KELOWNA Mentorship Fuels Acquisition of Newtrux
SHUSWAP “Launch Construction Nails Keystone Gold
Wayside Expands With Acquisition Of Electric Paper Company Vernon Marketing & Imaging Firm Has Served Region For Nearly A Century BY DAVID HOLMES
INDEX News Update
Tourism 3 Vernon 4 Kelowna 5 Kamloops 6 Green Sheet
Movers and Shakers 14 Opinion 16 Summerland 21 Sales 22 Salmon Arm
ER NON – P rov id i ng printing and a range of o t h e r s e r v i c e s to t h e greater Vernon area for nearly a century, Wayside continues to evolve to better serve its growing client list. On March 31 Wayside acquired the Electric Paper Company (EPC), a small boutique style printer ideally structured to serve clients needing short print runs and fast turnarounds – a market not as easily served by a major marketing and imaging company like Wayside. “Wayside has a responsive front end where we serve all of our client’s marketing needs, from the building of websites to signage to of course printing. Generally we focus on big clients, big projects for clients located all over,” explained Neil Perry, one of Wayside’s owners. SEE WAYSIDE | PAGE 9
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Wayside’s Richard Finn (left) and Neil Perry congratulate Electric Paper Company’s former owner Lyle Doucette (middle)
Roger Smith Appointed New Chief Operating Officer of SICA Former Board Member Takes Organization’s Reigns
ELOW NA – There have been some changes at the top at the Southern Interior Construction Association (SICA). Roger Smith assumed the responsibilities of Chief Operating Officer (COO) April 3, replacing Bill Everitt who stepped down from the role to return to the for profit sector. Everitt had
helmed SICA for the past five years. “Bill has left to pursue some different avenues, to go back to the for profit sector, essentially returning to his roots in the industry,” Smith explained. No stranger to SICA, Smith had previously sat on the Association’s Board of Directors,
functioning in that capacity for the past four years while continuing to operate his own construction business based in Golden. To take on his new COO responsibilities Smith was required to give up his business holdings, to avoid any perceived conflicts of interest. “It was interesting, 10 years of work signed
away in about 45 seconds,” he said. The Southern Interior Construction Association, with a current membership of some 500 companies and individuals, was created in 1969 following the merger of the Kamloops and District SEE SICA | PAGE 21
2 KELOWNA U-Haul Transforming Western Star Plant Into New Location U-Haul has recently acquired the former Western Star Trucks plant, a 253,296-square-foot facility, now U-Haul Moving & Storage at Orchard Park at 2076 Enterprise Way. Extensive renovations will lead to more than 1,000 indoor selfstorage units of varying sizes and affordable price points with high-tech safety features. The store is currently offering truck and trailer rentals, moving supplies, towing equipment and U-Box portable moving and selfstorage containers. By reusing the former Western Star plant instead of building a new structure, U-Haul prevented 659 tons of metal manufacturing and transportation from being used; avoided 10,789 tons of new concrete pours; kept 11,640 tons of construction and demolition debris out of landfills; and stopped 3,475,111 pounds of greenhouse gas emissions from entering the atmosphere. The recent acquisition of the Kelowna facility was driven by U-Haul Company’s Corporate Sustainability initiatives: UHaul supports infill developments to help local communities lower their carbon footprint.
NEWS UPDATE The operation expects to utilize a staff of 20 or more when the facility is fully operational. U-Haul will look to hire locally to promote job growth within the Kelowna community, and is actively encouraging local contractors to bid on construction work.
CANADA Small Business Optimism Hits 3-Year High C a n a d a ’s s m a l l b u s i n e s s optimism is on the rise again in April. T he monthly Business Barometer Index, put out by the Canadian Federation of Independent Business, gained a point and a half to finish the month at 64.4—its best level since November 2014. April’s national gains were supported mostly by strong optimism growth in Ontario (68.7), British Columbia (67.1) and continuing improvements in business sentiment in Alberta (57.9). Relative weakness, however, persists in Newfoundland & L abrador (43.8) a nd Sa skatchewan (55.1), which have both seen little improvement in optimism levels for a number of months. T here is broad u n i form ity, though, in the remaining provinces, where index levels cluster around the mid-60s, suggesting general robustness to the business outlook.
The comparative consistency of outlooks a mong i ndustry groups is also a positive sign. Indexes are up in 8 of 13 sectors, led by optimism in financial services (which includes real estate) at 70.8 and wholesale trade and hospitality near 68. Even the wea kest sector this month, information, arts and recreation at 58.7, is not a l l t h a t w e a k c o m p a re d to the historical context—which can display large swings from month to month. O n a s c a le b e t we en 0 a nd 100, an index above 50 means owners expecting their business’ performa nce to be stronger in the next year outnumber those expecting weaker performance. One normally sees an index level of between 65 and 70 when the economy is growing at its potential.
KELOWNA Capri Insurance Recognized Among Best Workplaces in Canada Capri Insurance is being recognized as one of this year’s Best Workplaces i n Ca nada. T he orga n ization’s focus on putting people first has led to consistent recognition as being a top employer. This is the seventh time the company has been named to the Best Workplaces in Canada list.
With a tea m of nea rly 400 p e opl e, Ca p r i I n s u ra n c e i s c o m m i t te d to fo s te r i n g a n except ion a l work pl ace cu lture with employee programs like Employee Share Ownership Plan, Wellness Benefit, Community Involvement a nd Br ig ht Idea s. Capr i I nsurance’s recent merger with Vancouver-based CMW Insurance will serve to strengthen its position as one of BC’s top employers. T he 2017 B est Work pl aces in Canada list is compiled by Great Place to Work® Institute Canada. The competition process is based on two criteria: two-thirds of the total score comes from con fidential employee survey results; t he rem a i n i ng one-t h i rd of the score comes from a n indepth review of the organization’s cu ltu re, i nclud i ng a n evaluation of HR policies and procedures. T h is offers a rigorous representation of the organization f rom a n employee perspective, a nd a n overa l l portra it of the work place cu ltu re. Together, they provide crucial data relative to the five trustbuilding dimensions of a great place to work®: cred ibi l ity, respect, fairness, pride, and camaraderie. This year’s list received over 4 00 reg i s t rat ion s a nd over 60,000 employe e s pa r t icipated in the 2017 “Best Workplaces in Canada” survey.
PENTICTON Property Taxes Set to Increase 4.25 per cent The tax rate increase in 2017 for an average residential property in the City with no improvements or betterments (nonmarket changes) is 4.25 per cent. The General Municipal Levy increase for the City of Penticton approved by Council for 2017 is 4.36 per cent ($28,368,201 in 2016 vs $29,605,055 in 2017). This means that the average tax increase for all categories of properties in the City is 4.36%. The tax increase on any one individual property may be higher or lower than this average. The allocation of taxes to a property depends on the applicable tax rate (nine classes) and the taxable value of the property. In Penticton, the value of residential properties in 2017 has grown at a comparatively faster rate than other tax categories (business and manufacturing for example). This means that the amount of taxes paid by the entire group of residential properties in the City has increased for 2017. T hese additional ta xes can on ly be esti mated at budget time and not included in the 4.36 per cent increase because they are newly taxed property. If all of these non-market changes SEE NEWS UPDATE | PAGE 4
SILENCE IS GOLDEN… AND IT CAN RUIN YOUR BUSINESS
CUSTOMER SERVICE LUCY GLENNON
customer recently remarked to me: ”I met a former client in the mall on the weekend. When I saw him, I realized he hadn’t bought from us in over a year, yet he had been a very loyal customer at one point. We had a nice chat, but he mentioned nothing about no longer buying from us, not even a complaint. Afterwards I thought to myself: I should have asked him the ‘tough to hear’ question: why did you leave?” Here today, gone tomorrow. Have you ever had customers drift away in silence? They did less and less business with you without warning? Or maybe they stopped doing business with you altogether? They didn’t complain; they didn’t raise a fuss; they didn’t even make demands. They didn’t do anything; they
just stopped buying from you. Customers have a tipping point. There are customers who are experiencing a problem and become very vocal, and they do so quickly, make a huge fuss about it and make demands. They let you know exactly what it’s going to take to retain their business. Be grateful for those people. At least you know that they’ve got a problem and you’ve got an opportunity to fix it. There are other customers who become unhappy bit by bit over time. They appear okay, and put up with problems or inconveniences until suddenly they’re no longer buying from you. If they do say anything it’s at the very last second and by then, there’s no possibility of holding on to any of their business and if you did, it takes a mammoth effort to do so. It’s a fact of life. Most companies lose customers over time, and so will you. Accept it. But you do have some control over how many customers leave you and how quickly. Don’t wait for customers to complain; GET your customers to complain. Make it part of your job to think of ways to get your customers to uncover their complaints before your customers reach their tipping point. Conduct quarterly performance
reviews with your customers. YOUR performance reviews, not theirs. Provide customer satisfaction surveys. Make sure your customers know exactly who to contact at your company if they have a problem with you. Here are a few ways that may help you to get you started. At the close of the sale: “John, we want you to be happy about choosing us for a long time. Would you be okay if we had one of our customer care professionals follow up with you every three months, just to get any feedback you may have, uncover any issues or roadblocks you may be running into, or any suggestions you may have to make it easier to do business with us? Will you feel comfortable sharing any problems you’re having with that person John?” At the customers’ first anniversary: “ John, it’s been a year since we started working together. We’d really appreciate any honest feedback you could give us on anything we could be doing better to meet your companies’, and your needs. Would you be open to having our Manager, George drop in to do a year-end review? Probably take about 20 minutes, would you feel comfortable doing that?” After a problem occurs with a customer: “John, again, I’m really sorry that you had to go through
the hassle of straightening out that invoice. Would you be open to sitting down with me to review the issue and see how we can work together in the future to avoid these and any issues that might come up? We often find we can avoid future problems if we have a set procedure for what happens when problems arise.” When we can anticipate problems with products or services: “John, we’ve been getting some feedback on the XYZ product you purchased last year. I wonder if it would make sense to invite our IT guys over to address this feedback with your people, so in case the issue happens to you, they’ll know exactly what to do and we can avoid any time delays or concerns? Would you be open to that?” With customers we haven’t spoken to in awhile: “John, we haven’t spoken in a while, but we always appreciate your feedback on how we’re doing as suppliers. We’ve set up both a 1-800 number and a web portal through which you can describe any issues, problems, roadblocks or challenges you’re having with either our products or services. This can also be done anonymously if you prefer by checking the privacy block at the bottom of the page. We depend on our customers help
us improve. We’re here to listen to you.” Everytime you do business with them: A great tool is a four or five question survey called a Likert Scale – this tracks satisfaction on a scale of 1 – 5, one being not satisfied at all, and 5 being completely satisfied. If you ask customers to rate you on a regular basis, and track their responses, you’ll give yourself a baseline for continual improvement. Some companies post weekly Likert survey results in the lunchroom to provide feedback on customer satisfaction to those who really need to hear it – the frontline service providers. This is a great way to track overall customer satisfaction, rather than individual satisfaction. When you provide your customers with channels through which they get to voice their concerns and their complaints you obtain valuable feedback for their existing problems and heading off any future problems. And your customers are less likely to drift away in silence. Lucy Glennon specializes in customer service training and recruitment and hiring. She can be reached at 866-645-2047 or lucyg@ hireguru.com. www.hireguru.ca.
HEADING TO THE NET…
THOMPSON OKANAGAN TOURISM GLENN MANDZIUK
skate to where the puck is going to be, not to where it has been” – Wayne Gretzky. These thought provoking words are often quoted by Destination BC’s President and CEO Marsha Walden as our provincial tourism team strives to ensure that travel to British Columbia is elevated from consideration to selection by both domestic and international travellers. It is no small challenge in 2017 to continue to anticipate where the puck is going in tourism with so many variables effecting travel decisions but it is critical to ongoing success in a highly competitive arena. One area where Thompson Okanagan Tourism has adopted this
One area where Thompson Okanagan Tourism has adopted this thinking is in our focus on the development of Regional Rail
We Get Results.
TRAILS. PHOTO CREDIT: KARI MEDIG/DESTINATION BC
thinking is in our focus on the development of Regional Rail Trails. Our team envisions the potential; the future product and the extraordinary opportunity that our communities have to embrace the Rail Trails. They are focused on the end result, which can and will ultimately bring international attention and
visitors to our region along with the economic benefits to our communities small and large. Without question, there is much work to be done; special interest groups to be aligned; conflicts to be solved; funds to be raised and consistency and quality concerns to be addressed however staying focused on where this puck is
going is critical to ensuring ultimate success. With a collective focus placed on the development of this tourism experience, moving toward the desired outcomes is not only possible but almost impossible to stop. This puck is in motion …and the goal… placing it firmly in the net. For more information about
the Rail Trails initiative for the Thompson Okanagan region visit www.route97.net/things-to-do/ rail-trails. Glenn Mandziuk is President and Chief Executive Officer of Thompson Okanagan Tourism Region. He can be reached at email@example.com.
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POLICY PREP POSES INPUT OPPORTUNITY FOR SMALL BUSINESS Another policy resolution seeks to have the province level the playing field to allow the private
VERNON DAN ROGERS
sector to play a greater role in the wholesale distribution of alcohol
hambers from across the Province are getting ready for the Annual BC Chamber AGM in Victoria at the end of May and the Greater Vernon Chamber of Commerce is no exception. Reps from the chamber’s policy advisory committee have been busy over the last several months examining various policy issues and will be tabling a number of policy papers at the BC Chamber convention. “We’ll be attending the event to ensure our local businesses’ views are understood and to help shape the BC Chamber’s business advocacy agenda,” says Dauna Kennedy Grant, president, Greater Vernon Chamber of Commerce who will be joined by chamber vice president Markus Schrott. One of the policies the chamber
is bringing forward seeks greater investment by the province in public arts and culture as a means to stimulate the economy. Currently BC is in the middle of the pack when it comes to provincial funding of the arts on a per capita basis even though BC’s economy is among the strongest. Another policy resolution seeks to have the province level the playing field to allow the private sector to play a greater role in the wholesale distribution of alcohol. The third policy is focused on optimising the timing of payment of development cost charges by developers to local governments. Those charges are to help pay for major infrastructure that is required as a result of the impact of the proposed new development.
at 3300 31 Avenue. In terms of revenues received from the collection of the Municipal Regional District Tax (MRDT), 2016 was up 12.4 per cent, tota l l i ng $693,255.7 3, which equates to $34.7 million in room revenue. Administration has received MRDT revenue for January 2017, which was also up over January 2016. Poole also reported that with the adoption of the new Hotel Tax Bylaw, staff expect to submit the three-per cent hotel tax application to Destination BC and the Ministry of Finance for approval later this month. A complete copy of the Development Activity Update can be found by visiting the City of Vernon website.
CONTINUED FROM PAGE 2
(improvements) were spread out and included in a calculation for residential property, they would add 1.21 per cent to the average market change increase of 4.25 per cent for a total of 5.46%.
VERNON Development Activity Remains Strong I n for m at ion recent ly presented to Vernon Council indicates that development activity in Vernon remains strong. Kevin Poole, Manager of Economic Development and Tourism, presented the quarterly Development Update to Council. “Building permits were up 14 per cent in 2016 and we’re seeing that same level of activity in 2017,” he says. “In the first quarter of 2017, 87 permits were issued with a total building permit value of $24.3 million. Single family residential construction continues to show solid activity with 42 permits issued with a corresponding building permit value of $15.3 million.” Add itiona l appl ications i n process include the second icesheet north of Kal Tire Place, a recent application for a new hotel and convention centre located at 5400 Anderson Way and a proposed redevelopment of the former Legion site located
The idea is that if payment occurs closer to when actual revenue from sales starts to come in, it will lessen the risk and financing costs to developers which in most circumstances are simply passed onto consumers. Currently DCC’s have to be paid at the sub-division stage, which can be a burden to small developers who must secure financing for their projects well in advance of any sale. Each year member Chambers across BC develop and submit policies for the consideration at the AGM. Each policy must receive two-thirds of votes to pass. If the policy is supported it will become official BC Chamber policy, and the BC Chamber will advocate it to the appropriate level of government. “We are pleased to be going to the BC Chamber AGM with three policies representing important issues from our members that impact the economic well being of our community,” added Grant. “This is the largest number of policy resolutions from our chamber in quite some time which is reflective of the efforts we have made to be more active in advocating on behalf of our members and the business community. ••• In other news, the chamber has been extremely busy preparing
for the Valley Wide Business Expo. This unique event brings together chamber members from throughout the Okanagan Valley for a trade show that moves from one community to the next each year. Eight chambers in the valley coordinate the annual event and this year the Greater Vernon Chamber is hosting it at Predator Ridge in early May. Next year Valley Wide is planned for Osoyoos/Oliver. ••• The Chamber recently joined with Community Futures North Okanagan in staging the 2017 Enterprize Challenge. Budding entrepreneurs had the opportunity to pitch their business ideas to a panel of judges for the chance to win a business package worth nearly $30,000. The program was developed to support and encourage entrepreneurship in the North Okanagan. Entrepreneurs had to pitch their ideas and out of close to thirty participants, ten were selected as finalists. It was an incredibly difficult decision for the judges but in the end it was Martin Paris of Jolly Good Spudz that took home top spot. Paris dared to hope his business idea would be chosen as one of the top three winners in the Enterprize
Challenge. He moved from his native England to Vernon five years ago, and while he’s held jobs in construction, his love is in the kitchen, namely potatoes. “I just thought I’d give it a try,” said Paris, who nearly pulled out of the intensive, eight-week long competition because of the time demands, in which participants make presentations to judges and receive mentoring as they prepare to prove their financial viability and marketing plans. Good thing he hung in until the end! Second place went to Juanita Miller of Juanita Miller Nutrition and third place was Rebecca Hackman of Bites Creative. Congrats to the winners of the challenge and a big “way to go” to Community Futures North Okanagan for coordinating the annual event. ••• Finally, we are extremely pleased to welcome our new chamber members including Halina Seniors Society, TLC Gardening Services, Cap-It Vernon, ICS Clean Supplies, Nucleus Strategies, Iris The Visual Group and Balance Bookkeeping. Dan Rogers is the General Manager at the Greater Vernon Chamber of Commerce and can be reached at firstname.lastname@example.org.
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IF IT’S MAY, THEN WE’RE TALKING POLICIES
KELOWNA JEFFREY ROBINSON
very yea r, when spri ng rolls around, the Kelowna Cha mb er of Com merce Policy Committee, as in so many other Chambers, begins to really focus in on our policies for spring presentation to BC Chamber colleagues. Pol icies a re at the hea rt of everything the Chamber does in our community. We are advocates for change from local businesses, through our local elected officials, right the way up to the provincial government, and also, on a separate stream, to federal government levels. Policies we have supported in the past have gradually worked their way through the system; not all survive to become broadly accepted. A short list of those
that have or remain tabled include the ever-broadening range of containment practices for invasive mussel species into BC waterways “Don’t Move a Mussel”; the extension of favourable tax rates for credit unions; rollback of credit card rates; and numerous initiatives around affordable housing. The BC Chamber’s grassroots policy-development process is second-to-none in British Columbia. Every year, BC Chamber member businesses, Chambers of Commerce and Boards of Trade develop policies that ref lect the on-the-ground needs of BC businesses. Through this process, the provincial membership endorses approximately 40 new policies every year at its Annual General Meeting. The breadth and diversity of BC Chamber policies reflects its broad-based membership; during any given year, there are policy recommendations for the majority, if not all, of BC’s provincial government ministries. This year, the provincial AGM is being hosted by the Victoria Chamber at the end of May. The Kelowna Chamber is bringing forward four policies, which include:
Rent Control: Phasi ng Out Provincial Control of Rent Increases. We are seeking to have the provincial government allow municipalities to opt out of the province-wide controls on rent increases. This will enable progressive local governments to exercise more control over incentives for creating rental housing stock. Mo v i n g fo r w a rd w it h t h e Strong Business Case for a South Okanagan Similkameen National Park. We are asking the provincial government to continue taking steps toward establishing a national park in the South Okanagan. Providing Certainty for Business Through the Timely Administration of Justice. We are asking the government to sustainably fund our justice system so that courts provide reliable and efficient justice for business. Competitive Tax Environment for Credit Unions. We are asking that our provincial government continue to shield credit unions from the harmful effect of a federal tax change that treats local community credit unions the same as the big banks. Currently, the BC Budget 2017 only grants a one-year relief from this onerous taxation rate, which could
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be re-instated in 2018. We will also be supporting several other policies put forward by other chambers, but the policies above are our own. One policy (being tabled by the Victoria Chamber) is of vital importance to us: Safe Communities and Strong Economies: Mental Health and Addictions in BC. Mental illness and addiction affect one in five people across Canada, significantly affecting business and the economy. Further, untreated or undertreated mental illnesses and addictions are pervasive within the homeless population, affecting public safety and local business. The Chamber recommends local health authorities get the tools to build local, on-the-ground integrated teams focused on prevention. The Foundry, which will open in Kelowna in the fall of 2017, will be a great example of getting out in front of this ongoing issue. When and if our 2017 policies are voted into force at the BC Chamber’s annual AGM, they then carry the backing of the BC Chamber’s more than 30,000 represented businesses. These businesses span sole proprietorships and micro-businesses to BC’s largest corporate players. The provincial Chamber network captures the views of every region and sector in the province. The BC Chamber’s rigorous policy-building process, coupled with its strategic advocacy efforts, has driven an outstanding track record of policy results. And, the BC Chamber works closely with its partner the Canadian Chamber of Commerce, to ensure that made-in-BC policies have national impact. Each fall, we participate in the Canadian Chamber’s policy process and bring Kelowna’s and BC’s needs and innovative solutions before Chamber peers from across the country. Why does our volunteer board, and volunteer Policy Committee devote so much time to these issues? The Chamber is the voice of business for the Kelowna region, and the BC Chamber wants
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The BC Chamber’s grassroots policydevelopment process is second-to-none in British Columbia. Every year, BC Chamber member businesses, Chambers of Commerce and Boards of Trade develop policies that reflect the on-theground needs of BC businesses to know “what’s on BC’s mind”, responding to many of the current issues that affect business vitality. Our role includes proactively working with and lobbying government to constructively influence public policy on a variety of issues in support of a healthy free-enterprise system. Pa rt of th is process is actively engaging with media. The Chamber works closely with local journalists to educate, inform and communicate with the general public on a broad range of issues that have impact on our membership and community. Healthy and vibrant businesses are part of the fabric of any well-functioning community. In regular meetings with MLAs, MPs and Municipal Government, the Chamber strives to provide a strong and constructive influence on public policy on an array of issues. Some of the policies which originated with the Kelowna Chamber include: 2012 I mprov i ng Consu mer Choice: Removing Inter-Provincial Trade Barriers to Sales of 100% Canadian Wine (Initiated by the Kelowna Chamber in 2008). Resulted in the passing of Bill C-311 “Free My Grapes”. 2012 Organized Crime Task Force Funding (Initiated by the Kelowna Chamber in 2008). 2014 Protection of BC Waters from Invasive Mussel Species. Resulted in Canada-wide regulations and inspection practices. I’m fully dedicated to helping shape policy at the Kelowna Chamber of Commerce, and make a difference by moving change forward through the channels at hand. I’m looking forward to the Victoria AGM 2017. Jeffrey Robinson is the Vice President of the Kelowna Chamber of Commerce. To find out more information about the organization please visit www.kelownachamber. org.
6 NEWS UPDATE CONTINUED FROM PAGE 4
Okanagan’s structured mentorship program. Meet the latest companies to join the program: Benchcube A naly tics i s a n online software platform that creates valuable and actionable insights for local governments a nd thei r ta x payers. It does this by making the local government’s budget more visually appealing and creating a hub for peer benchmarking. Fou nder a nd CEO Michael Brydon is an academic, elected official, and entrepreneur. He founded Benchcube after a decade of service on government and non-government boards. Benchcube brings together his background in data, analytics, and decision theory with his on-the-ground experience interpreting financial data and making decisions. P.A.C.E Concussion Inc. (Progressive Activation and Concussion Education) Introducing an iPhone based app to facilitate recovery from concussion. This guide helps empower people understand their symptoms and what they can do about them. It provides relevant and medically accepted information about concussion in one place. It helps people monitor their recovery, learn how to pace themselves as well as provides step by step instructions on how to return to learn, work and play.
CEO Rose Kristiansen is an Occupational Therapist with 16 years of experience rehabilitating people with brain injuries -- Helping people return to school, work and play. EZ Condo Tools Inc. is a low cost web and phone white label software application designed for property management companies and their communities to provide readily accessible, real time information to their customers while cutting the workload for managers. Tools include a secured website and smartphone application where you can load your community documents and forms, list emergency contacts and display community messages. CloudTrac Services provides a means to track a motorcycle, car, truck, boat, AT V, or any other vehicle. They provide the hardware (tracking devices), the service plans, and the userinterface (website and app) to track your device. Happipad. The modern way of renting is here with Happipad! Happipad is an online rental platform with a focus on tenants. It allows users to post and see reviews, providing accountability for landlords and tenants alike. As a tenant you now have the power and flexibility to submit custom offers online, view the number of offers and price on a rental property, create a SEE NEWS UPDATE | PAGE 23
KAMLOOPS DEB MCLELLAND
eadership. It’s a word we are familiar with; a position many of us aspire to; a driving force behind the way that our world operates; something that is appreciated by some and disliked by others, yet needed all the same. When we turn on the news, open the newspaper, scroll through social media – it’s everywhere; in good ways and in ways that, well, could use some improvement. The fact is that we, as a people, need leaders and we, as individuals (though we may not lead on a world-stage or even on a community level) need to be leaders in our own way – leaders of our own lives, in our homes and within our social groups. But to lead well, we need to know our purpose and our passion so that we are able to lead where we have the greatest ability, leaving others to lead where they excel. A ndy Stanley spoke well to this when he said “there are ma ny th i ngs I can do, but I
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have to narrow it down to the one thing I must do,” and “once you step outside your zone, don’t attempt to lead. Follow.” So what is your zone? What is your purpose or your passion? Not sure? We invite you to spend some time focusing on discovering it and finding out how you can be ‘Powered by Purpose’ at our Leadercast Kamloops event on May 5th. Hear from speakers like Andy Stanley, Dr. Henry Cloud, Suzy Welch and more. Learn more at: kamloopschamber.ca/ Leadercast. And as you think about ways you can lead over the coming weeks, we have two simple suggestions for you: 1. Lead by example in your community and province by voting in the upcoming provincial election. Your voice truly does make a difference; one only has to look to the States to see that clearly. Not sure who to vote for? To help, our chamber has interviewed each of our local candidates and asked them to state where they stand on current economic issues, current economic opportunities and access to provincial health care. These short, unedited videos will give you some important insight as to which leader you believe is best suited to guide our province and help you to make a more informed decision at the polls. 2. As you lead by example in your businesses or notice those around you that are doing so, make sure to nominate them, or have others nominate you for our
The fact is that we, as a people, need leaders and we, as individuals (though we may not lead on a world-stage or even on a community level) need to be leaders in our own way – leaders of our own lives, in our homes and within our social groups
2017 Business Excellence Awards. As Kamloops premier business recognition event, this is a prestigious opportunity to be recognized and/or recognize others who are helping the Kamloops business community to thrive through areas such as manufacturing, community service, technology, tourism and more. Nominations open on May 10th and close on June 30th. Visit kamloopschamber.ca to learn more. As you focus on what being a leader means in your own life, just remember what John Adams said: “If your actions inspire others to dream more, learn more, do more and become more – you are a leader.” Deb McClelland is the executive director of the Kamloops Chamber of Commerce. She can be reached email at firstname.lastname@example.org.
SALES CURES JUST ABOUT EVERYTHING Tactics and strategies are the blueprint for success in a sales driven organization
ELOWNA – To succeed, a business needs sa les. Period. As Mark Cuban aptly states, “sales cures just about everything”. For the sales-driven organization; it’s a matter of making it or not, because less sales means less profit. With the year half over are your sales where they should be? Are they keeping pace in meeting year end goals or are they falling behind? Are the right people sitting in the right seat for moving your business forward and seeing profits increase? “Strategy without tactics is the slowest route to victory. Tactics without
strategy is the noise before defeat,” wrote Sun Tzu in the Art of War. In sales, s t rate g i e s a n d t a c t i c s present a clear picture and blueprint for effectively evaluating sales goals and the qua l ity of a tea m’s performance. Fa i l i n g to h a v e b o t h i n place is l i ke getti ng a s ke tc h of a b u i ld i n g without details on how to assemble it. It may eventually get completed but there will be a lot of trial and error beforehand. On the f lip side having the details of a building, with on ly a sketch of it on a loose piece of paper won’t yield much of a building. In the sales driven organization it’s easy to look busy, to fill time with sales calls, following leads, and generating sales material, but if productivity is low, there’s a good chance either tactics or strategy is flawed and needs reworking.
“Sales Cures Just About Everything.” MARK CUBAN BILLIONAIRE
For more than 49 years Sandler Training has been collecting the best practices of Fortune 100 companies from around the world and making them accessible to local small and medium-sized businesses. On June 1, find out what it takes to be a Sales Driving Organization and explore a systematic real world approach to building the strategies and tactics needed to deploy and direct your sales team and increase that bottom line - because sales cures just about everything! Details and Registration at www.glennon.sandler. com/sales_driven
MANUFACTURING Manufacturing Employs More Than 170,000 Workers In BC British Columbia’s Manufacturing Sector The Fourth Largest In Canada
It is estimated that manufacturing is responsible for more than 400,000 direct and indirect jobs in BC
he odds are if you were to ask the average person what drives the British Columbia economy, the first thing they might say would be the resource sector. Forestry, mining, oil and gas and commercial fishing were the core industries that opened up the province and fueled its economy for more than a century. But there’s another player in the BC economic game that has, without anyone hardly noticing, come to the table with a hand full of aces – the manufacturing sector. “In British Columbia, during 2015, manufacturing represented 10 per cent of the Province’s GDP (Gross Domestic Product) and approximately 30 per cent of the business tax revenue paid to government. Manufacturing is the second largest employer in the BC goods producing sector with almost 13,000 companies employing almost 400,000 jobs directly and indirectly. In addition value-added manufacturing represents almost 65 per cent of BC’s exports,” explained Marcus Ewert-Johns, the President and Chief Executive Officer (CEO) of the BC Alliance for Manufacturing (BCAFM). The BCAFM is a coalition of industry associations and other stakeholders involved in the manufacturing sector. In essence the Alliance is an association of associations, with a membership
SEE MANUFACTURING | PAGE 8
From shipbuilding to aviation, from hardware fabrication to auto accessories, BC has a vibrant manufacturing sector
The 21st Century edition of manufacturing in BC is a far cry from the belching smokestacks of a century ago
MANUFACTURING CONTINUED FROM PAGE 7
that represents more than 3,000 manufacturers in the province and beyond. Industries represented within the Alliance include the aerospace industry, the food processing sector, the building supply community, the plastics industry and many others. Founded in 2014, the BCAFM is a coalition of manufacturing industry associations with a common vision; to promote a world-class manufacturing sector in British Columbia. The Alliance speaks and acts collectively on priority issues to ensure that all British Columbians continue to benefit from the economic growth, highvalue outputs and high-paying jobs found across all types of manufacturing in the province. “When the government talks about the economy it tends to stick to the stereotypical natural resources such as mining and forestry. Manufacturing represents about 10 per cent of the economy, the bread and butter that’s been there forever but without the limelight that other sectors seem to get,” Ewert-Johns stated. Quietly going about its business without a lot of fanfare, the BC manufacturing sector’s workers are typically paid 15 per cent above the provincial industrial average, and a full 22 per cent above workers in the service industries. In addition manufacturing is responsible for 171,000 direct jobs in the province
represents about 10 percent of the economy, the bread and butter that’s been there forever but without the limelight.” The design and production of components used in the auto sector is another exciting part of the industry and is the third largest contributor to the provincial GDP. The BC Alliance for Manufacturing estimates that for each dollar of manufacturing output in the province a full $3.50 of economic spin-off activity is generated. Provincial government statistics also show that the BC manufacturing sector is the fourth largest in Canada, and a major source of provincial exports. Released by the Ministry of Jobs, Tourism and Skills Training in 2015, the report A Profile of British Columbia’s Manufacturing Sector, stated that the value of BC manufactured exports to foreign destinations had topped the $22 billion mark by the end of 2014. The United States was the largest single recipient, accounting for nearly 12 per cent of the total. China was in second place, accounting for $4.1 billion worth of exports or just over five per cent
of the total. “BC’s manufacturing sector is very diverse. If you were to look at it like an investment portfolio food production is by far the largest component. Food and beverage manufacturing (which would include products such as wine and craft beer) surpassed value added wood products last year. That’s close to $10 billion in size so it’s a real behemoth. The surprising one that a lot of people don’t really know about is apparel. There are a number of technical performance companies for example producing high quality goods for the global market,” he said. Provincial government statistics also indicates that while most of the BC manufacturing jobs are concentrated in the Lower Mainland area (a full 65 percent) successful manufacturing enterprises exists all across
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the province. Vancouver Island and the BC coastal region (minus the Lower Mainland) account for 15.4 per cent of all manufacturing jobs, with the Thompson Okanagan finishing in third place, being home to 12.7 per cent of all manufacturing jobs in BC, with the north responsible for the remaining jobs. “A lot of attention is paid to marine and aerospace, but all tolled marine, aerospace, automotives, railway and industries of that sort accounts for about $2 billion of the total. But it’s sexy. You want to put a politician in front of a ship or an airplane because it looks pretty good on the front page of the newspaper. But when you’re making widgets, or door hinges or door knobs or drain vents or anything else it doesn’t make for a sexy photo,” Ewert-Johns said. Despite its successes and its
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importance to the provincial economy, the manufacturing sector, like virtually every other industry in the province, is starting to feel pressure to replace workers who are gradually heading into retirement. Convincing young people to consider manufacturing as a career choice is becoming increasingly difficult. The BCAFM estimates that by 2025 as many as 55,000 new workers will be needed just to fill vacancies in BC alone, and that doesn’t include the unanticipated need generated by the opening of any new manufacturing plants. For Ewert-Johns one source of possible replacements will have to come from new arrivals to the province, unless BC post secondary institutions can make job training for the manufacturing sector a much higher priority. “Staffing challenges is certainly one of the key issues facing the sector. By some estimates there could be anywhere from 50,000 to 80,000 job openings in manufacturing coming in the next eight to nine years. Unfortunately there are not enough young people coming out of the technical trades and the high schools to fill them,” he said. “I always say that you are just going to have to accept immigration as your only possible solution. You’re going to have to let millions of people come to Canada if you ever want to fill these jobs.” To learn more please visit the A lliance’s website at: w w w. manufacturingbc.org
From the oil and gas sector to forestry, from semitrucks to custom architectural designs, we put our decades of experience to work for you, delivering a high-quality product.
ELOWNA – Northside Industries celebrates its 50th anniversary this year, beginning the next chapter on a built-in-theOkanagan success story. “We are the largest steel fabricators in the Okanagan,” said President and CEO, Steve McKay, “hiring local and building local.” Founded in 1967, Northside specializes in precision metal fabrication and manufacturing and has recently seen the addition of powder coating. “Our skilled team can now take a customer’s idea from the drawing table to a finished product ready for installation. We’re a one stop shop with state-of-the-art technology, equipment complimented with a highly skilled team.” He emphasized that the company’s longevity is in part due to the ongoing training and skills of its workforce. “We continually reinvest in the most up-to-date machinery and training, making sure we have the latest and the greatest.” It’s also due to the company’s’ ability and willingness to diversify its customer base. “We fabricate steel and aluminum components across multiple
industries, including forestry, heavy duty Class 8 trucks, oil and gas, military, aftermarket parts, and architectural/structural finishings such as customized staircase railings. Recently, we also diversified into the mining industry and are now reaching the global marketplace.” Staying flexible means Northside responds quickly to market demands. For instance, it has become a global distributor for Hydrau-Flo, a safer and cleaner fast fuel filling valve system that prevents overfilling, spillage and fuel tank rupture and has also built a reputation for its aftermarket legal fuel tanks. “These tanks are designed to the highest specifications and meet regulatory certification requ i rements for most veh icle manufacturers.” McKay emphasized that because Northside is Okanagan-based, with employees that live in the community they serve, the company and staff feel strongly about giving back. “Northside donated $30,000 to Okanagan College for its new trades building and it helps out in a number of charities and employee-driven events like riding Big Bike for the Heart and Stroke Foundation, Kelowna General Hospital Foundation or local sports teams.” Innovation, know-how and a community spirit, that’s how to take a company into the next 50 years. Northside Industries is at 1400 Industrial Road in West Kelowna www.northsideind.ca
OFF THE COVER
WAYSIDE CONTINUED FROM PAGE 1
“Electric Paper is a small digital shop known for great design, fast turnaround and great people. When you get bigger you in essence get slower on the smaller jobs as you’ve become geared to working on the major projects. This acquisition is a perfect move for us as culturally our two businesses were very compatible and it allows us to better serve the clients needing short runs and smaller jobs.” Founded in 1921 as Wayside Press, Wayside has grown, expanded and adapted to changing technology and market demands for more than 96 years. Rebranded Wayside Printing along the way the firm refocused its name to Wayside in 2011 to better reflect the eclectic but interrelated range of services it now provides its customers. Located at 3304-33 rd Street in Vernon, Wayside is co-owned by Neil Perry and Richard Finn. “With Electric Paper we have access to a market that was no longer easy for us to service. We’ll be keeping that storefront, the customers can still come in and see the same people, just that we’ll now be able to offer them services they would not have been able to provide before,”
With the acquisition of Electric Paper Company Wayside’s staff count has grown to about 65 employees Perry explained. In a media release Electric Paper Company’s owner Lyle Doucette said the acquisition will allow his firm (which will continue to operate under its existing name) with a broader range of services and products. “Electric Paper company did a lot of outsourcing, and I’ve wanted to grow the business and offer customers more, so that’s the most exciting part for me - that Wayside has everything
3100 Creekside Way, Sun Peaks Sun Peaks Health Centre PROJECT TYPE Institutional New PROJECT New medical centre at Sun Peaks Resort to provide emergency and walk in medical services - 2 storeys - 8,000 sf - 1st floor, health clinic, triage - 2nd floor, administration and ski patrol meeting space
GREEN KELOWNA SHEET BUILDING BRIEFS LOCATION
PROJECT New townhouse development - 20 structures - 69 units - 3 storeys - duplexes, triplexes and fourplexes - 3 bedrooms - vinyl siding exterior - decorative rock accents - asphalt shingle roof
1449 Velocity St - Acoustic Sound Control Panel Production Facility
OWNER Hangingstone Properties Inc 2450 Selkirk Dr, Kelowna V1V 2Z5 250-763-7290
PROJECT STATUS Construction Start of Phase 1: framing of structure 1 underway
PROJECT STATUS Framing underway - construction completion anticipated late summer/17
GENERAL CONTRACTOR Aldebaran Enterprises - 1330 12th Ave SW, Calgary AB T3C 0P5 403228-9355
PROJECT TYPE Mixed-Use Development
ARCHITECT Owen Hunter Architects - 500 153 Seymour St, Kamloops V2C 2C7 250-372-8845
GENERAL CONTRACTOR A & T Ventures - 102 1339 McGill Rd, Kamloops V2C 6K7 250-8519292
933 Mount Robson Pl Townhouses - The Vue at the Ridges on Middleton PROJECT TYPE Multi-Family New
65, the expanded Wayside has added even more tools to its toolkit, allowing it to serve the local clients even better. In announcing the acquisition Finn sa id ma i nta i n i ng that loca l presence was one of the reasons Wayside wanted to acquire EPC. “This allows their customers to do more, and keep it local. But it’s also a strong union because our companies have similar values,” he said. Edmonton T6R 0G4 780-4351444
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I would want to offer our customers, and more.” Doucette, who purchased EPC in 2003, will remain at the outlet along with his existing staff to ensure a smooth corporate transition and to maintain a continuance of service for his clients. Launched about 12 years ago, Electric Paper Company is located at 3105A 31st Avenue in Vernon. Now, with a combined staff of
9950 Bottom Wood Lake Rd SFDs - Row Housing PROJECT TYPE Multi-Family New PROJECT New multi family development 28 SFDs - 4 row housing lots - 2 multi-family lots - 176 units total - 5,600 sm PROJECT STATUS Rezoning application and OCP amendment application submitted
1187 Sunset Dr - Commercial Townhouses - Condominiums
PROJECT New mixed use development - 2 condominium towers, approx 16 storeys - 2 storey podium townhouses, 2 storeys, approx 23 units, some at podium level ground level commercial - 2 levels u/g parking PROJECT STATUS Rezoning application submitted at 3rd reading ARCHITECT BlueGreen Architecture Inc (Kelowna) - 202 110 Highway 33 West, Kelowna V1X 1X7 778-7532650 DEVELOPER North American Development Group - 328 14127 23 Ave
PROJECT TYPE Industrial New
PROJECT New industrial building - 1 storey with 2nd storey mezzanine - warehouse, 2,463 sm - office, 307 sm - 56 parking stalls PROJECT STATUS Foundations underway ARCHITECT Distefano Jaud Architecture - 3 1331 Ellis St, Kelowna V1Y 1Z9 250-868-9278 GENERAL CONTRACTOR Sawchuk Developments Ltd - 486 Adams Rd, Kelowna V1X 7S1 250765-3838 OWNER Geometrik Wood Acoustical Ceiling and Wall Panels - 1285 Stevens Road, West Kelowna V1Z 2S9 250-769-1500
1602 Bennett Rd - SFDs - North Clifton Estates - Phase 1 PROJECT TYPE Subdivisions
For Perry the purchase of Electric Paper Company is part of an overall plan to expand its client base, and to continue to provide new products and services. “It was a win-win for everybody, including the customers, so if the right opportunity should come along we would consider further acquisitions in the future,” he said. To learn more please visit the company’s website at: www. waysideco.ca PROJECT New residential housing development on 4 separate parcels of land - 9 cluster housing areas - 175 units - parks, open spaces, walking and biking trails - anticipate 10 to 15 year build out PROJECT STATUS Site servicing anticipated summer/17 DEVELOPER Melcor Developments Ltd - 207 1664 Richter St, Kelowna V1Y 8N3 250-717-8390
4000 Block 6 St - Seniors Housing PROJECT TYPE Seniors Housing PROJECT New seniors housing facility - 5 storeys - 68 units - 2,000 sf commercial space on main floor - administration space, dining, kitchen and common facilities wood frame construction PROJECT STATUS Rezoning and development permit applications submitted - at 2nd reading - public hearing anticipated late spring/17 ARCHITECT Philip MacDonald Architect Inc 326 Uplands Dr, Kelowna V1W 4J7 250-764-4157 OWNER District of Peachland - 5806 Beach Ave, Peachland V0H 1X7 250-767-2647
MENTORSHIP FUELS ACQUISITION OF NEWTRUX Long term business relationships and friendships helps drive success of trucking company
ELOW NA – Derek Norman’s powers of observation have served him well. So has his ability to see the potential in business opportunities. Both have led him to become a very successfu l business owner of DSN Transport and have helped him develop strong relationships with both his suppliers and his company’s customers. “I started my career as a sales rep for GreenLeaf Garden Supplies,” he explained. “I covered most of Northern and Central BC from Prince George and the Okanagan to Cranbrook, Invermere and Creston. My territory was so big that I would ask my clients if I could bring anything with me. I ended up transporting quite a bit and the company gave me a five-ton truck for hauling.” It was the sta rt of a ca reer that would lead him to owning one of the largest trucking companies in the Okanagan, and the start of many mutually
Blaine Pidherny of Cookson Motors with the keys to DSN’s first ProStar CREDIT:DSN TRANSPORT
“Within a week, I was at the side of the road with a blown transmission. At the time, I wondered whether I had done the right thing or not.” DEREK NORMAN OWNER, DSN TRANSPORT
DSN has a strong working relationship with Tolko, a 60 year-old family owned Okanagan company
beneficia l friendsh ips a nd relationships. “Once I started driving I discovered that I liked it more than I liked sales,” he said, adding that when an opportunity to work with one of his past clients, Jeff Vander Zalm at Art Knapp Nurseries, arose, he took it. “Jeff hired me on as department manager,” he explained. “Once there, I saw that there was a business opportunity in delivering products, plus my wife’s family business, Westwood Fine Cabinets, needed help with transporting its finished cabinets, so I bought my SEE DEREK NORMAN’S | PAGE 11
Five Strong - Five Locations | Kelowna, Kamloops, Penticton, Vernon and Williams Lake
Proud to be a partner of DSN’s for over 25 years Kelowna: 800-735-3943 Kamloops: 877-578-9770 Penticton: 877-766-7627 Vernon: 877-463-0292 Williams Lake: 877-360-5838
DEREK NORMAN’S CONTINUED FROM PAGE 10
August 1, 2014 Derek Norman purchased Newtrux from his friend and mentor Laszlo Himer, Tibor Himer, on the right, is operations manager CREDIT:DSN TRANSPORT
first truck, a used Budget oneton cube van.” “Within a week, I was at the side of the road with a blown tra nsm ission. At the ti me, I wondered whether I had done the right thing or not.” But Norma n is determ i ned and tenacious, if anything, and after getting the truck fixed, it didn’t take long before he outgrew it and went looking for a larger vehicle. He ended up at Cookson Motors looking for a truck that would do the job and leave room to grow. He walked away with keys to his first five-ton and the beginning of a long-term f r iend sh ip w it h Blaine Pidherny, regional sales manager at Cookson, that would span 25 years and more than 50 veh icles. Cookson motors was founded over 50 years ago in Kelowna, BC by Hugo Cookson Sr. Hugo Cookson Jr became General Manager in 1995 helpi ng refi ne a nd support Norman’s and Pidherny’s business ventures. Recently, Cookson Motors was acqu ired by IRL International Truck Centres. “What started off as a working relationship has now transitioned into a close long-term f r iend sh ip,” sa id P id her ny, regional sales manager. “We’ve watched his company grow in three main industries, starting with small in-town deliveries, expanding to one of the biggest crane services in the Central Okanagan and now as one of the Okanagan’s biggest trucking fleets.” DSN was officially founded in October of 1992 with one truck, and Norman doing all the work, i n c lu d i n g m a i n t a i n i n g t h e vehicle and all administrative duties. Eventually, he hired a swamper to help with the loading. But business was good and the demand for his services was growing so he bought a second truck a nd h i red two g uys to operate it. From there he said business continued to grow. “G row t h h a s a lway s b e en
The King B is the largest trailer on the road with an extra axle and an additional 8.5 feet of length SEE DEREK NORMAN’S | PAGE 12
Crowe MacKay LLP would like to congratulate DSN Transport LTD on 25 years of providing excellence in the tranportation industry. CONNECT WITH OUR TEAM OF EXPERTS TODAY. crowemackay.ca Kelly Peters, CPA, CGA, Associate Partner Kelly.Peters@crowemackay.ca Chris White, CPA, CA, CFP , Partner Chris.White@crowemackay.ca
DEREK NORMAN’S CONTINUED FROM PAGE 11
s te a dy a nd c on s i s tent,” he noted. Norman attributes that to his appreciation and maintenance of the company’s long-term relationships with past employers and clients. Even though Norman was no longer working at the nursery, when Vander Zalm came to him asking about crane trucks for unloading paving stones, Norman did some research. “I looked at the market to see what was available, and if it made good business sense to buy one. I found that there was a demand so I bought one. As demand grew I continued to upgrade.” Meanwhile, his wife’s family business, Westwood Fine Cabinetry, was also growing. “A f t e r m y f a t h e r-i n-l a w passed away in 1991, leaving his cabinetry business to my wife’s mom, sister and her, I was asked to help figure out a good delivery system. As I was still driving at that point, I had gotten to know the suppliers and customers and the logistic needs of the business.” He recognized that a truck ded icated to the del ivery of unfinished lumber would be efficient and lead to another strea m of i ncome for h is growing transport company. He went back to Cookson and bought another truck. At th is poi nt i n h is ca reer, w it h h i s c ompa ny e x pa ndi ng its reach, Norma n met a fel low trucker who has had, i n h i s word s, a n i ncre d i ble impact on his life. He recalls how Laszlo Himer, ow ner of Newtrux Transport out of Vancouver, became a mentor and friend and strong advocate for his company’s success. “Laszlo has been very influential in my life. Originally, I bought two trucks from him, but he gave me much more in terms of information on running a successful transportation business wisely.” “DSN has seen good steady business since I first started it. It’s been a natural and organic growth through the purchase
Derek Norman has worked with Cookson Motors for 25 years developing a strong friendship and working relationship with Blaine Pidherny CREDIT:DSN TRANSPORT
of a couple of trucks a yea r. When we hit any bumps in the business road we would sell a couple and when things were good, we’d buy. That’s where having a great relationship with Cookson came in. When business took a downturn, Cookson would sell the trucks for us.” Bu i ld i ng relationsh ips has been the company’s foundation. And Norman is good, not only with building them, but also with maintaining them. It’s a business culture that has served him well and is what he feels has kept his company thriving through the natural ups and downs of the industry. “Tolko, a compa ny we had done some hauling for in the past, approached us about a special project. They wanted to put a bigger truck with more axles on the road. It would be able to hau l more a nd at the same time be more efficient.” Called the King B, it is the largest trailer on the road with an extra axle and an additional 8.5 feet of length. It takes special skill and care in hauling and SEE DEREK NORMAN’S | PAGE 13
DSN is now one of the largest companies serving the Okanagan CREDIT:DSN TRANSPORT
"We are making friends by Accident"
Congratulations to the team at DSN Transport on your 25th Anniversary! Commercial truck & trailer repairs Since 1995
Two Locations to Serve You: Kelowna 250-765-7622 2659 Norris Road,
Langley 604-882-3877 #14 – 19926 96th Ave,
firstname.lastname@example.org • www.tridemservices.com
Proud to work with Derek and his Team! Come by and see us at 1075 Railway Ave Kelowna
Although DSN had several cranes in the past, in 2002 it focused only on the trucks CREDIT:DSN TRANSPORT
DEREK NORMAN’S CONTINUED FROM PAGE 12
logistics. “Tolko had a specific route in mind, transporting veneer from their plant in Lumby to A rmstrong. But that si ze of trailer is highly regulated, it can’t just go on any roads, it must avoid side roads and stick with the major thoroughfares,” Norman explained. “Tolko had it specia l ly-made w ith DSN helping out on the specs. I felt very honoured that Tolko chose DSN to take on the job.” A few yea rs ago, Norma n’s m e n to r, H i m e r, t h o u g h t i t w a s t i m e t o s e l l h i s b u s iness, Newtrux. He contacted Norman and they began negotiations. “It was a big company and it took a while to work out all the
details as there was a lot involved,” he said. “But on August 1 of 2014 we toasted the acquisition. In total, DSN now has 50 trucks on the road all run under our licensing with 90 per cent owned under the DSN umbrella.” Pidherny said that with IRL’s long standing place in the industry and Cookson’s 50-year history, it is now in an ideal position of being able to support DSN and New tru x with future growth throughout BC. No r m a n s p e a k s m o d e s t ly about his success, putting the emphasis on his team of suppliers, clientele and workers as the reason for why his company is still driving strong and growing. He downplays the fact that up until only a few years ago, he was the staff, running every aspect of the business
from logistics to driving and maintenance. “I have an incredible staff,” he said. “I’m basically sitting at the 30,000-foot level overseeing all aspects of the business, with good people taking care of the on-the-ground, handson work.” Now that Newtrux has joined DSN, Norma n is focused on ensuring that the level of ser v ice bot h compa n ies a re known for is maintained, with consistency and efficiency a priority. “Right now, DSN owns its office building with rented space for storage in Vernon, Kamloops, Kelowna, Langley, Hope and Chilliwack. We have a lot of customers located throughout BC, so we wanted to make sure our trucks were strategica l ly lo c a te d fo r of f lo a d i n g
easi ly from a l l poi nts to the lower mainland, Calgary and Edmonton.” Norman added that when it comes to the company name and brand, that is still in transition, to be revealed shortly. He wants the two companies to amalgamate under one name to make it more efficient for dispatching and administration. But he also said that it isn’t easy coming up with the right name, especially as it will be seen throughout the Western provinces. “W hen I first incorporated under the DSN name I had no idea what to call the company. T he l aw yer a s ke d m e a nd I thought, why not my initials? What I didn’t realize was that everyone would get the name wrong! People say DNS often. So, t h i s t i me I wa nted it to
make a statement about who we are for easy recognition.” “Over the years I’ve been very lucky. My wife has been very supportive, even when we were first starting out and didn’t have much money. But I worked with good people, and with a handful of trucks made a decent living. Having 50 to 100 trucks is still manageable.” He added that March of this past year was the company’s best month ever and he took the whole staff out for dinner to celebrate. “I have a great staff,” he said. “It’s a real team effort that’s gotten the company where it is today; running like a well-oiled machine.” DSN T ra nsport Ltd a nd Newtrux is at 215 Neave Road in Kelowna www.dsntransport.com
DSN Transport, To celebrate your 25th anniversary, we bought a cake. It was delicious. Congratulations on 25 years in business!
Congratulations, from all of us!
Wishing you continued success! 250.764.8797 | www.aquahotwash.com
Congratulations to Derek on your 25th Anniversary!
Oﬃce: 250-765-5555 150 Edwards Road, Kelowna www.rjameswsf.ca
4700-23rd Street, Vernon, B.C.
• • • •
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• Drain Cleaning • Fleet / Farm • Ice Removal
• Parking Lots • Road Construction Clean Ups • Subdivision Clean Ups • Line Painting Preparation • Seal Coating Preparation
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MOVERS AND SHAKERS
Garden Tourism Awards.
Terrafina at Hester Creek has joined RauDZ Restaurant and RauDZ Creative Concepts. RauDZ is owned by Chef Rod Butters and Audrey Surrao.
Capri Insurance was recognized as one of the Best Workplaces in Canada by the Great Places to Work Institute Canada.
Burnt Créme, owned by Chef Henry Truong, has recently opened for business. Find out more about this catering company at www.burntcreme.ca.
Max and Anna Carbone are the new owners of Kelowna Century 21 Assurance Realty. They purchased the company from Myrna Park after relocating from Toronto. Grant Lawrence, a local software executive and investor, is the new chapter president for the Kelowna chapter of the VA Angels. The organization aims to connect angel investors with pre-screened emerging entrepreneurs.
by Parminder Gondara, has opened at #110 1950 Harvey Avenue in Spall Plaza.
OMREB (the Okanagan Mainline Real Estate Board) announced their board of directors for 2017/18. Directors are Erin Leek, Kim Heizmann, Bill Hubbard, Joe Pearson, Sheryl Lobsinger, Kent Jorgenson, Michael Loewen, Brent Pay, and Cliff Shillington. The executive includes Tanis Read (president), Anthony Bastiaanssen (past president), and Marv Beer (vice president).
Katie Newman is the new leader of retail banking and imperial service teams at CIBC Orchard Park.
Valentina Trevino has returned to the Central Okanagan Economic Development Commission after a one year leave of absence. Trevino will continue as a Business Development Officer. Mission Group Homes Ltd. announced that Luke Turri is moving into the role of vice president, development. Rocket Builders 2017 Ready to Rocket Digital Health List recognized Kelowna-based CoreHealth Technologies. The list recognizes top private BC companies positioned to capitalize on growth. The Kelowna-Kasugai Sister City Association announced their 2017 board of directors. Cathy Jennens is president, Ken Fix is vice president, and Nagisa Wood is treasurer. The directors are Heidi Mitchell, Bernice Sebastian, Harold Wood, Alice Hargreaves, Juno Charpentier, Marya Raty, Pat Horrobin, Chris Jennens, Arlene Henderson, Kathleen Rowe and Brian Rowe. Valley First Credit Union welcomes Meaghan Racine to their team. Racine was the marketing development specialist at the Thompson Okanagan Tourism Association. Local company PJ’s Party Cakes is now 40 years old. Owned by Daren Williams, the business is currently located at 651 Grandview Road. Barcelos Flame Grilled Chicken, owned and operated
Smallprint Okanagan, owned by Suzanne Henderson, has opened. Find out more about the company at www.smallprint.com.
The City of West Kelowna was recognized with the BC Recreation and Parks Association (BCRPA) Facility Excellence Award 2017. The award acknowledged the Amphitheatre and Skate Park in Memorial Park. Tom Harris Cellular welcomes Mike Erdmann as their new sales manager for the Okanagan. Erdmann will oversee all sales in the ThompsonOkanagan region of BC. JC Plett has opened Galleria Fashions Boutique at #107 3480 Carrington Road in West Kelowna. The Delta Grand Hotel has named Peter Gillis as their new general manager. KF Aerospace has announced that Shane Grant will be taking the reins as their new director of finance. Grant will be replacing Meryle Corbett, who is moving to another position after 10 years with the company. Kelowna Home Instead Senior Care, owned by Don and Anita Henke, is celebrating their 15th anniversary. Bruce McAuliffe, president of Black Press’s BC South Division announced his retirement, effective April 14th, after nine years in the position. The McIntosh Centre, located on Leckie Road, is now completed and ready to house tenants. The four storey building has over 74,000 square feet in space. Hector’s Casa, located at 2911 Pandosy Street, is now owned by Francisco Merinero. Kelowna welcomed tech repair retailer uBreakiFix, owned by Cam Mehling. This is the company’s fourth BC location, and first location in the Okanagan. Steven Cheung has opened
Canada Infinity Tour Services Inc. at #18 1873 Spall Road, at the Spall Business Centre. Find out more at www.myinfinitytravel.ca. Sean Watson has been named as the new store manager at Safeway on Bernard Avenue. The Mission Thrift Store, located at 120 1889 Springfield Road, is undergoing renovations. They are also celebrating their 25th anniversary this year. Northside Industries is celebrating their 50th anniversary. The Medicine Shoppe Pharmacy at 2441A Main Street in Westbank has expanded. This downtown location is owned and operated by Paolo and Tracey Sales.
Road. The Kelowna and Penticton Hometown furniture stores are closing for renovation. The Memorial Parkade in downtown Kelowna is now complete with over 500 parking stalls available. Kelowna lawyer Garry Benson, Q.C. recieved a 2017 BC Community Achievers Award. Benson was one of 26 recipients from around the province who was recognized for their community building and volunteer efforts. J Wright Plumbing & Heating Ltd. is celebrating their 50th anniversary. Find out more at www.jwrightplumbing.ca.
Pam and Warren MacPhee sold the Cora restaurant in Orchard Park to Douglas Chan, Wendy Cheung, and Kenneth Chau.
Canadian Blood Services announced that Jenna Kiesman is the new event coordinator at Canadian Blood Services. She will be in charge of a region spanning from Kamloops to Penticton.
Locally owned Downtown Eyewear has undergone a recent renovation. The business, located at 547 Bernard Avenue, is owned and operated by Courtnay Poole.
Discover Kelowna Resort Accommodations is under new management, and is now located at 100 1668 Ellis Street. Find out more at www. dkra.ca.
Shilo Ashbury, owner of Ashbury Bridal, has opened an expansion store called Ashbury’s Attic at 534 Bernard Avenue.
Pepper Alley Arts, owned by Evelyn MacMillan, has been launched at Vibrandt Art Gallery Studios at 1295 Cannery Lane.
Owner/operators Sean and Leanne Misfeldt, Gary and Joan McEwan, Brett Federko, and Meghan Longpre have opened their Pharmasave location at 505 Doyle Avenue.
This year marks the 15th anniversary for International Gateway Kelowna (IGK). IGK is owned and operated by Ms. Chong He (Coco) Koh.
The Jane Hoffman Group was recognized at the Coldwell Banker International Awards. The firm was recognized as the #1 Team in Canada, the #1 Team in BC, and the #4 Team in North America. Bill Everitt has recently begun working as a business advisor. Everitt is the former COO of the Southern Interior Construction Association. Joanna Bernath has opened Fresh Dental Hygiene at 206 1139 Sutherland Avenue. The practice is Kelowna’s only dental hygiene studio. Maria’s Hair Fashions welcomes Adina Heide to their team of stylists. The company is owned by Tammy Lloyd, and is located at 1695B Burtch
Norm Letnick’s Kelowna-Lake Country campaign office held its grand opening on April 8th. TSTM is opening on May 16th in The Bay. Their grand opening celebration will be held on May 20th. Sticks + Stone Design Group owner Carla Bond-Fisher won the Applied Science Technologists and Technicians of BC (ASTTBC) Top in Technology Award. The Okanagan Centre for Innovation is now open for business. The Okanagan Lavender & Herb Farm was awarded Canada’s Garden Destination of the Year by the Canadian Garden Council. The award was announced at the 2017
Ed Wouda and Linsday Lapointe have opened 350 Bakehouse and Cafe at 567 Bernard Avenue. The Chardonnay du Monde Competition recognized Summerhill Pyramid Winery with a gold medal for their 2014 Chardonnay Ice wine. The detail centre at Kelowna Toyota is now open. Dennis Mitchell, owner/operator of IGA in Rutland, has announced his retirement after 28 years in business. The A.C.T./UCT Kelowna West Club #1003 announced their 2017/18 board of directors. Susan Warner was named president, John Grant was named vice president, and Keith Preece is the past president. Phoning committee members include Pat McGivor, Sheila McClelland, Shirley Carter and Dorothy Richardson. The executive is comprised of Dave Roseberry, Rick Warner, Lee Pearston, Penny Pearston, Sheri Melrose, Dick Melrose, and Sheila Falk. Van-Kel Irrigation is now located at 101 199 Pinto Road. The Central Okanagan Hospice Association (COHS) is now located at #200 1890 Cooper Road in Orchard Plaza. Rihanna Moghadas, Rick Simpson, and Tanis Gieselman have been appointed to the Environment Advisory Commission for the Regional District of Central Okanagan.
KAMLOOPS The City of Kamloops presented Distinguished Service Awards to Merek DeWitte, Jonathan Fulton, Bryce Herman, Gillian Stephenson, and Danica Wilkinson. The awards recognize volunteers for their contributions to the community. Kia Motors Kamloops recognized Justin Sommerfeldt as their top achiever for all of 2016. Kamloops Fire Rescue is now under the leadership of their new chief, Mike Adams. Adams will be replacing recent retiree Dale McLean. Urban Barn Kamloops is SEE MOVERS AND SHAKERS | PAGE 15
MOVERS AND SHAKERS
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celebrating their 10th year in business. They are located at 1210 Summit Drive. Mercedes-Benz Kamloops named Norm Langlois as their salesman of the month for March 2017. Sun Rivers Golf Course is making moves toward community ownership. So far, over 80 per cent of the necessary memberships are provisionally sold. Best Beauty Buys, located in Sahali Mall, is closing their doors. Michael Holbrook is Kamloops Hyundai’s top achiever for the month of March. HMZ Law welcomes Merv Sadden to their team. Sadden will be joined by his team of paralegals, Janelle Turner, Tracey Neville, and Jenny Maloney. Merv brings 27 of experience in motor vehicle related cases to the firm. Nigel Baillargeon is the top salesman for March 2017 at Kamloops Chrysler Dodge Jeep. The Thompson Valley Orchestra is saying farewell to their conductor, Norris Berg. Berg is retiring in May after over 20 years with the orchestra. Mark Weiler is Smith Chevrolet’s top achiever for the month of March. SD73 has hired Robert Koopmans as a communications specialist. Koopmans was the former editor of the Kamloops Daily News. He has also worked as spokesperson for KGHM Ajax. Mike Rosman RV Sales is celebrating their 31st anniversary. Ron Mundi has purchased the Thompson Hotel and Conference Centre on Victoria Street. Zimmer Wheaton has named Gaetano Briglio as their top salesman for March. Kamloops Ford Lincoln announced Jeff Hunter as their salesman of the month for March.
OLIVER/ OSOYOOS The Osoyoos Times won five major awards at the 2017 Canadian Community Newspaper Association (CCNA) Awards. Oliver Elementary School has named Jason McAllister as their new principal. McAllister was the former vice principal for Osoyoos Elementary School. Doug Lamb, Sara Amos, and Jamie Cox have resigned from their positions as
executive members for the South Okanagan Chamber of Commerce. This followed the resignation of Denise Blashko, former executive director. Joey O’Brien has moved on from his position as managing director of Mt. Baldy. He has been replaced by A ndy Foster, who will be functioning as the resort’s assistant general manager.
PENTICTON Cascades Casino celebrated their grand opening on April 5th. They are located at 553 Vees Drive. The Save-On-Foods at 2111 Main Street opened their new wine store this April. The store has over 900 varieties of wines from over 160 local wineries. Nufloors at 1397 Fairview Road has recently completed renovations. Legion Branch 40, located at 502 Martin Street, celebrated their 90th anniversary on April 29th. The Penticton Western News was recognized at the Canadian Community Newspaper Awards. They took home three major awards, including second in Best AllAround Newspaper, first for Best Front Page, and second for Best Editorial Page.
at 4 1133 Eagle Pass Way, Sicamous. Rosa’s Taco Stand, located in Blackburn Park, is now open. They can be contacted at 250804-3917. A new artisans’ market will be opening in Sorrento this month. They will be located next to the Lighthouse Market. Hyde Mountain Golf Course welcomes Bob Genoway as their new General Manager. This year marks the 50th anniversary for the ThompsonNicola Regional District. They are recognizing the occasion with a series of events. More information can be found at www.50th.tnrd.ca. Ian Gray’s Salmon Arm GM welcomes Steve Fabro to their sales management team. The Downtown Salmon Arm Board has been named: Kailee Ramsell, Nicole Mundy, Ron Langridge, Jennifer Broadwell, Steve Reid, Jacquie Gaudreau, Sebastian Hofstetter, Bill Laird, Althea Mongerson, Brent Moffatt, Deanna Connelly, Jeff Johnson, and Sheri Greeno.
Two winery lounge requests have been approved by city council: Little Engine Wines and Time Winery.
The Summerland Chamber of Commerce has named their board of directors for 2017. This includes Julian Scholefield, Spencer Brown, Nick Ibuki, Colin Powell, Marion Christian, Erick Thompson, and Kari Harding.
The Summerland Ladies Auxiliary is celebrating their 90th Anniversary.
Shuswap Optometric Centre is saying goodbye to Wendy, who has been with the practice for 25 years. The Shuswap Hospice Society celebrated their Grand Opening at their location in 781 Marine Park Drive. The Salmon Arm Observer won second place for general excellence in its circulation class at the Newspapers Canada Better Newspapers Contest.
Monty Davis and C. Lawanda Henderson have returned to the team at Royal LePage Downtown Realty. Davis will be working as Managing Broker for the Vernon and Armstrong offices.
Peter Jory has been named as the incoming superintendent for the North OkanaganShuswap School District. Jory will be replacing Glenn Borthistle, who will be moving on as of August 31st.
The Enderby location of Ashley Homestore is permanently closing.
Steve Russell is Vernon Toyota’s top salesperson for March.
E-Wyn Weight Loss Studios celebrated the grand opening of their Vernon location at 4412 27th Street, Unit #106. Justin Coulter was recognized as the salesman of the month for March at Vernon Hyundai. Dream Easy Showrooms, located at 4416 27th Street, is celebrating their 23rd year in business. Watkin Motors announced Sean Lewko as the salesperson of the month for March. Electric Paper Company has been purchased by Wayside, another printing business. Electric Paper Company will continue to operate with their current branding. Bannister GM named Robert McLaren as their salesperson of the month for March. Max Russman has joined the team at Mussio Goodman Injury and Estate Litigation. Russman was recently recognized as one of Vernon’s Top 20 Under 40.
North Okanagan Skin & Laser celebrated their Grand Opening on April 21st at #101 3401 33rd Street. The 8 finalists for Vernon Woman of the Year have been announced: Pamela Owen, Suzanne Robert, Sareena Nickoli, Sue Beaudry, MaryJo O’Keefe, Elise Allan, Kim Nasipayko, and Emily Hladych. Enderby’s Michelle Cornish recently published Keep More Money: Find an Accountant You Trust to Grow Your Small Business, Increase Profit, and Save Tax. Sensors Quality Management (SQM) has moved into a new research centre on 31st avenue. Sue and Pete Solymosi, Brad Perepolkin, Brian Langer, Daryl Eyjolfson, and Deb White, received various national awards of recognition from Dominion Lending Centres. Bannister Honda named Gene Kushniruk as their March salesperson of the month.
Fitzpatrick Family Vineyards is now open for business at Greata Ranch. The vineyard is owned by Gordon Fitzpatrick. Mirjana Komljenovic, a Summerland volunteer, was nominated in the social change category for the RBC Canadian Women Entrepreneur Awards. The awards will be presented in November of this year in Toronto.
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The Pharmasave at 270 Hudson Avenue recognized Shannon for becoming a Hormone Replacement Therapy Specialist through the Pharmaceutical Compounding Centres of America (PCCA).
Krause Jewellers has moved into a new location at the former A.E. Berry Insurance building. Their new location is more than twice as large as their previous home.
Ginny Becker, Program Manager
Askew’s Uptown Pharmacy welcomes Shannon Beck to their team, but will be saying farewell to Kim, who is retiring.
The Greater Vernon Chamber of Commerce recently launched a new certification program for their members.
TriCrown RV celebrates their grand reopening on May 6.
Dalvir Nahal, a local councillor, was recognized with a BC Community Achievement Award for 2017.
Parkland Dental Centre is celebrating their 5th anniversary. Owned by Dr. Bruce Prokopetz, they are located
Fabricland is celebrating their 40th Anniversary.
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WHERE IS ALL THAT FEDERAL INFRASTRUCTURE MONEY?
here’s the investment? During the 2015 federal election campaign, Justin Trudeau promised to invest billions of dollars into “infrastructure”, much to the delight of the electorate. Nearing the midway mark of 2017, and a year and a half since the Liberals formed government, we are well aware of an increase in spending. A “promised” $10 billion deficit ballooned to $30 billion in their first budget. The announced federal budget deficit this year is $28.5 billion – three times the promised campaign number. Where has the money gone? And more importantly, where is the promised “infrastructure”? Generally speaking, when we see the word infrastructure, don’t we
expect an investment in structure? Bridges? Roads? Facilities that only government can and should be commissioned to build – sewer, water, etc.? These are the necessary components of any economy that enable the private sector to do what they do best – create wealth and jobs. If by using the word “infrastructure”, Trudeau meant to say “people”, well, that has merit. Investing in people is good. Except that wasn’t what was insinuated. We are watching the Liberals send millions of Canadian dollars overseas to various countries for numerous causes. As in when the United States recently bombed the airport in Syria following their government’s use of sarin gas on its own people. And Trudeau promptly announced $840 million in foreign aid to Syria. In the run-up to the last election, voters expressed frustration concerning the amount of money the federal government was distributing in foreign aid - even though the Conservatives had steadily pared that back. The very strong question was: “Shouldn’t we be looking after our own backyard, first?” A very good question indeed. Most certainly, we should be looking after Canadians first,
with Canadian dollars. That’s what taxes are supposed to be utilized for. Canada’s social safety net is already one of the most generous in the entire world. But the best way to boost revenues and therefore contribute more in that matter is to have a growing economy. This country needs that significant investment in infrastructure that Trudeau promised, and one would suspect that’s one reason why voters overlooked the Trudeau family favourite – deficit spending. If Canadians thought they could get bridges and roads and dams and other structures so necessary for a healthy economy built, then they believed they could live with it. Look at the dividends that result from funding injected into upgrading the John Hart Dam near Campbell River. The Site C Dam, the third dam on the Skeena River in northern BC. The McKenzie Interchange in Victoria, intended to reduce traffic congestion in the region. All of these significant expenditures result in well paying jobs from highly skilled trades and has a massive trickle-down effect and significant socio-economic benefits. Working people are busier people, who are more productive,
active and healthy. Bringing home a sizeable paycheque from a meaningful job is very good for one’s self-esteem as well. It’s much, much more beneficial to everyone when people are working. As a country, we help those who cannot help themselves. That’s what generous Canada does. Yet the excesses of a welfare/government dependent system that is taken advantage of by those who can work, but choose not to, makes people dependent on “big brother”, and keeps them idle and non-productive. When government pays people more to stay home and do nothing, making it only marginally beneficial to go out and get a job to provide for themselves and their families, it’s a clear sign that the social safety net has become excessive and failed to reach its ultimate, intended goal: Helping people. Giving people something for doing nothing doesn’t help them get up on their feet and become productive, financially contributing members of society. It weakens them – and the country – in the long-term. That’s generally not positive long-term investment in “infrastructure”. Highway investment is much more than fixing a few potholes
– it’s improving traffic flow and adding lanes for cars and trucks where traffic volumes call for it. It’s bad for business when trucks filled with goods and supplies spend hours on the highways, puttputting along at 15 kilometres per hour, due to traffic congestion. In business, time is money, and that collective slowness increases the cost of doing business. What could be a 15 minute drive becomes an hour. . .a two-hour trip now takes six hours at the wrong time of the day. When governments distribute money in such a way that causes people to become more dependent on government hand-outs, even though it provides short-term relief, it also has long-term negative repercussions. People aren’t encouraged to get out and fend for themselves, working and creating jobs and an independent financial future for their families. Canada expects the federal government to fulfill its promise of investment in infrastructure. Yesterday. If it’s in projects, it will not only give us what we need to move the country forward, those projects will help everyone move forward, including the people building them with well paying jobs.
LIBERAL FINANCE MINISTER MORNEAU DETACHED FROM ECONOMIC REALITY
THE FRASER INSTITUTE JASON CLEMENS & NEILS VELDHUIS
anada’s anemic economic growth should be of the upmost concern to Canadian policymakers - but it’s not. In 2016, the economy had one of its most difficult years, with growth at a mere 1.3 per cent. Looking forward, it doesn’t get much better. The federal Department of Finance predicts economic growth will average just 1.6 per cent out to 2030. Why then is Finance Minister Bill Morneau so detached from the state of the economy? Consider a recent interview on
CBC’s Power and Politics. With respect to economic growth, the m i n ister cla i med: “O u r plan is working. We’ve seen real improvements.” In reality, however, growth expectations from private-sector economists have consistently declined since this government came to power. The Liberal’s 2015 economic update forecast average economic growth of 2.1 per cent over the next five years (20162020). Budget 2016, the first full budget for the new government, lowered expectations for future growth to 1.9 per cent. Expectations were further downgraded to 1.7 per cent in the 2016 economic update and 1.6 per cent in Budget 2017. The minister is also mistaken about Canada’s competitiveness and policies that are critical to ensuring a positive economic environment for investment and entrepreneurship. For instance, he claimed: “we have a very competitive tax situation right now from a corporate standpoint.” Morneau seemed to be talking about statutory or listed corporate income tax rates. Among the 35 industrialized countries that make up the Organization
for Economic Co-operation and Development (OECD), Canada’s federal corporate income tax rate (15 per cent) is tied for the third lowest. However, this ignores sub-national corporate income tax rates that must be combined with the federal rate to properly measure national competitiveness. Canada’s 26.8 per cent combined (average) federal and provincial corporate income tax rate ranks 23rd in the OECD. It’s hard to see how 23rd out of 35 countries positions Canada as “very” competitive. The minister also boasted about raising taxes on higher income earners, which seems to indicate he’s u nawa re how such increases affect potential investment from Canadian and international investors, businesses and entrepreneurs. The tax hike on upper-income earners has worsened Canada’s competitive disadvantage on personal income taxes. The minister would also not state clearly that the government won’t raise capital gains taxes or taxes on stock options, both critical to entrepreneurs and business startups. On tax fairness, the minister
stated: “I want to know that two people living side by side, one earning the same as the next, actually have the same rate of tax.” Here, the minister seems oblivious to the fact that his own actions in Budget 2016 worsened tax fairness for households by ending the limited income-splitting for couples with young children. For ex a mple, i n 2016, two households both with two parents and two children and the same income, say $120,000, would have had markedly different tax bills depending on the split of the income between the spouses. The household with two working parents each making $60,000 would have paid $21,187 in personal income and payroll taxes (both provincial and federal). The other house, where only one parent worked outside of the home, would have paid $30,409 in taxes. Lastly, the minister’s comments about the importance of dealing with “middle-class anxiety” seem detached from his government’s policies. He clearly doesn’t think large budget deficits, with no plan to return to a balanced budget, causes anxiety for Canadians. This stands in direct conflict with recent polling data that
shows Canadians are increasingly concerned about deficits. Indeed, in one poll released just after the budget, Canadians ranked deficits as the third most important economic issue facing the government. It also ignores the uncertainty such deficits and mounting debt introduce into Canada’s economic environment. Such deficits mean a higher likelihood of increasing taxes in the future since deficits are simply taxes deferred. In response to uncertainty, people take a wait-and-see approach to investment and entrepreneurship or, worse, decide to take their business outside of Canada. A nem ic e conom ic g row t h and lack of private investment in Canada make it all the more important to improve Canada’s investment climate. Not only has the federal government done the opposite, the minister of finance seems worryingly detached from the policies of his ministry, their effect and the state of the economy. Jason Clemens and Niels Veldhuis are economists with the Fraser Institute.
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KELOWNA Strong And Healthy Spirit Of Innovation Beats At Heart Of Kelowna’s Business Community With The Third Largest Tech Sector In The Province, Kelowna Is No Longer Just A Place To Enjoy Fine Wine, Good Food And Sunbathing
Several organizations, angel investors and the Atrium Investment Fund dedicated funds to nurturing early stage companies in the tech sector CREDIT:KELOWNA SUSTAINABLE INNOVATION GROUP
On The Beach
ELOWNA – At the heart of Kelowna’s business community beats a strong and healthy spirit of innovation. Ranked by Financial Post as the top entrepreneurial city in Canada, the largest city in the Okanagan has a burgeoning tech industry, an impressive number of start-up companies and a booming housing market. Mayor Colin Basran believes the migration to his community is due to a number of factors that include municipal initiatives and incentives, a low business tax rate and availability of space for growth. “Council is cognizant of looking to the future for city planning and considering the need for both industrial and manufacturing space. Kelowna has land and areas where there is room to grow and is still affordable.” He also feels that the airport plays a central role in opening the city to remote workers who are looking for the lifestyle Kelowna offers, and to larger corporations wanting satellite offices near a skilled workforce. “Kelowna’s city council directs the airport which makes it more responsive in communicating its needs to the city. It’s one of a few airports that are municipally owned. In 2016 is showed a 9 per cent increase over 2015 in
Mayor Colin Basran feels that municipal initiatives, innovative thinking and room to grow are a few of the reasons why so many businesses and people are relocating to the city
Kelowna Sustainable Innovation Group recently opened its doors to 105,000 square foot facility in Kelowna’s downtown core CREDIT:KELOWNA SUSTAINABLE INNOVATION GROUP
CREDIT:CITY OF KELOWNA
passenger numbers. It’s the tenth busiest airport in Canada.” But the biggest draw to the city comes from the its $1.3 billion tech industry. “We have the third largest tech hub in BC, after Vancouver and Victoria and the fastest growing in the country. It’s been a game changer for the Okanagan,” said Jeff Keen, director, Kelowna Sustainable Innovation Group. He said that rise of the industry in the region began with several SEE KELOWNA | PAGE 18
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KELOWNA CONTINUED FROM PAGE 17
small tech companies like Vadim Software, QHR Technologies and Club Penguin. It took off when Disney stepped in, purchased Club Penguin and opened its only production studio in Canada. “Disney acted as a catalyst for making the world notice that Kelowna wasn’t just a place to holiday, drink wine, enjoy good food and sunbathe on the beach,” he explained. “Today, 700 tech companies employ more than 7500 people. Between 2013 and 2015 we saw a 30 per cent increase in revenue generated by this sector alone.” He added that the value from this phenomenal growth has brought a variety of highly skilled people to the city. “We’ve seen a strong spin off effect as many of the start-ups and larger companies need senior management people and all levels of professionals in their operation. Disney has done a tremendous job attracting these people to the region.” Another bonus is evidenced in post-secondary institutions. In September 2017, Okanagan College will welcome the first intake of students enrolled in its Animation Diploma program. T he P rov i nce is prov id i ng $250,000 to support the first year of the two-year program which will give students the skills needed for careers in the animation industry.
Visiting individual businesses help council understand and better respond to the community’s needs CREDIT:CITY OF KELOWNA
Jeff Keen believes that Disney has done a tremendous job attracting people skilled in technology to the region CREDIT: KELOWNA SUSTAINABLE INNOVATION GROUP
Okanagan College president Jim Hamilton said that the Province’s support is welcome news for students as well as employers in the industry who will soon have access to a group of highly skilled animators in the Okanagan. Keen pointed out that innovative programs like these are keeping
The Innovation Centre, officially opened April 7, seeks to solve the challenge of diversifying from resource and manufacturingbased economies to knowledge-based
Kelowna airport is municipally owned allowing council to be more responsive to its needs
CREDIT:CITY OF KELOWNA
CREDIT:CITY OF KELOWNA
graduates in the region adding fuel to the hot housing market. “In 2006-2008 about 70 per cent of grads were leaving to seek employment elsewhere. Today, those stats have flipped, with a larger percentage of skilled graduates finding work in Kelowna.” Kelowna Sustainable Innovation Group is also creating opportunities through its Okanagan Centre for Innovation. An almost 105,000 square foot facility, it officially opened April 7 of this year and is located in the heart of Kelowna’s Cultural District. The state-of-the-art building, conceived by a group of entrepreneurs and community and civic leaders, seeks to solve the challenge of diversifying from resource and manufacturing-based economies to knowledge-based
and will house everything from two person start-ups to large technology and innovation firms as well as publicly supported space and services. “Kelowna has a significant number of start-up companies,” Keen said, adding that many of them need the support and community this kind of facility offers and that new investment funds are looking to support the industry by establishing a venture capital presence. “A long-time challenge facing all founders of early stage tech companies and, specifically, companies based in the Okanagan is access to a formalized funding source. Many times these founders are forced to seek capital outside the local community and we aim to change that,” said Keen.
Anchored by commitments of $1,000,000 from the Southern Interior Development Initiative Trust, $750,000 from Interior Savings Credit Union, and a growing list of forward-thinking angel investors, Atrium Ventures VCC Inc. (Atrium) is a $5,000,000 investment fund dedicated to nurturing early stage companies in the tech sector. For Basran, the benefits to his community can be seen in the large catalogue of capital projects the city is moving forward with and in the shifting demographic. “Kelowna is a top choice for quality of life,” he said. “We’re seeing more young people and families finding work and thriving here, enjoying the natural setting, rich culinary experiences, arts and culture, mobility and relative affordability.”
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corp o rate t ra in in g @o k a n a g a n . b c . c a
Okanagan College builds training plans specific to a business’s needs, budget and timeline
ELOWNA – For BC businesses, having a highly skilled and engaged workforce is a value that cannot be overstated. It’s what can lead to improved productivity and innovation as well as stronger competitive edge. “Corporations realize that investing in the human capital within their business adds value on several levels,” said Dennis Silvestrone, Director of Continuing Studies and Corporate Training at Okanagan College in Kelowna. “It enhances overall success, helps employees do their job better and improves overall job satisfaction and employee retention.” But not every business requires the same kind of skills or training. Which is why, Okanagan College, as part of its commitment to providing training that is responsive to industry and community needs, has developed customizable training programs for Thompson Okanagan businesses. “We sit down with the company and look at its pressure points or the areas of challenge, and build a training plan specific to its needs.”
Drawing on the College’s extensive training resources, materials and qualified instructors, the Continuing Studies and Corporate Training Department customizes programming and delivery options, whether that’s onsite or online. “Our clientele includes small and large corporations, some with satellite offices around the Province, First Nation Bands, non-profit groups and various levels of government. It can be as an adjunct to ongoing training and be group-based or one-on-one coaching.” Silvestrone added that most of the programs’ clientele is looking for improvement in soft skills such as leadership, communication, customer care, time management, conflict resolution or succession planning. But he emphasized that all are looking for better and more innovative ways to grow and increase their company’s prosperity. “Accessing resources the College already has in place provides a variety of distribution channels, increasing corporate participation while fitting any budget,” he explains. Keeping the Okanagan region’s economy moving forward - while supporting learners every step of the way – remains a top priority for the College. Okanagan College Corporate Training Solutions is at www.okanagan.bc.ca/corporatetraining
LAUNCH CONSTRUCTION NAILS KEYSTONE GOLD Looking at challenges through a results based lens helps company land diverse and unique projects
HUSWAP – Brad Long believes firmly in the adage that creating the impossible just takes a little longer. That’s probably why his compa ny, Launch Construction, recently won Keystone Gold Winner at the Canadian Home Builders Award Gala for best residential renovation between $300,000 and $750,000 and did the same last year with a Keystone Best Residential between $500,000-$750,000. “Last year’s house took a bit of ingenuity,” he said. “The homeowners wanted a six-bay garage but the slope of the property didn’t allow for the traditional design. We made the house three stories, with half of the garage bays underground and accessed via a lift. In addition, so the homeowners could get from the garage to the house, we installed an underground tunnel.” The finished project had a total square footage of 6750 sq. ft. The garage is 2500 sq. ft., a suite above the garage is 1250 sq. ft. and the main living area is 3000 sq. ft. “The bylaws required the garage to be attached to the house, and the homeowners didn’t want the living space underground, so the connecting tunnel, which has a covered roof, satisfied the residents and met the bylaws.” This year’s winner was equally as spectacular with the addition of an in-ground lap pool, media room, and upgrades that include a suspended slab in the garage, covered deck space that blends beautifully with surrounding nature-scape, granite counter tops, and finishing touches like an anchored granite table as a centerpiece and meeting place in the kitchen, and parking for a large RV. “My father was a developer so
Launch Construction recently added another Keystone Gold to its growing mantel of plaques CREDIT:LAUNCH CONSTRUCTION
“The homeowners wanted a six-bay garage but the slope of the property didn’t allow for the traditional design.”
Launch Construction also has commercial projects under its belt, like the WolfWillow Lodge CREDIT:LAUNCH CONSTRUCTION
BRAD OWNER, LAUNCH CONSTRUCTION BLIND BAY
I’ve been in the business since I was eight years old,” Long noted, adding that because of his long history in the industry he doesn’t view project challenges as problems, just as having solutions waiting to be discovered. He’s had a successful career in building. Right from the beginning, at the age of 17, when he moved to Banff and began carpentry school. “In my second year, I earned top marks in all my foundation courses,” he said, adding that his success continued when he won an apprenticeship position with
Launch’s relationship with Westwood Cabinets has allowed it to create outstanding design features and helped it win Keystone Gold CREDIT:LAUNCH CONSTRUCTION
a large commercial developer. “I built six hotels and two high rises as the project manager,” he recalled. “It was a great learning experience.” C it y l i fe wa s not wh at h e enjoyed, however, so he moved back to Blind Bay, Shuswap Lake and with a friend, created Launch
Construction. “It was just myself and 2 employees and a couple of pieces of used equipment,” Long said. “But I always had an entrepreneurial streak so it made sense to start my own company.” Their first job was a commercial renovation in Monty Lake and in
Recline Ridge, a 6000-square foot pressure-treated post storage facility. Launch explained that during this time he was getting to know the lay of the land, meeting other trades and getting a better understanding of what it was he wanted to specialize in. Custom built homes seemed like a good fit. “I was doing about three custom homes and six renovations a year with a crew of about three or four guys. Today, I have 22 guys that are top notch. But it was a challenge finding them.” He said that over the past five or six years and, the interior’s booming construction industry, finding good people had been a challenge. “You’d almost want to hire any hitchhiker passing through town, you’d be that desperate.” Long explains that now that he has what he sees as a winning crew, he works hard at keeping them. He’s proud of the fact that he’s one of the only construction companies that offers extended SEE LAUNCH CONSTRUCTION | PAGE 20
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Before its winning renovation the deck was underused and didn’t take advantage of the surrounding views
Launch Construction has earned a reputation for taking on projects with challenges and turning them into stunning homes
LAUNCH CONSTRUCTION CONTINUED FROM PAGE 19
health benefits. “Launch has created several divisions that include specialists in excavation, structure, foundation and framing work and lock up. There is a specific flow from one stage of a project to the next. When you have good people who know their jobs, the project moves efficiently. Keeping those skills in the company is worth putting in the extra time and resources.” “It’s not a dictatorship. I am engaged and involved with every project, spending time with my foreman and going on the job with the apprentices. I envision my company as a team with each team member sharing in the successes of the business and that includes the extra perks of health benefits.” Part of Long’s success comes from this non-conformist thinking and outside-the-box attitude. He chuckles when he explains that his company gets projects that are unique, with at least one seemingly insurmountable challenge. “We seem to have gotten a reputation for dealing with the diverse,” he said. “One job the homeowner only wanted me and he wanted me to bring my crew to
New Denver to design and build his house. At first, I said no, because of the amount of traveling. His reply was ‘yes you are!’” Long took the project and said it was unique at the time, with solar panels, ham radio towers and a few other one-of-a-kind built-in features. It helps that Long doesn’t like looking at life from a problem perspective. He enjoys his work, is passionate about building quality homes and focuses more on the result than just the steps needed to get there. Marion Kinnunen, design and sales, Westwood Fine Cabinetry says that she always looks forward to the new challenges presented with each job. “When Long brings in the blueprint layout we collaborate on measurements and design,” Kinnunen explained. “Sometimes it may seem an impossible project, but we work in unison and together think outside the box to come up with a solution that fits the client’s needs and wants.” “T he client is looking for a home they’ll be living in for many years,” Long added. “Although we review the project with the client as often as needed, ultimately they are looking for that beautiful finished product. Because of our attitude, I’ve found that at the end of the project
those homeowners are more than clients, they’ve become friends.” Long, his wife Victoria, and their four children are also clients of a sort. Launch has built or renovated three of their own homes, finding the difficult, and transforming it into a place they call home, even if it is temporary. Because of this, Victoria has become more involved with the company. “Vicki is more used to administrative side of the business, working on our SEO, marketing, advertising, pricing and the health benefits. But as we’ve gotten busier, she’s also become involved in the constructionsite end by taking online courses and helping with site management, scheduling and managing projects.” Long himself has also become active in community policy, i n itia l ly as a fou nder of the Preservation of Recreation and Economics in the Shuswap, and then as a director on the recently formed South Shuswap Chamber of Commerce. For good reason. Communities like Adams Lake, Blind Bay, Sorrento, Skimikin and Eagle Bay are growing and need a voice. One that looks at solutions rather than problems. Launch Construction is at 2154 Eagle Bay Road in Blind Bay. www.launchconstruction.com
This year’s winning house for Launch included an in-ground lap pool CREDIT:LAUNCH CONSTRUCTION
Launch doesn’t just build custom houses, it creates homes its clients enjoy living in CREDIT:LAUNCH CONSTRUCTION
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Pleasure working with Brad and his team!
OFF THE COVER/SUMMERLAND
Roger Smith was appointed Chief Operating Officer of the Southern Interior Construction Association on April 3
SICA CONTINUED FROM PAGE 1
Building Exchange and the South Okanagan Contractors Association. With a stated mission of: Providing leadership and promoting excellence for the benefit of our industry, SICA is a champion of and an advocate for the region’s construction industry, and is one of four similar organizations found throughout BC. “If I were to categorize the construction industry in the Interior right now I’d have to describe it as frantic. Kelowna has been booming for some time and there are no signs of it slowing down any time soon,” Smith said. “In fact I’d have to say the pace of construction is generally increasing, not just Kelowna but throughout the Southern Interior. There are some major projects underway in Kelowna, Kamloops and elsewhere – such as the major expansion of the hospital, the Lottery Corporation’s facilities and more.” He said construction activity all across the region is energized, such as the airport expansion in Trail, infrastructure and highway work near Golden and other activity in the West Kootenays. “There aren’t really any areas that aren’t busy right now, which is a good thing for our industry,” he said.
SICA works on behalf of the regional construction industry and currently has a membership of more than 500 SICA’s membership is primarily made up of general contractors, trades contractors, manufacturers and suppliers to the industry as well as professional consultants such as architects and engineers who work as integral parts of the sector. Members could include everything from a sole proprietorship to a national firm with thousands of employees. Fo r S m i t h , t a k i n g o n t h e COO’s role required some serious thought. “I certainly had to give it quite a bit of thought. I was heavily invested in my business, so it was not a decision I took lightly but I enjoy Association work and the different challenges it presents. After much deliberation I decided to go for it,” he said. Wit h a cata log of projects underway and more work on the regional horizon, Smith is enthusiastic about his industry’s future. He looks forward to the opportunities his new position will provide him. “My vision
“If I were to categorize the construction industry in the Interior right now I’d have to describe it as frantic.” ROGER SMITH CHIEF OPERATING OFFICER, SOUTHERN INTERIOR CONSTRUCTION ASSOCIATION
really revolves around advancing how construction industry companies go about doing their work. Having come from field work I know how difficult and challenging it can be. There are massive technological advances taking place and I want to be part of those changes,” he said. To learn more please visit the association’s website at: www. sicabc.ca
A few industry supporters (l to r) Bodo Papke, Maple Reinders Inc., Mayor Colin Basran, Craig Main, Past Chair, SICA Board
BUSINESSES BENEFIT FROM ADVISORY PROGRAM
SUMMERLAND CHRISTINE PETKAU
n March I had the opportunity to meet Luanne Chore, Executive Director of SIDIT – the Southern Interior Development Initiative Trust. The Trust operates in the Southern Interior region of the province and the goal of the Trust (and their various programs) is to help grow and diversify the economy of the Southern Interior
of British Columbia through economic development initiatives in 10 key sectors. In September of 2016, SIDIT launched an innovative new program called Business Advisory Services and in April I was able to meet with the program manager, Ginny Becker. Ginny explained that through the program, SIDIT is giving small and mid-sized businesses located in the Southern Interior region the levels of business competence, confidence and contacts needed to accelerate growth. SIDIT recognizes that, whether a newer or more established business, running a company can be a lonely experience where you often wish you had some expert advice available.
The Business Advisory Service has a group of professional business advisors available to help. These advisors have run businesses themselves so they know all the potential pitfalls. Business owners participating in the program will be able to access advisors in a variety of areas such as finance, operations, HR, scalability and more. The program isn’t free, however the fees are subsidized by SIDIT from what a businessperson would normally have to pay for in-depth, one-on-one, professional advice. And judging from the case studies that are available to read on the website, entrepreneurs are finding great value from their investment in
the services. We will be sharing more about SIDIT’s Business Advisory Services with our Chamber members and would encourage other Chambers to do this as well. Find more information about the program and read their case studies at: siditbas.com. Christine Petkau is Executive Director of the Summerland Chamber of Commerce and Tourism Summerland. The Chamber is also responsible for business retention, expansion and attraction (economic development services) on behalf of the District of Summerland. She can be reached at cpetkau@ summerlandchamber.com.
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WINNERS HAVE THE SAME AMOUNT OF TIME AS NON-WINNERS
SALES JOHN GLENNON
im had survived his first year in sales. Actually, Tim had done more than just survive. At the end of his first year, he was the number two salesperson in the company. Out of 26 other salespeople, that was an impressive accomplishment Yet he was troubled. There was a secret he had not shared with his manager nor his fellow salespeople. In fact, he had hidden it from all of them. At the sales meetings, he went along with the yelling and cheering of quotas met and awards g iven. I n spea k i ng w ith h is manager, he even told him just how helpful the daily planning
calendar was, along with the weekly goal planning sessions. Yes, it certainly will help me save lots of time, he nodded. As the year went on, Tim gradually found himself caring less and less for the cheering. And he was using his daily planning calendar, solely to keep track of appointments. The weekly goal planning sessions became a chore he avoided whenever possible. What he found himself doing, more and more, was asking himself a Simple question, “Why is it clients buy from me? There’s always some other salesperson somewhere who’ll sell it for less.” So, instead of worrying about saving time, Tim used time to keep a running account of why clients did buy from him. About mid-year, Tim reread his notes and discovered that what he had written had everything to do with how the clients used his product. How his product had solved some pain the client had. Over and over, he read the same message. At the end of first year, his manager came by and congratu13 20 lated him on making the most li
ve n g ha di ams to il d Bu ee te cte for le d r Th n se bids slan I e be vide rth ject o Nso Pro pr jonrk als a i ml vite ng Hsohsap i d am o il dt Bu ee te cte for le d r Th n se bids slan I e be vide rth ject o o o pr Pr rN jo ls ma pita s Ho
use of his time. The weekly goal setting and time planning had obviously paid off. How could Tim begin to tell him that worrying about making the most use of his time was the last thing to contribute to his success. The RESULT: Tim will make more money than the majority of salespeople because of his recognition that time can’t be saved or wasted, rather it just is. What is important is knowing what you want to accomplish with your clients. And then doing it. DISCUSSION: It’s good to have goals, attend sales meetings and maintain an appointment book. Unfortunately, many in sales feel that these 1 are the sole management tasks eB agsalesperson. necessary for a good p S– 1 Unfortunately, Rd management eB Wa a agket are gentasks or office chores, B p – uc g Re dS B Fillin VI erally viewed by toc aR salespeople at ini W l d aavoidedt whenever c be tasks best W B e l o ck Re Bu lling ica ry c CR VI possible because being in front Fi ed indust iof Rd at ni o m n cl eC is the Wd is considered tio aonly Rprospects l t c o CR jec onstru eaIl, try valuable place to be.roAfter dic the d c m ndus p thein d oR i n t C n a s more time you have front of s n in t i ctio sl Re rI c stru money we the me jmore e e ve means o prospects u n n w o o o ’ nc dis for pr the c Va ana nd st IslH grou we en in 2 a r e om 1 ven ks oou n ea s’ n or w ge a ncd br f Va Hais Hai und e–p a s gro VIC n 12 k n d ge do ais bIreeaNt a pa 5 ge 15 20 pa 12 130 d y 20 an f or 12 e o eg t 20 Jun e of t Ca o in d in da Na
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you will earn. R ight? A ny right-th i n k i ng salesperson would rather spend five hours with prospects and three hours on management tasks. And if the three hours could be cut by two hours, even better. APPROACH: Don’t throwaway your appointment book. Keep going to the sales meetings. Make sure that you have goals in place. Now sit down at least once a week, regardless of the type of business you are in, and jot down why people buy what you are selling. But here’s the catch. You can’t jot down what you think is the reason; you have to jot down their reason. And, in nine cases out of ten, you will have to contact them to find out the reason. If you are convinced you know the reason in more than two out of ten cases, you are deluding yourself. On a monthly basis, reread all of your notations to date. If you truly have their reasons for buying, you will have accomplished three very important goals. First,
you intimately know your clients’ needs. Second, finding out the buying needs of your prospects will become easier and easier to do. Third, finding new prospects becomes the easiest of all. Or, don’t do th is. Ma ke no attempt to find out why they bought. Play the “You raise objection - I handle objection - I go for close” dance every day until you are blind with exhaustion. Blindly looking for new prospects. THOUGHT: Salespeople earning a million dollars a year have the same number of hours in the day as those who have just spent their first-ever day as salespeople. Not an hour more, not an hour less. John Glennon is the owner of Insight Sales Consulting Inc, an authorized Sandler Training Licensee. He can be reached at jglennon@sandler. com, toll free at 1-866-645-2047 or visit www.glennon.sandler.com. Copyright 2013 Sandler Training and Insight Sales Consulting Inc. All rights reserved.
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y s nc anopper, zi MoUr orMay es 9 th. p c SUBSCR omto find signand othe ty c i N ••• s r nt e unive ininogn hoping panypper, zinc TODAY I&BFoECUS o NVe May is bike month and e i h d o si t to t d mtsyt Nat om ind c here in Salmon A rm we STAY » US oN I pregeitmB1en notn ananiinvuesrFsiir ing ocping to f are pleased to share two ew pmam eti hemu in on h INFOR2013M » FoC s ntrRodngSc–o restsNidieanngtatnodtCh and mFirst Nati very successful cycling Vancouver Island | Thompson-Okanagan Skeena Vancouver V Island| Victoria | V Victoria | thompson-okanagan m o | Peace| Cariboo Fraser V Valley ED! toria e c a r s s n n Bseas aW w Fpi mR iMtmi ion ainu u events that take place in ic m C o V s e 13 n ee e omR t h 20 May. The Salty Street Fest an eVxpIRr s n ngec 5 t Na and C c Vancouver Island | V V Victoria | thompson-okanagan m o | Fraser V Valley i ir a ic sdsealst ce stproag irs ining n cli F CR Ma YOUR SOURCE OF LOCAL BUSINESS NEWS ctoUV eoCWa oun seLs La – happens Saturday, May l i V R Ri n preRso ica ry aCm e5 ria ed indust 13 on Hudson Street i n RdJ an ls Nexa g o o m t a C n ic seo –p What’s happening in your region? Make sure you find out Re V CRasS t istructio downtown Salmon Arm. Viacgain ca LL » U e eW r i e o s s j N s p fo build ria by subscribing to: ro he con JaNmt e ad R T h i s f a m i l y-o r i e n t e d I p i n o o t n V 34 st n t osNla 011 S, usiilneersssihng ready Victain festival gains popularwe omen i b Ie RveSr I 220 e e r R g t r a W s u o nda ebu k is geetss p fo build a ’ n for w tnNco f We s ity every year with street i N e a I d r a n n i o VV H un BR p1e2rtsKcehloorwet Nbetuwosilneerssshg ready t S, » performers, petting zoos, nanaks gro o Ie n s n : i e i o p R kpazge pWe to Imfor daGRAYSTON ebuask isTgett donaaisgbare n We CORRYN a youngsters decorated w u a e i – n r l kaH 13 BR oUoresbike parade, face painting 20 -o stdbVoIrCeevNitGeaermoapn aenrtsKcehlorwet Netwo » ith e M r on e w s a o t e s h nW p s idgn d ot k: ze pWoe to Imhp e CTh a m bsteorercauw gaI Nt ks se inc asn om and so much more. na n en loo an elw i u0 s d yn ne a th koawStM 13 io stb vNita manea2 fill goo pnaesnshi per, z t t o ' 20 e a g a smue be a e Gera v e r y p l T he orga n i z i ng comnnNVbor si itd op t o r e o r c | o o o p sw I hrmsityers f eclposobruteonfwitinydause d ts dpooNcolla n W oks t SS– p0oinhost e h om m ittee is a lso ver y ext 'uCanaishveocommunity pp ncitinonlglshospmtinmgod c in ne th CUSNew ow ion lo INe n 2 Peace Cariboo Skeena ia fi ns c o iness u m cited to feature a newly .6 t t S uglal1g2e9Ca e s ate desto thid cal bu'atilidos a gFor Fo s om sind l ” » wn bora BU A ar –.6px 1.8 re henet nadshls Fmainrsodet bNrs for elps buunity | a 1 x April S stm 24. p c t 0 doew cIollaIeS & eESon Candidates restored Dragon Boat as u ni n 2 8” C in in pp ion h mm ' a o o . w m N 2 e .l6oampu ati hdem sho l act s co To get your own copy of Business Examiner, starting with 34 N LIC Cn n SI represented 011 9c a ild four dea all wel l a s Ch icken-L i ke20 d c 2 N g g U o n e h o 2 B p a lsu xb Vancouver provide Island | Victoria | thompson-okanagan m theoinformation | Fraser Valley o1n.8” yrst infeagiats t aid l nd bu the next issue, simply us with aer .i6e stxr 1re ny id Nt ctIori S & uncEc n irs rot a Bi rds, a loca l a nd ver y F r ia e s fo r t h e 0sr1la ”a M ncbi hfp e F e e a 2 R e e i n p f v y 8 i s a required below, and it will be on its way to your door! NM V LICI nno rpirses 2. mp ulra5dRurCkidsVsalle lnadte r favourite band from right o praeengeekeep piethnregion a ss eR ex Shuswap ne ose(Liberal, a h o c s d V w l e p i C p o c b e o o a n i s f i a d pr ar rep to y a te go r nd by busirstl lanr nea Nt UV e Cas newNDP, Liberhere in the Shuswap! Go eLrnLi– ent arny Green ne n e » F g t a e e o n f i o itm pa driv sa ley locte fpla men unp NM Jam a d p er e evening ayiosRmmoim ria onreneuryep kidsValand to www.saltystreetfest. n l an sesvelothe eR o ln os Nr cotarian) h e t a t c t V w p o i e e p C olu treptetogk o sin d honsdpo r pro ar Vic in 13 go RS evw ul la n aents y a tnet e ey t en w w e l d e com to check out all the 20 a d by l e l e r b n g n l W per year » a N a ca n s nt fo ild tm ianre rne oungsmtirT u lo d pla eps Nt me rV o hl ip y to b m ioorenr of Arm c o ol t h i n g s to d o t h at VI ros ey n se (includes GST) ansivn omembers elSalmon c , m a d l y t a s i R r a e ud ilneoesrpssiting re F eS nt gre uoiaslmuonorttd isesg b 13 your source of local Business news RIlley y i h t h e s u r r o u n d i n g day – there’s even a piet r a s t 20 t e l v d q o a n o eu ge eW Va le el srsee o sdtrT r in e n f wenda bork is Fax us at 250-758-2668 so we can start your subscription today! eating contest! e pe cehlo etw BRaser ang nfi rporase rat dncommunity. r o m » Fr L R tt e e ol tis:si o oesrtsK port N your source of local Business news R ight on the heels (or rowynimindi idunsatggisarnequismoIt pW to sIm a gTreat opporonr k wa l b e z w e u a g 34 otdb vNiteali an a to hear from the gMla aensfs-iiomekla raesseat dstunity 011 shou ld I say wheels) of PPlease ease send cheque to to: 20 n m h r e t e r 2 wi La ompwprsno dit p tis eWr e candidates to G re use ed directly Sa lty Street Fest is the Invest nve No Northwest hwe Pub Publishing, h ng 25 Cavan SSt., Nana Nanaimo, mo BCV9R BC V9R 2T9 ro m s n oks e sto d ca and n 0 8 s tbh gni moiuw ion lo n ll o i E2 ' fi go ness Ma aessni t orat gAGe more about lea rn r incredibly popular Salty ob or a usithei | Paper Name Pape Name: rw b p–aP h m ers f elps bunity s S– s on athe t dpoew colla h m P S positions Dog Enduro, organized C pp ionimportin ' U e o m p t o o N N AIP .6 sh cal ac ilds c Name: Name 29 URSantlugissues for region and sponsored by Skooo our u 1 W s b l B ” r x 8 d S e I WIeASRD& a nEa202d1.8.6” x 1t. huench p ro van i n c e a s a kum Cycle and Ski, which Address: Add e C A a d LGI an t e l A special IoN ith es id whole. thanks h ap p en s M ay 1 4. T h i s LDp City: C y ieb any en by ffhea eFbirst aor UNIt r e B p v t p ri rs salley te f community to our local bike race see 500+ racers NM d s N R i r a d r comreneu nepokui Va pen l ss wner ose eHRE Postal Po a Code Code: Chrad oke o ine nd o r prop Voice RVT of from all across Canada rep t h r w entio to statusion, gOo a a e N e l s e W n y b cal nn t n n oung airtmde ar »» n lo d pla who Shuswap, broadand into the US converme n m na the y w p e an velo al e Acom tio gy Sk de spit S3T4 ngvolu tthe e nt event live. The ging on Salmon A rm to G0U114 icast ho eoyo d b l AU22001 a i l l i e strTWin e 2 Vaar Bu s rChamber r encourages all cycle for 6 hours over the erC Order your subscr subscription p on on online ne aat asc ialntro reen moloreissim ints R c PFer r i your source of local Business news e y d gBr isitlorrit sh scenic mountain trails at po Colu mbi a n s to u m q e 4 o e l e n 14 d l m s n www.businessvi.ca www businessvi ca e o s www.businessexaminer.ca d a x 2” Co ang nfi prae v L ow dit tis eratoB7t097.8e” x i nnts t h e u p c o m i n gr South Canoe. a oi i nci a l elect ion on T h e r e ’s a l s o 3 o t h e r bTr agnimim ius prov ye er 4 p st M ss nn 14 e– IC dV a I Nt Me St
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races for ages 3 and up. The U15 – 3 hours Enduro, the Junior Salty Pup – 3 hour Enduro and the Salty Pup - 1 hour Enduro. Lots of choices for any skillset and age of rider. Go to www.skookumcycleandski.com/salty-dogenduro for all the details and registration. ••• S h u s w a p L a u n c h-aPreneur is ramping up for the finale on May 4 at the Salmar Classic Theatre. Launch-a-Preneur is an entrepreneurial competition designed by Enactus, Salmon A rm Econom ic Development Society and Community Futures Shuswap. T he purpose of the program is to assist ind iv idua ls a nd tea ms to successfully plan for and launch their business in t he Shu swap, wh i le at the same time competing for prize packages in true “Dragon’s Den” fashion. Thousands of dollars in prizes a nd i n-k i nd donations are up for grabs and the competition is always tight. Go to www. launch-a-preneur.ca for more info. Corryn Grayston is the General Manager at the Salmon Arm Chamber of Commerce. She can be reached at (250) 832-6247 or firstname.lastname@example.org.
CedarCreek Estate Winery Celebrating Its 30th Anniversary Pioneering BC Vineyard Founded In 1987 By Senator Ross Fitzpatrick
E L OW NA – A pioneer in British Columbia’s $2 bi l l ion w i ne i ndust r y, Kelowna’s CedarCreek Estate Winery is celebrating its 30th anniversary this year – and for the operation’s owners the best is yet to come. “We were actually the eighth winery to be established in BC, back in 1987. Senator Ross Fitzpatrick grew up in the Okanagan and had grown up as part of the fruit packing industry (his family were owners of the Mac & Fitz fruit packing company). Years later his business success allowed him to fulfill his boyhood dreams by purchasing an orchard and small vineyard near Kelowna.” explained Heather Courtney, CedarCreek’s Hospitality Manager. “He k new the reg ion wel l, where quality fruit was being produced, and had a passion for wine, so opening a winery seemed like the perfect fit.” Fitzpatrick purchased an orchard and a small vineyard in 1986, with the operation producing its first wines the following year. At the time the Okanagan’s fledgling wine industry was in a precarious state, having suffered in part from the introduction of
“We’re here to honour
the North American Free Trade Agreement (NAFTA). Undeterred he expanded on the work laid out by the site’s original owners, laying the groundwork for the development of what would ultimately become one of British Columbia’s finest vineyards. In February of 2014 the Fitzpatrick family announced the transfer of ownership of CedarCreek Estate Winery to the von Mandl family, owners of the neighboring Mission Hill Family Estates Winery which is a recognized
leader in the province’s wine industry. “The change of ownership certainly provides CedarCreek with more marketing muscle, and the energy and passion is there to make the necessary improvements to what are in essence 30 year old buildings. We’ve outgrown a lot of our facilities. We’ve added a new barrel cellar and are just in the process of putting in a brand new year round restaurant and wine shop which we’re hoping to open in
early 2018,” Courtney explained. According to the British Columbia Wine Institute BC’s wine industry is responsible for injecting more than $2 billion into the provincial economy each year. When CedarCreek came into being three decades ago it was one of only eight vineyards in the province, today there are more than 340 wineries around BC with nearly 10,000 acres of grapes currently planted. The Institute also states that Pinot Gris a nd Merlot a re t he
MLS Systems edged up 1.1 per cent in March 2017, surpassing the previous monthly record set in April 2016 by one-quarter of a per cent. March sales were up from the previous month in more than half of all local markets, led by the Lower Mainland of British Columbia, London & St. Thomas and Montreal. Actua l (not seasona l ly adjusted) activity in March was up 6.6 per cent year-over-year, with gains in close to 75 per cent of all local markets. Sales i n the Greater Toronto A rea (GTA) posted the biggest increase, which offset a decline in the number of homes changing hands in Greater Vancouver. T he nu mber of newly l isted homes rose 2.5 per cent in March 2017, led by gains in the GTA, Calgary, Edmonton and the Lower Mainland of British Columbia. W it h n e w l i s t i n g s h av i n g climbed by more than sales, the national sales-to-new listings ratio eased to 67.4 per cent in March compared to 68.3 per cent in February. A sales-to-new listings ratio between 40 and 60 is generally consistent with balanced housing market conditions, with readings below and above this range indicating buyers’ and sellers’ markets respectively. T he A g g regate Comp osite MLS HPI rose by 18.6 per cent y-o-y in March 2017. Price gains
accelerated for all benchmark housing categories tracked by the index. Prices for two-storey single family homes posted the strongest year-over-year gains (+21%), followed closely by townhouse/ row units (+17.9%), one-storey single family homes (16.6%) and apartment units (16.3%).
recom mendations prov ide a clea r pathway towa rd ma ki n g hom e s more a c c e s s i ble a n d a f fo r d a b l e fo r B r i t i s h Columbians.” BCR EA’s recommendations are supported by the Canadian Home Builders’ Association of BC. “Many of the BCREA proposals on market housing affordability are shared priorities and goals of CHBA BC,” says Neil Moody, CEO. “These actions on supply and building costs help industry deliver a more affordable product for homebuyers, provide more choice for buying or renting, and decrease extra costs for buyers like the Property Transfer Tax.” More information on BCREA’s five pillars can be found on at www.bchousingaffordability. ca.
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CANADA National Home Sales Edge Higher From Feb-March Accord ing to statistics recently released by The Canadian Real Estate Association (CREA), national home sales were up on a month-over-month basis in March 2017. Highlights include: Na t i o n a l h o m e s a l e s ro s e 1.1 per cent from February to March; Actua l (not seasona l ly adjusted) activity in March was up 6.6 per cent from a year earlier; The number of newly listed homes climbed 2.5 per cent from February to March. The MLS Home Price Index (HPI) was up 18.6 per cent yearover-year (y-o-y) in March 2017; and The national average sale price increased by 8.2 per cent y-o-y in March. Home sa les over Ca nad ia n
the Earth, a business philosophy that comes from both families involved in the winery.” HEATHER COURTNEY HOSPITALITY MANAGER, CEDARCREEK ESTATE WINERY
Known for its exceptional products, CedarCreek Estate Winery was purchased by the von Mandl family in 2014
BC Realtors Launch 5-Pillar Housing Affordability Strategy The British Columbia Real Estate Association (BCREA) has recently announced a five-pillar approach to address housing affordability for renters, homebuyers and homeowners across British Columbia. BCREA’s five pillars include timely recommendations to: • Assist consu mers w ith housing costs; • Encourage the creation of more rental housing; • Densify urban areas; • A d j u s t t h e P r o p e r t y Transfer Tax; and • Promote best practices among local governments. “ R e a ltors u nd ers t a nd t h e i m p o r t a n c e of h o u s i n g a ffordability in creating strong communities,” says Robert Laing, BCR E A CEO. “T h rough t hese f ive pi l l a rs, BCR E A’s
CANADA Small Business Growth Hits 10-Year High While self-employment has risen noticeably slower than paid-employment since the beginning of the decade, Canadian small- and medium-sized enterprises (SMEs) have been creating a more significant share of jobs since 2010, finds a new report by CIBC Capital Markets. Between 2010 and 2016, 42 per cent of new jobs were created by businesses with less than 100
preeminent BC crops, of the more than 75 different grape varieties currently under cultivation in British Columbia. “CedarCreek covers 100 acres, with 51 of them currently planted so there is some room for future growth, but due to the topography it’s not all usable for growing grapes. The shape of the land, its slope and the winds that come off the lake and other factors such as the soil allow us to produce wines that are very distinctive and unique,’ she said. For the f utu re Ceda rCreek Winery expects to continue to grow and expand, but not at the expense of the environment in which it is located. “We strive to be as sustainable as we can. We’re here to honour the Earth, a business philosophy that comes from both families involved in the winery, from the Fitzpatrick’s right to the current owners the von Mandl family,” Courtney said. “We’ve always had a respect for the land right from the start and I honestly believe that sense of caring comes out in the wine we produce.” To learn more please visit the company’s website at: www. cedarcreek.bc.ca employees, up from 30 per cent between 2000 and 2010. In 2016, more than 350,000 businesses were created and just under 300,000 exited, with the entry rate (the ratio of business creation to total businesses) on the decline since 2004 while the exit rate has been more stable, despite the impact of the fall in oil prices a couple of years ago. A nd wh i le t he World Bank ranks Canada as one of the best places to start a new business due to access to capital and a favourable tax regime, the report highlights several gaps, including access to financing for certain business. The report also highlights that women remain an untapped resource in the SME space. Another gap is youth entrepreneurship. Canadians between the ages of 25 and 39 comprise more than 25 per cent of the population, yet represent less than 15 per cent of small business owners and less than 10 per cent of medium-sized business owners. Canadians aged 50 to 64 years, by comparison, also represent about 25 per cent of the population but this group represents 47 p e r c e n t o f s m a l l b u s iness owners and 51 per cent of medium business owners. Canadian SMEs have also been slow to expand revenue sources outside of Canada and North America.
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Published on Jul 18, 2017
Featuring the latest business news and information from Kamloops, Salmon Arm, Vernon, Kelowna, West Kelowna, Summerland and Penticton.