors, Habbal gets

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comfortable in his chair and starts with the obvious.

“We are an independent dealer, which in this line of work, is becoming less and less common,” he explains.

He notes a growing trend in the industry where many independent retailers are being bought up by manufacturers. One main difference between Vision Office Systems and these large manufacturers is their personalized approach.

“Our position allows us more freedom to be accommodating to the needs of our customers,” Habbal notes. “Decisions impacting our business and our customers are being made right here in Charlotte—not over in Japan!”

Habbal says that as he travels through their territory, which covers 13 counties in North and South Carolina, and shares their story and what they are about with other businesses, people respond to it.

“People like knowing they are buying local—keeping money and people employed in their own community,” he asserts. “And in this global marketplace, supporting local business is more important than ever.”

“People like knowing they are buying local—keeping money and people employed in their own community. And in this global marketplace, supporting local business is more important than ever.” ~Fred Habbal Founder and President

want to hear that too.”

When a customer does call with a service problem, they are responded to within four hours or less by a technician, and if it turns out not an easy fix, loaner equipment can be provided at no cost to the client.

Habbal says he is fortunate for the versatility offered by his industry given the state of the economy, noting their broad range of clients has allowed them to remain steady.

Looking ahead, Habbal sees an exciting and promising future with tremendous opportunity. “I wouldn’t pick any other place to be doing business than Charlotte. We are so fortunate to live in this community,” he boasts.

“Being a locally owned and operated business ourselves, we like that Vision Office Systems is also local,” comments Ashley Furniture HomeStores’ Forrest Stewart, who has been a customer for four years. “It is important for us to trust those with whom we have partnerships, and we certainly feel that way about Vision Office Systems.”

And to those that trust in the Vision Office Systems team, they promise first-class support back, which Habbal says, starts with being accessible.

“We don’t have voicemail,” he says frankly. “I don’t believe in it. We are in the service industry so I don’t want anything that comes between my team and our customers. If a customer has a complaint, I want to hear about it. And when a customer wants to thank us, I

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

“There is truly no other place like it.”

When asked of his proudest accomplishment over the years, Habbal points to the team he has assembled to help him realize his vision— many of whom have been with the company since the beginning.

“We all know that your customers are your most important asset, right along with your employees,” he says sincerely. “I depend on these people and they work hard for me and the many families this business is supporting.

Everyone is working together for the benefit of the company, making us all responsible for its success.”

Adding to his pride is his newest sales rep, who happens to be his son recently graduated from Western Carolina University. “I was so excited when he asked to join the business. I look forward to his help in carrying forward our legacy.”

“We are so proud to be a local business in the Charlotte community,” Habbal says. “And our commitment to our community and our customers remains our top priority.”

Local businesses continue to play a vital role in our community and complete our community fabric in a way that large chains or foreign-bases entities simply can’t. Although he’s in the duplicating business, Habbal likes to think of his business as being one of a kind…and he’d like those in need of upgrading or replacing their multifunction machines to keep their business here in Charlotte! biz Janet Kropinak is a Charlotte-based freelance writer.

Vision Office Systems, Inc. 9301-D Forsyth Park Drive Charlotte, N.C. 28273 Phone: 704-583-7393 Principal: Fred R. Habbal, Founder and President Founded: 1997 (combined business experience of over 150 years) Employees: 30 Awards: Best of Charlotte 2008, 2009 (Copiers) Business: An employee-owned local retailer and servicer (factory-certified technicians) representing the awardwinning Savin line of copiers, faxes, and office and large format printers. www.visionofficesystems.com

The Savin C5050

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[employersbiz]

Legislative and Regulatory Highlights for Area Employers

UNEMPLOYMENT

Compensation Claims: Appeals Referee Key

A

As employers downsize their staff in this economic upheaval, they are increasingly concerned about unemployment claims; every unemployment claim allowed raises the employer’s required unemployment insurance contribution.

If a former employee of yours files an unemployment claim, the first step is for an adjudicator to decide whether he is disqualified from receiving benefits because of misconduct or substantial fault on his part. If he is ruled eligible and you disagree, you can appeal, and a hearing will be held before an appeals referee.

The appeals hearing usually is the key event in the claim because the appeals referee will use whatever testimony is presented to decide the facts and make the decision. The referee’s findings of fact will be the touchstone for any future appeals.

A recent case arising in Charlotte (Riraggust Dunham v.

K&S Sanitation, Inc., Mecklenburg County No. 06 CVS 12413) illustrates how difficult it can be to reserve an appeals referee’s determination if you think he got it wrong. In that instance, the employee had received several warning letters regarding his work, had been informed that his performance was low and was suspended and terminated.

The employee filed a claim for unemployment insurance benefits, and the adjudicator ruled in his favor. The company appealed, and the appeals referee decided that the employee was discharged from his job “because he allegedly displayed a poor attitude after an episode of alleged poor performance” but that he was not disqualified from receiving benefits.

The company appealed that decision to the Employment Security Commission, which affirmed it. The company then appealed to the Mecklenburg County Superior Court. The superior court also affirmed the decision. The company then took the process one step further by appealing to the North Carolina Court of Appeals. Here were some of the deciding principles: A former employee can be disqualified from receiving benefits it he was discharged for misconduct or substantial fault connected with his work. Misconduct connected with work is conduct showing willful disregard of an employer’s interests, such as deliberate violations or disregarding standards of behavior the employer has the right to expect of employees. Substantial fault connected with work includes acts by the employee over which he exercised reasonable control and that violated reasonable requirements of the job. Substantial fault does not include: 1. minor infractions of rules unless they were repeated after the employee received a warning, 2. inadvertent mistakes by the employee, or 3. failure to perform work because of insufficient skill, ability, or equipment.

There is a presumption that the former employee is entitled to benefits, and

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the employer bears the burden of proving that he should be disqualified. Once the appeals referee makes his findings of fact, those findings are deemed conclusive so long as there is evidence in the record to support them.

In this case, the appeals referee was presented with conflicting evidence.

The appeals referee favored the employee’s version of the events. With those findings of fact, the only question for the court of appeals was whether any of the testimony supported the findings. The court found that the employee’s testimony was enough to support the findings of fact. Therefore, he was entitled to unemployment benefits.

What this case means for you is that, if you’re going to appeal an adjudicator’s finding that an employee is entitled to unemployment benefits, the hearing in front of the appeals referee is the key event. You should be prepared to present live testimony from supervisors who made the decisions and other individuals with knowledge regarding the facts that resulted in the termination. All supporting documentation should be provided to the appeals referee as well.

(Womble Carlyle Sandridge & Rice, PLLC)

IRS announces 2010 HSA limits The IRS issued guidance on the maximum contribution levels for health savings accounts (HSAs) and out-of-pocket spending limits for high deductible health plans (HDHPs) that must be used in conjunction with HSAs. These amounts have been indexed for cost-of-living adjustments for 2010.

Annual contribution levels. For 2010, the maximum annual HSA contribution for an eligible individual with self-only coverage is $3,050. For family coverage the maximum annual HSA contribution is $6,150.

Out-of-pocket spending. The maximum annual out-of-pocket

amount for HDHP self-coverage increases to $5,950 and the maximum annual out-of-pocket amount for HDHP family coverage is twice that, $11,900.

Minimum deductible amounts.

For 2010, the minimum deductible for an HDHP increases to $1,200 for self-only coverage and $2,400 for family coverage.

The Employers Association provides comprehensive human resources and training services to a membership of over 865 companies in the greater Charlotte region.

For more information, please call Laura Hampton at 704-522-8011 or visit www. employersassoc.com.

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[biznetwork] Thank you to our advertisers who make this publication and its distribution to over 100,000 readers possible! Enjoy their products and services as Charlotte’s leading business-to-business suppliers.

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Ameritrust Mortgage ameritrust.com

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ATCOM atcombts.com

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Avantcare,Inc. avantcareinc.com

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Ballantyne Center for Dentistry ballantynedentalspa.com

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Bank of Granite bankofgranite.com

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Basicsplus basicsplus.net

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Blair, Bohlé & Whitsitt bbwpllc.com

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Business Success Institute business-success-institute.com

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CC Communications cccommunications.com

03

Central Piedmont Community College cpcc.edu

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Daniel, Ratliff & Company danielratliff.com

BC

Diamonds Direct diamondsdirectsouthpark.com

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Employers Association employersassoc.com

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FieldStone Networking Services fieldstonenetworking.com

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Hickory Printing hickoryprinting.com

IBC

High South Realty highsouthrealty.com

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Hood Hargett Breakfast Club hoodhargettbreakfastclub.com

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Knauff Insurance knauffins.com

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Larner’s Office Furniture Outlet larnersoffice.com

05

Queens University-McColl School of Business mccoll.queens.edu

40

Tech Care Team techcareteam.com

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TelWare Corporation telware.com

30

The UPS Store theupsstore.com

01

Time Warner Cable - Business Class carolinas.twcbc.com

IFC

UNC Charlotte Belk College belkcollege.uncc.edu

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Vision Office Systems visionofficesystems.com

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Wayne Morris Photography wmphoto.biz

O

Executive Looks. Exceptional Prices.

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Larner’s always has the best advice, and finds the best combination of used and new pieces to keep us up to date. Our goal at In the Public Interest is to create a comfortable place for good counsel, and the partnership we have with Larner’s has truly helped us achieve that!

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~ CECILY DURRETT, PRESIDENT & FOUNDER IN THE PUBLIC INTEREST

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[ontop] Advertising & Media Crown Communications has been honored with a 2009 Communicator Award of Distinction

ONE COMPANY • ONE CALL

from the International Academy of the Visual Arts.

David Coburn and Ken Gepfert, senior public relations counselors and strategists, have been promoted to senior vice president / public relations at Luquire George Andrews (LGA).

David Coburn

Bright Yellow Jacket has added Kimberly Diedrich to the design team for a summer internship and reinstated Mike Rogers.

Ken Gepfert

Business & Professional

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DATA NETWORK EQUIPMENT

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Association as the 2009 recipient of

VoIP Routers/Network Switches/Wireless

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Mark R. Bernstein has been

the H. Brent McKnight Renaissance Lawyer Award.

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Mark Bernstein

A newsletter created by Smith Moore Leatherwood LLP has earned a second-place finish in the annual Legal Marketing Association Your Honor Awards.

Ballantyne Rotary Club has named Patrick McCoy 2008-2009 Distinguished Rotarian of the Year.

Initiative for a Competitive Inner City has named Park Inc. No. 59 on the 2009 Inner City 100 list of the fastest growing inner-city companies in America.

Parker Poe’s William L. Esser IV has been recognized by the Charlotte Business Journal among

Know, Then Decide.

go to bat for our We customers, staying on top of the best rates and options until closing.

the 40 Under 40 Leadership Awards for 2009.

Allison Osman has been promoted to marketing director with Motivations, Inc.

Ameritrust is a nationally recognized residential and commercial mortgage company offering the latest in mortgage products and refinancing solutions. With over 100 years of combined experience, Ameritrust offers technological efficiency, trusted service and a personal touch.

Ameritrust Mortgage has hired six new mortgage consultants: Jon Blackwelder, Jonathon “Kiel” Kauserud, Robert Kidd Jr., Christopher Chapman, Fela Babb and Ronald Brinson. The company has also named Erika Heine account manager and Denise Rodda sales assistant.

Thomas Fishback has been invited to become a summer intern.

Construction & Design

14045 Ballantyne Corporate Place Suite 500 Charlotte, N.C. 28277 704-909-5555 | 866-318-8068

www.ameritrust.com 38

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Cheryl Walker of Gantt Huberman Architects has been elevated to the College of Fellows in the American Institute of Architects.

Little’s Susan Meridith Hensey

Cheryl Walker

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[ontop] has been elevated to the College of Fellows in the American Institute of Architects.

McAllister, a commercial Susan Hensey

construction and real estate devel-

opment company, has named Eric J. St-Cyr as director of preconstruction.

Education & Staffing The McColl School of Business’ Executive MBA program has been named one of the top 25 in North America by CEO Magazine.

Patricia Rodgers, president and chief executive officer of Rodgers Builders, has been named the recipient

Patricia Rodgers

of the 2009 UNC Charlotte Distinguished Service Award.

Dr. Harry Cooke, director of libraries at Gaston College, has been awarded the 2009 Altrusa Award for Excellence.

Richard Zollinger has been selected as the new vice president for learning at CPCC. Paul Santos, associate vice president of human resources with Central Piedmont Community Richard Zollinger

T A K I N G I N I T I AT I V E

College, has been appointed to the

board of directors for the Latin American Chamber of Commerce in Charlotte.

Jessica Best has joined Integra Staffing & Search as marketing manager and assistant to the president/CEO. Kleinfelder has added Linda Raby to the firm’s Charlotte office as Jessica Best

administrative supervisor.

Engineering Optima Engineering’s office space at 1927 South Tryon has become the first building in the Charlotte area to earn a Platinum-Level LEED-CI certificate.

Clark Nexsen has been named as a Top 500 National Design Firms by Engineering NewsRecord Magazine. George Zvonar has re-joined the

AUDIT & ATTEST SERVICES ACCOUNTING SERVICES GOVERNMENTAL & A-133 AUDITS MERGER & ACQUISITION PLANNING TAX COMPLIANCE & PLANNING

REAL ESTATE CONSULTING SERVICES ESTATE & TRUST TAX PLANNING MULTI-STATE TAX PLANNING BDO SEIDMAN ALLIANCE MEMBER

firm as a senior mechanical designer in the Charlotte office.

David J. Carol has been named a vice president and market leader, David Carol

High-Speed Rail, at Parsons

10815 Sikes Place, Suite 100 Charlotte, NC 28277 704-841-9800 (fax) 704-841-9802 www.bbwpllc.com

Accountants First, Advisors Foremost p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

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[ontop] “your business development advisors”

Brinckerhoff (PB), a global infrastructure strategic consulting, engineering and program/construction management organization.

Finance & Insurance Kim Price, president and CEO of Citizens South Bank, has been honored with the first King of Solomon Award by Temple Emanuel of Gastonia.

Park Sterling Bank has named Charles I. Stewart to the position of executive vice president and to the newly created position of Charlotte

trust+strategy+integrity+planning+insight+experience

it all adds up!

Market president.

Charles Stewart

Bank of Commerce has appointed Rich Harris as vice president/portfolio management officer.

Elliott Davis, PLLC has added Jack Schmoll as senior manager in the firm’s state and local tax practice in Charlotte.

Daniel, Ratliff & Company

James E. Griffin Jr. CLU, ChFC, an agent

301 S. McDowell St., Ste. 502, Charlotte, NC 28204 704.371.5000 • www.danielratliff.com

for New York Life Insurance Company in Charlotte, has earned membership in the Million Dollar Round Table for 2009.

Government & Nonprofit

THIS

Jennifer Roberts, chairman of the Mecklenburg Board of County Commissioners,

OR

has been appointed to the Governor’s Crime Commission.

Scott Provancher has been named

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president of the Arts & Science Council.

Lauren T. McConnell has joined the Community Blood Center of the Carolinas as marketing coordinator.

Scott Provancher

James Downs, vice president of retail for Crosland, LLC, has been elected to serve as the 2009 corporate campaign chair for the Blumenthal Performing Arts Center.

Health Care Dr. Peter J. Capizzi of Stillwater Plastic Surgery has received a top score for plastic surgery in the 2008 Carolinas Medical CenterUniversity patient satisfaction survey.

Charlotte Plastic Surgery’s Felmont F. Eaves, III, M.D. has been appointed president-elect of the American Society for Aesthetic Plastic Surgery.

Call or visit our website today for a free 2 hour consultation (704) 248-8328 x33 • www.techcareteam.com

Jerry Ippolito has joined the team at Southeast Anesthesiology Consultants as the new director of perioperative services and pain

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[ontop] Architectural Interiors & Exteriors Industrial Advertising Corporate Events Editorial

management business development. Harry Marino has been named administrator for Southeast Pain Care.

Manufacturing

waynemorrisphotography wayne@wmphoto.biz www.wmphoto.biz

Kevin J. Pohlman, a principal systems engineer in detection systems at General Dynamics Armament and Technical Products, has

704.545.7001

been honored with an engineering award at the company’s 11th Annual Engineering Excellence and Innovation Awards Conference.

CoaLogix has received the Grow Charlotte Leadership Award for its contribution to the healthy

ALCOHOL PROBLEM SOLVED

growth of the Charlotte business community.

Real Estate Commercial/Residential Anne Marie Howard, chief executive officer

FINETA

of the Charlotte Regional Realtor Association and Carolina Multiple Listing Services, Inc., has been honored by The Mecklenburg Times as

A Home Treatment Program Package

one of Charlotte’s 50 Most Influential Women.

Lake Norman Realty has added Mandy Renegar as a sales associate in the Denver office.

Retail & Sports & Entertainment

CURE CHANGE PROOF HOPE

Wine director Alisa Phifer of Max’s Ally has been named a certified sommelier by the American Court of Master Sommeliers.

Alisa Phifer

Brendon Murphy has rejoined the

restaurant as executive chef.

Technology Traci Zeller Designs has been recognized with the 1st Annual Readers’ Choice 2009 Best Use of Images in Web Design award from Internet giant About.com.

Technology Partners, Inc. (dba IMAGINE Software) has attained Gold Certified Partner status in the Microsoft Partner Program with a

Now available in the U.S. without prescription

competency in ISV/Software Solutions and Networking Infrastructure.

Steve Karas has joined The Comdyn Group as an account manager for the custom software Steve Karas

For Fineta information call 828-272-6885

development practice. biz

To be considered for inclusion, please send your news releases and announcements in the body of an e-mail (only photos attached) to editor@ greatercharlottebiz.com, or fax them to 704-6765853, or post them to our business address—at least 30 days prior to our publication date.

Fineta is scientifically proven to achieve balance in the brain eliminating the desire for excessive alcohol. Currently used in Europe and select U.S. treatment centers.

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

Avantcare, Inc. the leading company in the natural bio-chemistry of addiction.

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NETWORKING SERVICES ©2008 Galles Communications Group, Inc.

Local & Wide Area Networks Wiring Routers Switches Servers Wireless Workstations FieldStone Networking Services: Walt Fields at 704-560-4897 or Dwayne Stone at 704-560-4900 www.fieldstonenetworking.com

FREE CHECKING THAT PAYS YOU

42

Cornelius/Lake Norman 704.987.9990

Charlotte/Uptown 704.945.6565

Charlotte/SouthPark 704.442.5900

Matthews 704.814.1200

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[bizbits] PREPARING FOR THE UPTURN Lay Groundwork for Economic Rebound The economy may be showing glimmers of hope for a recovery, but are businesses positioned to capitalize on the opportunities ahead? Robert Half Management Resources offers advice for making the most of personnel resources to manage future business growth.

Use the following checklist to determine if your business is recovery-ready: 1. Keep reassessing budgets. Continually modify budgets to reflect progress or setbacks and use cost analysis will be better positioned to capitalize on improving conditions.

2. Evaluate your bench strength. This can be an ideal time for a “talent upgrade” as many highly skilled financial professionals are in the job market.

3. Revisit compliance requirements. Be prepared to evaluate financial reporting competencies, information technology controls, risk assessment procedures and documentation to more effectively address corporate governance issues that may impact their businesses.

4. Anticipate next-generation financial reporting.

Public companies must report their financials using Extensible Business Reporting Language (XBRL) by 2011. Seek education and training to help staff.

5. Invest in your people. Organizations that scaled back on training and development in recent months should consider reinstituting these initiatives. Firms that invest in staff training better prepare their teams for new business opportunities. Professional development also boosts employee job satisfaction.

6. Upgrade IT systems. Outdated financial systems can impair a business’ ability to compete, but conversions take time and resources.

Consider system upgrades; ensure budget and staffing resources to manage the implementation.

7. Prepare for new products and services.

This is the time to ensure that the new offering can be introduced quickly when the economy rebounds.

8. ‘Re-recruit’ your best people. Don’t be surprised if top performers are approached with other offers once the economy turns around.

Managers should meet with their best people now to discuss their careers and remind them how much their contributions are valued. (www.roberthalfmr.com)

w w w. g re a t e rc h a r l o t t e b i z . c o m

[bizbits] A SILVER LINING? Recession Has Had Some Positive Career Impact Although the downturn has proven tough for workers, those who are still employed say they’re gaining more from the experience than just managing to keep their jobs, according to a recent survey by Accountemps.

Seventy-seven percent of professionals interviewed cited at least one positive effect the recession has had on their jobs, including the ability to tackle new projects (53 percent), assume additional responsibility (52 percent) and take on more challenging work (52 percent). But according to most respondents, the extra work has yet to be formally rewarded: Only 12 percent said they have received promotions.

Workers were asked, “What positive effects, if any, has the recession had on you and your job?”

Their responses*: Taken on new projects Gained more responsibility Taken on more challenging work Had more interactions with management Had more interactions with clients or customers Been promoted None of these * Multiple responses were allowed

53% 52% 52% 44% 38% 12% 23%

In today’s business environment, firms are working with leaner teams, which has, out of necessity, given many professionals the opportunity to take on greater challenges and expand their skill sets. But some employees may be struggling to keep up, and employers need to ensure they provide the resources staff need to be successful and avoid becoming overburdened. It is important to note that, while many employees may be willing to stick it out during difficult times, companies must be prepared to reward those who have taken on added responsibilities as soon as business conditions improve or risk losing valued staff. Organizations that can’t provide promotions or financial incentives now should look for other ways to recognize top performers and let them know there is a longterm vision for them within the organization.” (www.accountemps.com)

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

?

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2009-2010 Become an Exclusive Member of The Hood Hargett Breakfast Club Current Members: "#1stAmericard

"#Integraphx

Roby "#AVP Nationwide Productions "#Business Wise, Inc. "#Carolina Panthers "#Carolinas Medical Center "#CEO Inc. "#Charlotte Bobcats "#Charlotte Checkers "#Charlotte Knights "#ClickCom, Inc. "#Crown Communications "#Diamond Springs Water "#e golf Center of Charlotte "#First Citizens Bank "#G Marshall Johnson "#Greater Charlotte Biz "#Greater Charlotte Hospitality & Tourism Alliance "#HM Properties "#Hood Hargett & Associates

"#Intercede

"#Andrew

Services, Inc. Noble Restaurants "#L.A. Management "#Lions Jewelers "#Make-A-Wish Foundation "#Merrill Lynch "#Pursuit Group "#Queen City Audio Video & Appliances "#Queen’s Cup "#Ritz Marketing "#Simile Imaging Solutions "#Sonitrol "#Thunder Road Brandworks "#Tull Mortgage, LLC "#Wagner Noble & Company "#WFNZ- CBS Radio "#Wishart, Norris, Henninger & Pittman "#YMCA of Greater Charlotte "#Jim

Recent Speakers: ~Ari Fleischer ~Mike Tirico ~Stuart Varney ~Jim Nantz ~Soledad O’ Brien ~General Hugh Shelton

The Hood Hargett Breakfast Club is a ‘category exclusive’ business development organization that develops and hosts some 36 events throughout the year for its members and guests. The goal of these events: to provide success-minded business owners with first-class venues to entertain clients and prospects.

3R’s You Are Invited...

HHBC can provide your company with the 3Rs of business networking success:

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RENOWNED SPEAKERS We pride ourselves on bringing world-renowned speakers from all walks of life to these events on an on-going basis.

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RELEVANT SUBJECTS The highlight of the breakfast is an ‘educate and inform’ message from our keynote speakers addressing issues that members and guests can use to improve their companies’ performance. Our members invite clients, key employees and prospects to attend and participate with them.

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REMARKABLE MEMBERS The key to any organization’s success is the quality of its members. We’re proud to represent the best and brightest of the local business community: men and women who have built their own companies to become leaders within their respective industries.

The Hood Hargett Breakfast Club brings in business owners and decision-makers; that’s really important. If we are going to be telling our story, we want the right person to be hearing our story. ~Angela Broome First Citizens Bank

We joined Hood Hargett Breakfast Club for the value that it gives us in reaching decision makers. In today’s sales world, it’s not just who you know, it’s how well you know them. ~Marty Conte Diamond Springs Water

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jeffcooperdesigns.com

4521 Sharon Road, Charlotte NC 28211 • 704.532.9041 or 888.400.4447 (Located across from SouthPark Mall) Hours: Monday-Friday 10:00-7:00, Saturday 10:00-5:00 www.DiamondsDirectSouthpark.com Diamonds Direct Birmingham | Mountain Brook, AL | 205-201-7400 • Diamonds Direct Crabtree | Raleigh, NC | 919-571-2881

©jeff cooper 2008

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