Middlesex Business Matters Vol 1 ~ Issue 1 by Middlesex Business Matters

MIDDLESEX BUSINESS MATTERS

Starting Up Your Own Business Keeping The Passion Ticking Time-bombs & Other Farm Hazards Changes to Farm Vehicle Licensing

SPRING/SUMMER 2015 EDITION

PRICE: FREE

Playing to Win The Hiring Game Shaping the Countyâ&#x20AC;&#x2122;s Economic Future Hidden Jewels in the County Using Storytelling In Your Marketing Business & Service Directory

SPRING/SUMMER ISSUE Reach your local customers! Advertise in the magazine distributed free to businesses and homes throughout Middlesex County.

E E

CANADA

Lake Huron

Guelph Stratford

U.S.A

Port Huron 402 Sarnia

QEW

Lake Ontario

401

Kitchener

Woodstock 403

MIDDLESEX COUNTY

Toronto

QEW

Brantford

Hamilton

406

London

Niagara Falls Buffalo QEW

19 3

St. Thomas

94 75

Detroit

Lake St. Clair

U.S.A

Windsor 401

Lake Erie 0

50 Kilometers

EDITORIAL The idea for this new publication - Middlesex Business Matters - grew from the success of our previous publications and the need for a unified outlook on the growth, diversity and vibrancy of Middlesex County. This new publication features sections including Agriculture and Agribusiness, Manufacturing, Small Business, Tourism and a Business Directory. Published twice a year, the Spring/Summer and Fall/Winter editions are both a full-size, high-gloss, full-colour magazine with a circulation of 10,000 and an on-line version at www.middlesexbusinessmatters.ca. Distributed free to businesses throughout the County and City of London, you will want to keep the magazine as a resource to find local suppliers and services, as well as places to shop, eat and play. This issue contains feature articles about businesses in Middlesex, tips from in-the-trenches small business owners, trends in manufacturing, news about the latest economic developments and a directory of businesses and services in the county. We hope you will keep this issue and refer to it often over the next few months.

Melanie Prosser Editor

Contents

EMERGENCY!

Preventive inspections ... page 8

03 06 07 08 09

EDITORIAL

Discover how this magazine was born and where itâ&#x20AC;&#x2DC;s going.

AGRICULTURE FARM LICENSE PLATES

Changes to new farm vehicle licensing took effect on January 1, 2015.

THE FOODHUB

Giving small enterprises access to mainstream food service markets.

TICKING TIME BOMBS

Learn how a pre-incident plan can prevent a farm disaster and help first responders.

BIG BUSINESS

This snapshot shows just how big agriculture is in Middlesex.

PASSION

SUSTAINING

10 11 12 14 16

MANUFACTURING

How to keep it 4 years on ... page 12

BUSINESS ENTREPRENEURSHIP

Logan Kemme describes the road to selfemployment in 6 easy steps.

PLAYING WITH SUCCESS Rob Moraal turns a passion for games and comics into a place for local youth to play.

SCHOOL OF HARD KNOCKS Read how Erin Bouchard is overcoming the challenges of entrepreneurship 4 years on.

ECONOMIC DEVELOPMENT MAKE IT IN MIDDLESEX

LABOUR

Aileen Murray explains how the county is taking steps to make its vision a reality.

WHEN TO HIRE

Bill Pigram sheds light on the ins and outs of taking on employees.

Social enterprises fund raise ... page 25

18 20 22 24 25

MASS MANUFACTURING Do you know exactly what is made and sent around the world from our little corner?

TOURISM HIDDEN JEWELS

Middlesex County is home to a myriad of world-class manufacturers and quaint services.

STORYTELLING

6 tips on how to sell tourism through painting pictures in the mind of the reader.

NON_PROFIT SHOP4GOOD

Helping non-profits help themselves with a cooperative e-commerce website.

ECONOMIC IMPACT

Tonya Dendrinos explains how non-profit organizations add to the local economy.

Published by: The Business Help Centre (CFDC) of Middlesex County 5182 Egremont Drive (Poplar Hill) RR 2 Ilderton, ON N0M 2A0 Tel: 519-641-6100 Toll free: 1-866-205-1188 Fax: 519-666-2996 info@thebusinesshelpcentre.ca www.thebusinesshelpcentre.ca

To advertise in this magazine: 1.866.205.1188 or info@thebusinesshelpcentre.ca General Manager Cara A. Finn Editor/Graphic Design Melanie Prosser

29 31 33 38 39

Contributing Authors: Erin Bouchard Logan Kemme Tonya Dendrinos Aileen Murray Kyla Duncan Bill Pigram Eric Gagne Tiny Van Pinxteren

GOVERNMENT

YOUTH

COMPLYING

The Accessibility for Ontarians with Disabilities Act is explained for business owners.

FACEBOOK GROUP Join the club ... page 30

FRESH PERSPECTIVE

Kayla Duncan explains how some Ivy Business Students had a positive learning experience.

INFORMATION DIRECTORY

Your source to suppliers of goods and services in Middlesex County.

THE LAST WORD

Guest columnist Brenda La Grandeur looks at moving into the Middlesex Business arena.

SOURCES

Copies of this magazine can be picked up at locations throughout the county.

OWNERS & MANAGERS Do you have a business and provide goods or services to the communities in Middlesex County? Come on board, and advertise in the next issue. Contact us today for a rate card. Deadline to book space for the Fall/Winter 2015 issue is May 1, 2015.

www.middlesexbusinessmatters.ca All advertising content in this publication is provided by the establishments and is believed to be accurate and complete at the time of printing. This information is subject to change. The Business Help Centre (CFDC) of Middlesex County and the County of Middlesex assume no liability for any damages or loss arising from omissions or information given in any of the advertisements, articles, and listings included in this publication. Any monetary references are quoted in Canadian dollars. Reproduction of this magazine in whole or in part is prohibited without the written consent of The Business Help Centre (CFDC) of Middlesex County. We thank all those who provided information and images for this publication.

agriculture & agribusiness

Changes to Farm License Plate Requirements As of January 1, 2015, vehicle owners wishing to purchase or attach farm plates to a new commercial vehicle over 3000 kg need to provide documentation to demonstrate they have a farm business. Only people purchasing or attaching new farm plates to a vehicle will be required to show proof of farm business at this time. The new requirements do not affect any current farm plate owners who are renewing their farm plates. What documentation is necessary to prove you have a farm business? Your Farm Business Registration (FBR) number is proof that you run a farm business. Any one of the following documents will prove you have an FBR: • A farm organization membership card;

• A Gross Farm Income Exemption Certificate;

• A letter from the Ministry of Agriculture, Food and Rural Affairs Appeal Tribunal indicating religious exemption; • A letter from Agricorp with your FBR number; or • A letter from the Indian Agriculture Program of Ontario confirming that the producer has met the FBR eligibility requirements. Why is the Ministry of Transportation making these changes? Ontario’s Auditor General (OAG), in its 2012 annual report on the Drive Clean Program and the 2013 annual report on ServiceOntario, noted an increasing number of vehicles with farm plates and was concerned that no verification is required to obtain farm plates. In both audit reports, the OAG recommended the Ministry of Transportation (MTO) review the requirements for obtaining a farm plate, to ensure that no abuse of the system was taking place.

Middlesex Business Matters Magazine • Volume 1 ~ Issue 1

As a result, MTO is implementing new requirements for issuing or attaching farm plates to a commercial vehicle. This will ensure that only qualified farmers obtain farm plates and receive the benefits associated with having a farm plate. For more information: About the Farm Business Registration program: Contact Agricorp. The Contact Centre is open Monday to Friday, from 7 a.m. to 5 p.m. Call 1-888-247-4999 or TTY: 1-877-275-1380. Their email address is: contact@agricorp.com. About farm license plates: Visit a Service Ontario location near you or contact them at https://www.ontario.ca/serviceontario or by phone at 1-800-387-3445.

Giving small enterprises access to mainstream food service markets

The SCOR FoodHub

The demand for local food has never been stronger, with consumers applying pressure on retail, institutional, and food service operators to have an increase of local options available. In order to meet this demand at a competitive price, the SCOR FoodHub project is working to establish efficient and cost-effective ways of bringing more high quality products to these markets. The FoodHub is a project that is the result of a partnership between several organizations in the South Central Ontario Region. SCOR EDC was incorporated in 2010 as a means to provide planning and coordination for regional issues, implement regional economic development priorities, identify funding sources and to partner with other levels of government, and act as a regional catalyst for investment. Through conversations, we have found that individual producers may have difficulty supplying large contracts or navigating logistics and distribution barriers. Regional aggregators, or food hubs, are a viable option for providing efficient local and regional value chain linkages to small and medium producers and processors. Given local food trends, these services are instrumental in getting smaller enterprises access to mainstream food service markets.

Our Mandate •

•

To increase the amount of regional food products purchased by Ontario’s institutional, food service, and retail markets To enhance the capacity of small and medium sized producers and processors to access mainstream distribution systems To identify specific institutional, retail, and food service market demand for local food products and the potential for aggregation to meet this demand.

Why Buy Local? Buying from local farmers promotes the local economy, supports your friends and neighbors, reduces our use

of fossil fuels, and values farmland and open space over urban sprawl. Buying local supports farmers who grow for taste, diversity, and healthfulness rather than durability, transportation and uniformity. Supporting these local producers preserves open space, jobs, and the security of a local, healthful food supply. Knowing your local food producer has become a valued aspect of connecting with food, and with it brings relationship, accountability, and clear knowledge of how food is raised and who is raising it. Locally grown food, picked at the family farm, is immediately delivered to the table where its taste and nutritional value are at their peak. You will enjoy unique and flavorful heirloom varieties unavailable in mass-produced and shipped food.

Spring/Summer 2015

agriculture & agribusiness

IS THERE A M TICKING BOMB ON YOUR FARM?

by Eric Gagne, CIP Town & Country Mutual Insurance

ost pre-incident plans vary by the fire departments that complete them. However, the type of information they contain is very typical and include:

an you imagine having more than four times the destructive power of the 1995 Oklahoma City bombing sitting right in your barn?

sprinkler details, alarm panel location, stairwells, utility shut-offs, and occupant contact information.

hat was just one situation facing a southwestern Ontario farmer recently when he had a pre-incident inspection on his property. here was a diesel tank just inside the barn door that was recently filled to its 250 gallon capacity. Right next to it was 2,000 pounds of the ammonium nitrate fertilizer - basically the same combination used by terrorist bomber Timothy McVeigh to damage and destroy a 16 block radius in downtown Oklahoma City, killing nearly 200 people. It’s definitely not the combination you want to have sitting in your barn!

uckily some astute loss prevention work averted any potential tragedy. As part of preincident planning, your property is inspected and evaluated so a plan can be developed for emergency services personnel before an incident happens.

detailed pre-incident fire plan describes the building’s floor plan, doors and other access points, hydrant locations, roof construction,

ne of the most critical pieces of information this plan can offer is the presence of hazardous materials, the type, quantity, and location within the building.

nother critical part of the plan is access to buildings. Last spring in Wainfleet, Ontario a farmer watched as his barn was destroyed by fire while fire trucks tried in vain to get closer to the site. They were totally mired down in mud and the time lost meant much more damage.

ith a good pre-incident plan, property owners can rest assured that firefighters and other emergency services teams have the right information at their fingertips to effectively save lives and combat a serious fire. That is a true form of loss prevention!

ou can arrange a preincident plan with your local fire department, through your Insurance professional or contact Town & Country Mutual Insurance Company (www.town-country-ins.ca).

Middlesex Business Matters Magazine • Volume 1 ~ Issue 1

• The layout of the building including parking lots, driveways, areas where emergency vehicles can enter, and areas where they cannot enter. • Location of fire hydrants, nearby structures, and the number of entrances to the building. • A site map is generally drawn showing each floor of the building, locations of hazardous materials, electrical equipment, utility shut offs and unique structural features such as elevators, shafts, or unusual storage of items. • Accurate structural information about the building size, height, construction, fire walls, fire separations, and rooms with only one point of egress or exit. • A description of the occupancy; for example, a swine barn, turkey barn. • A list of features about the building such as empty floors, number of employees, storage of fuel oil near a building, or propane tanks stored nearby. • Alarm information is captured to identify what is monitored, and who monitors the alarm system. Building fire protection systems such as sprinklers, deluge walls, Siamese connections (if available), locations of ponds or alternate water sources if it is a rural property.

Fertile Ground for Business

GROWN IN MIDDLESEX

Source….Statistics Canada, Survey of Agriculture

When you travel outside the City of London and into Middlesex County, it’s obvious…you’re in the country. You drive past the farms and see the crops being planted, the livestock being tended, and the tractors moving about. But, for most of us, we fail to recognize the real impact that agriculture has on the local economy.

Here in Middlesex …. Agriculture is BIG Business. Let’s look at some of the most recent figures available regarding our local agricultural sector. In Middlesex County… • Annual Farm Cash Receipts for Main Commodities (think corn, soybeans, and the like) totaled just over $659 Million.

• Livestock production numbers totaled over 443,500, plus over 2.8 million poultry

• We have over 495,000 acres in crop production

• 225,000 pounds of Tilapia are produced annually in land-locked Middlesex County.

• Farms and other ag-related businesses support over 4,200 jobs - 10% of the total workforce!

• We have 2,352 farms representing 26.5% of all businesses in the county.

Let’s face it…we all need the agricultural community. Look beyond just the food table and see it for what it is… one of the largest contributors of employment and economic impact in Middlesex County.

Spring/Summer 2015

business

Start Establish Secure Need help? Plan for a your your Necessary No? Get Successful business Image Funding help anyway Start

Start-up Groundwork

The Road to Entrepreneurship by Logan Kemme

Student Intern, The Business Help Centre of Middlesex

Location! Suppliers! Business Structure! Registration forms! There’s more to a business than just having an idea. Be prepared to lay the ground work or you’ll quickly find yourself buried underneath it. In order to successfully start a business you need to ensure you are well prepared. You’ve checked off and completed everything to start your business - but what about the actual launch? Grand openings make or break a business. How will you reach clients? Is your opening going to be GRAND or bland? Plan to create a memorable impact right from the start. Never, ever hold your ‘Grand’ Opening on Opening Day. You need time to create buzz, awareness, clients and to iron out the bugs. Make sure all is really ready. Most Grand Openings happen at least three months after opening day. If you’re nervous about the first 2 steps, don’t worry – you can use THIS step right from the beginning! Seeking advice is the best action you can take when starting a new business. Whether you’re a business protégé or have no clue what you’re getting in to, an outside perspective on your businesses’ plans can garner substantial advantages. Double check your plans using the resources available to you. Finding the money to start your business can be difficult. Federal and Provincial governments have a number of grants & loans. Often with better conditions than banks, they have specific requirements. Loans officers can help you decide how to fund your business. Even if you think you can do it alone, it doesn’t hurt to get a professional opinion! Your business must speak for itself. Decide early what you want people to associate with your business. Establish an image to create consumer loyalty: continually deliver more: luxury; trust & honesty; ruggedness or adventure. Plan how customers perceive your product and how you’re going to make this happen.

You’re ready for a successful start. Business is fun, as you can never predict what will happen next. Constant evaluation and planning for the future will be what keeps your business going. The amount of work can at sometimes seem endless... but don’t worry – in the same manner so can the rewards.

Middlesex Business Matters Magazine • Issue #1

*Check out your local business centres! The Business Help Centre (CFDC) of Middlesex is ready to help you with ANYTHING you need. From starting business plans to discussing loan applications, qualified staff members are available to ensure your business start succeeds.

Start-up Checklist:  Researched Business Location  Researched/Concluded there     

ARE Customers Intelligent Product Sources/ Suppliers Ideal Business Structure Brand-Encompassing Business Name Image-Projecting Product Name Completed all Needed Registration Forms

Starting Out ...

Maelstrom Hobby Games & Comics, Strathroy

ntering the store located at 89 Frank Street in Strathroy is like stepping into a time warp. Although I half expected to find ‘Sheldon’ and his friends leafing through the comics for sale, the television show did in fact prepare me for this brave new world of gaming. Twenty-something owner Rob Moraal greeted me from the central sales station as I walked through the door into a century old shop complete with original tin ceiling (albeit painted a soft violet).

ob opened his games and comics store on November 1, 2013. Following a family tradition of owning his own business, his passion for hobby gaming (distinctly different from gaming which involves technology) was the logical choice for him to turn into a business. He started playing games such as Magic the Gathering® and Dungeons & Dragons™ before he was a teenager.

n addition to selling comics, the shop offers hobby, trading cards, board and mini war games as well as role playing guides and books. Rob is also available as a consultant to design adventures for games. The back half of the store offers a gaming room and a mini war games room complete with a specially built table. He holds weekly Friday Night Magic events where participants can win prizes and collect points. Up to eighty

133 Head St. S. Unit #1 Strathroy, ON N7G 2L1 P: 519.282.6500 E: TheTintShop79@gmail.com : facebook.com/TheTintShopStrathroy

participants attend these events. Rob has seen a shift in gamers as more girls are becoming interested, but the age group ranges from late teens upwards.

“The Business Help Centre (CFDC) of Middlesex was extremely helpful, especially with my business plan” said Rob. When he initially approached the centre, he found he had less than half of the required content for a usable business plan, because he just didn’t know what was required. Since then, he found the process of writing the business plan helpful as it clarified how his store was going to look and operate.

hen asked about advice to others thinking about starting their own business, Rob says “Be willing to take the chance.” Maelstrom (which means whirlpool) is going well but at this point Rob plans to stick with the business plan

Rob Moraal runs Maelstrom Hobby Games & Comics for the youth of Strathroy-Caradoc. and not expand too quickly.

ob uses word of mouth and social media for part of his marketing strategy. Check out his store at 89 Frank Street any time after 11 am Tuesday to Sunday or visit www.MaelstromStore.com. The store is also on Facebook, Twitter and YouTube.

The store and gaming areas provide a source of non-computer entertainment and socialization.

Auto Residential & Commercial Window Tinting Auto Accessories & Decals Spring/Summer 2015

business

On Being a Graduate of the by Erin Bouchard, Once Upon A Time Weddings

can’t believe it’s been almost four years since I opened my store. Four years ago I was passionate, excited, naïve and embarking on such an important journey. My husband was by my side and on board to open the doors. I was just twenty-four years old and I couldn’t believe investors had given me the money needed to open my very own bridal store. I had worked hard to compile a business plan and to pitch it to important men who I hoped would love my idea and support it by signing a cheque. I felt ready, I felt my life up to that point had prepared me and I was finally following my dreams. I couldn’t wait for blushing brides to come knocking

Middlesex Business Matters Magazine • Volume 1 ~ Issue #1

down my shop door and purchase my wares.

ast forward to the present and I’m still here, still fighting to accomplish those dreams. I’m older, wiser, and not quite as naïve. I love what I do, but there are so many things about running a business I wish I had known. I wish people would understand just how difficult it is to run a successful business. I wish people knew the guilt I feel when I don’t tuck my babies into bed at night, because I am helping a bride have her moment. I wish they knew just how many times I have sat and cried because of a mistake or a poor

Reflection

School of Hard Knocks… choice, sometimes completely out of my control.

B Suite 950, 495 Richmond Street London, Ontario N6A 5A9 519.672.6811 www.scrimgeour.com

See us in Strathroy, Glencoe Parkhill, Dorchester or Lucan

16B Second Street Strathroy, ON N7G 3H8 P: 519-245-4500 Toll Free: 1-888-478-2111 Website: www.communityemploymentchoices.ca Email: reception@communityemploymentchoices.ca

ut I have learned that courage means asking for a time out, to shed a tear, to dust yourself off, and then get back into the ring to fight like you’ve never fought before. Sometimes it feels like those dreams I had in the beginning are all gone, but then new dreams and a renewed sense of passion develop. All it takes is a bride coming into the store, finding her gown, having her moment and hugging me, thanking me for helping find her confidence and beauty. That’s why I do it. That’s why I know I am in it for the long haul. That’s why I continue to learn, develop new skills, and overcome the many weaknesses I have when it comes to running a business.

ometimes life is hard and seems unfair. Sometimes we have to put our big girl panties on and face each day with passion, motivation and a renewed commitment to be the best. How do we that?

‘CEC provided professional, informative and responsive support for our hiring needs.‘ Liisa Buren, Burcon Construction

“There are so many things about running a business I wish I had known”

NOLA’S HOME DECOR ~ Draperies ~ Valances

~ Shades ~ Shutters

~ Wall Coverings ~ Paint

We have what you need to make your home a beautiful place to be. Visit us at www.nolashomedecor.com

223 222 Main Street, Glencoe ~ 519-287-3942

For all your business communications ... contact us ... Websites & Social Media Located in Arva, Graphic Design Middlesex Centre Promo Videos Phone: 226.980.5674 Photography W: bluehorsecreative.com Marketing E: info@bluehorsecreative.com

here are hundreds of resources available on topics including leadership, marketing, communication and networking. I have purchased several of them and even read some, but I have yet to find something for those of us in the trenches to teach us how to rekindle our passion. I have yet to find an honest account of what it’s like to be working everyday and to keep fighting for your dreams. That’s why I created a blog. It’s for those of us who wake up every day and wonder when our dream became a nightmare and contemplate why we left our 9-5 job to live our dream. If you’re an entrepreneur who doesn’t want to be millionaire but just wants to make an honest living, then join me in the journey to finding your passion, living your dreams and learning to overcome your weakness. Visit Erin’s blog at www.facebook.com/Joyfades

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Spring/Summer 2015

economic development

Shaping the Economic Future

by Aileen Murray Ec.D. (F) Economic Development Manager, Middlesex County Middlesex County adopted a new creating an entrepreneurial spirit Economic Development Strategic among students and youth. Plan in 2014. Together business leaders, elected officers and staff 2. A Proactive and Targeted established the objectives and Approach to Business Attraction actions that will shape the County’s work to achieve our vision. Objective: Implement an investment attraction program focused on sector opportunities with a history of competitiveness and export orientation or demonstrates potential for growth.

The vision for Middlesex’s future is three-fold:

1. We will leverage the County’s strategic location, skilled workforce and community spirit. 2. We will capitalize on the lifestyle, economic vitality and natural environment of the rural and small town communities. 3. We will foster economic diversification, enhance the strengths of the regional economy and build on our history of entrepreneurship.

The County has established three broad goals. 1. A Supportive Environment for Business and Investment Objective: Enhance the County’s competitive advantage for attracting and retaining business and investment in its traditional and emerging sectors. Creating an environment that supports business growth is the foundation of this strategy. The efforts include expanding the County’s broadband infrastructure; ensuring County policies support the attraction of business investment; providing resources for small business and start-ups and;

Business attraction efforts will bring new wealth and employment into the County. The County’s economic development website investinmiddlesex.ca is the centre of the marketing activities. The site features available commercial and industrial land and buildings along with success stories on business that “Make it in Middlesex”. The continued maintenance and enhancement of the website is a priority. Behind the scenes, Middlesex maintains a comprehensive series of employment and development data. The County assists local municipalities with the provincial Certified Site program and cultivates relationships with

Middlesex’s jpw systems designs barrier-free doors and accesscontrolsystemsforbusinessesandinstitutionalclients.

Middlesex Business Matters Magazine • Volume 1 ~ Issue #1

Cooper Standard is a Tier One automotive supplier producing brake and fuel lines at their Middlesex facility.

federal and provincial investment intermediaries. The strategy also notes the potential for the agribusiness sector to become an even greater contributor to the local economy. Middlesex County intends to leverage the strength of the sector to support existing businesses and promote additional investment. 3. A Commitment to Community Sustainability and Growth Objective: Build community capacity for economic growth and development through effective leadership and communication. Middlesex County is blessed with a solid foundation for a strong and resilient economy. The County will build upon these strengths by collaborating with its economic development partners including local municipalities, business associations, support agencies and other stakeholders. The actions include expanding the business retention & expansion program and

of Middlesex County exploring additional opportunities for networking and collaboration in the agriculture and tourism sectors.

The Path Forward ... 2014 was the first year of an ambitious five year implementation plan. In the first year, collaboration with the municipal partners and business associations was the priority. The investinmiddlesex.ca website and related collateral materials elevated the Countyâ&#x20AC;&#x2122;s profile and resulted in greater interaction with existing businesses and prospective investors. It is a hub for success stories, video testimonials, funding information and other valuable resources for existing businesses and prospective investors alike. The aerial video series of the Middlesex business parks created a buzz with corporate realtors and was featured in local media reports.

The County participated in investment attraction missions with the Ontario Food Cluster and met regularly with provincial and federal investment staff and corporate realtors. Closer to home, we assisted numerous existing businesses with funding information, troubleshooting and exporting advice. The first tourism business signs and the Grassroutes touring route signs were installed in 2014. Economic Development is a long-term effort requiring consistency, perseverance and commitment. The Economic Development Strategic Plan provides the path forward to our collective vision of a supportive environment for business and investment, a proactive and targeted approach to business attraction and a commitment to community sustainability and growth. To read the complete Economic Development Strategy, visit www.investinmiddlesex.ca/EcDev_StrategicPlan

Spring/Summer 2015

labour

HIRING STAFF With apologies to William Shakespeare, “to hire or not to hire” is one of the most difficult questions facing entrepreneurs and small business owners in these challenging times. The question usually comes up when the amount of work needed to be done is more than the current staff can accomplish, and while it seems like a no brainer to simply add people when business is good, a great deal of thought needs to go into the decision before someone is hired. No one wants to add to staff simply because they want more employees. With added employees and increased productivity come added costs and responsibilities and potentially added problems. Several things need to be taken into consideration before the decision is made.

Middlesex Business Matters Magazine • Volume 1 ~ Issue #1

SIGNS IT MIGHT BE TIME TO HIRE ... An increase in demand for the goods or services your business provides Feeling you & your employees are spread too thinly & not able to maintain necessary productivity You identify an opportunity for growth and expansion

by Bill Pigram, Manager, Community Employment Choices

WHAT DO YOU WANT ME TO DO? Our experience has shown that many business owners and entrepreneurs are not completely sure what they want the new employee to do, so itâ&#x20AC;&#x2122;s imperative that a clear job description for the new position is developed before the new hire is added. This will also help with the interviewing process. Also consider how the new position will impact the existing work environment and sharing of duties in the day to day operations of the enterprise. For example, who will be responsible for training the new employee? Do you have a plan in place for it already, or does this need to be developed?

Adding staff to meet the demands of a successful growing business can be a very positive thing but it needs to be done with care and planning. In addition to the many online resources available to help businesses owners research the topic, Lorry Dawdy, the Business Developer at Community Employment Choices would be happy to discuss any questions and concerns. She can be reached at 519 245 4500 x205, or by email at ldawdy@communityemploymentchoices.ca .

Spring/Summer 2015

manufacturing

The County of Middlesex is often best know for its fertile, productive agricultural land base and quaint rural towns,and villages, Itâ&#x20AC;&#x2122;s not just large corporations, but the locally owned, family operated companies making a name for themselves globally. A full 16% of the local work force is in manufacturing, which amounts to 7,000 workers who are all enjoying a rural lifestyle without hour-long commutes in concrete jungles and having to pay to park!

Components for Defence

High Density Polyethylene (HDPE) sheets

Die Cast Magnesium Auto Parts

Medical Diagnostic Test Kits

Agricultural Machinery

Beer

Curling Stones

Tier 1 Auto Parts Components

Middlesex Business Matters Magazine â&#x20AC;˘ Volume 1 ~ Issue #1

but since it surrounds London and is serviced with two 400-series highways, more manufacturers are calling Middlesex ‘home’. Major manufacturers are selecting Middlesex because the land and energy costs are lower than nearby urban centres. They can find the mechanically minded and educated workforce needed to succeed. Here’s just a sampling of what is manufactured in Middlesex today ...

Soap

Concrete Pipe

Robotics

Drainage Pipe

Chocolates

Hearing Instrument Fitting Systems

Replacement Windows

Race Car Composites

Complete Door/Security Solutions

Spring/Summer 2015

tourism

The

HIDDEN

Delaware Speedway

Even if you donâ&#x20AC;&#x2122;t golf, you can sit back and enjoy the beautiful surroundings from the picturesque patio overlooking the signature 14th hole at Llyndinshire Golf Club in Middlesex Centre. The licensed restaurant, lounge and patio are ideal places to unwind with friends anytime during the golf season. For more information, visit www.llyndinshire.com

Green Door Gardens Pro-grade, Canadian made baseball bats are manufactured right in Thames Centre! Baseline Bats of Dorchester make professional quality bats, composite bats and trophy bats from the finest yellow birch, hard maple or ash wood. For more details, visit www.baselinebats.com

Middlesex Business Matters Magazine â&#x20AC;˘ Issue #1

Do you know of a hidden jewel in Middlesex?

JEWELS

of ex s e l d d Mi ount y C

is a half-mile paved stock-car track, located in Middlesex Centre! For more than 55 years, Delaware Speedway, with its unique natural amphitheatre-like setting allows friends and family to enjoy an exciting, comfortable and affordable evening or afternoon of entertainment.

Llyndinshire Golf Club Patio Named for the antique door that greets visitors, Green Door Gardens specializes in heirloom tomato plants. Owner Sara also grows and sells 20 varieties of garlic. Her home-made jams and preserves are also available at the Ilderton Farmersâ&#x20AC;&#x2122; Market.

Baseline Bats Send your nomination to info@thebusinesshelpcentre.ca

Spring/Summer 2015

tourism

6 Steps to Storytelling in Tourism Marketing

Story-telling is the new buzz in tourism marketing. Studies show our brains are wired to understand and retain stories more than any other form of information. A story is a journey that moves the listener, so that they feel different, which could result in persuasion and sometimes action. Here are six tips to help you incorporate solid storytelling into your tourism marketing: 1. Understand your target audience. Speak to your customers and ask why they bought from you. This can be a casual conversation over the breakfast table at your B&B, or as they pay at the register at your gift shop. Find out what drove them to initiate the buying process. How did they find your establishment? It is okay to ask outright “How did you hear about us?” By understanding your audience, you will be able to create content that truly speaks to them.

2. Identify the emotional drivers your buyers experience through your conversations with them. This emotional analysis will help determine what your customers truly care about and how to tap into that passion. The emotional drivers for tourists are very different than those of people living in your community. 3. Be Authentic. Highlight stories from employees, customers and other industry folk. Don’t shy away from using details like names, settings and positive outcomes. The more reliable your story is, the more your audience will respond. Be sure to get permission from customers before hand, especially if you are printing their picture or using their image on video via the internet. While verbal consent is usual, it is best to have a release form ready for your clients to sign. There are several versions available for downloading on the internet.

Middlesex Business Matters Magazine • Volume 1 ~ Issue #1

HOW TO

4. Tell your story appropriately. Whether you are using social media, direct mail or even a billboard, use the strengths of each method. From two words on a billboard to 140 characters on Twitter, create and share your stories across all the platforms you use. 5. Give your stories credibility. Use your story and some back-up data together, so your audience is not only moved emotionally, but they have a level of comfort knowing it is plausible. 6. Utilize user-generated content to share different perspectives of your overarching story. Try hosting a contest,

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managing a hashtag or interviewing industry leaders to create third-party content with storytelling flair. If you use neutral words and phrases that lack narrative, your readers will continue to simply process and forget your message. So now you must send your potential customers on a journey that leads them to solutions that solve their problems and, hopefully, boost our bottom lines. Source: www.theguardian.com/media-network/ media-network-blog/2014/aug/28/sciencestorytelling-digital-marketing

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ECONOMY BENEFITS FROM STRONG NON-PROFIT SECTOR by Tonya Dendrinos, Program Director, Centre for Non-Profit Collaboration

Source: Stats Canada – Satellite Account of Non-profit Institutions and Volunteering

t’s well known the Non-Profit sector plays a valuable role in meeting our communities’ needs. Unemployed individuals, people affected by poverty, people with a disability, seniors, children and youth all directly benefit from non-profit services. What’s less known is the value these organizations add to our economy. Non-profits have a bigger impact on Canada’s economy than you may realize.

he Non-Profit Sector provides a steady source of employment. In Canada there are over 170,000 charitable and non-profit organizations creating over 2 million jobs. (National Survey of Nonprofit and Voluntary Organizations (Hall et al., 2004)).

Non-profits rely on staff, accountants, graphic designers, property maintenance and other specialized professions to keep their organization going. Like for-profit businesses, they consume goods and services – computers, internet, utilities, building supplies and other capital expenses, generating revenue for the

he current economic climate threatens the long-term sustainability of many non-profit organizations. Government funding cuts, increased demand for services and decreased donations have many nonprofit organizations searching for new ways to cut costs and increase revenue. Sharing resources and creating partnerships is one way to decrease expenses. That’s why the Centre for Non-Profit Collaboration, located at The Business Help Centre of Middlesex offers access to shared space and resources for non-profit organizations.

any non-profit organizations are implementing business models or “social enterprises” as a way to create additional revenue. These business models work to decrease reliance on government funding and donations and allow organizations to offer value-added programs which otherwise would or could not be funded.

ccording to Stats Canada in 2007 the Gross Domestic Product ( (GDP)( a measure of the consumption of these goods and services) of companies providing the non-profit sector amounted to $35.6 billion the goods and services. which accounted for 2.5% of the Canadian economy. (Stats Canada – Satellite Account of Non-profit Institutions and Volunteering). This ocial enterprise business models exist to serve a social figure does not include hospitals, universities and colleges. purpose. In Middlesex, these include a bakery providing With hospitals, universities and colleges included the employment training to GDP equals 7% or $110.7 people with a disability; billion. The non-profit a thrift store funding sector outpaced the GDP a local food bank; and of each of the motor a special needs riding vehicle manufacturing, program which sells a g r i c u l t u r e , donated equipment to reaccommodation and invest in their programs. food service industries.

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For Lucan-Biddulph Community Economic Development (including our local business directory) please go to

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Middlesex Business Matters Magazine • Volume 1 ~ Issue #1

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Strathroy-Caradoc is a vibrant, growing community located in the heart of Southwestern Ontario. The municipality is home to a diverse commercial and industrial base, contributing to a competitive region that supports a high standard of living. The community offers urban conveniences, while maintaining the charm of small-town life. As the largest municipality in the County of Middlesex, Strathroy-Caradoc benefits from its strategic location. Direct access to rail and highway networks with nearby links to air and water transport allow for the easy flow of goods and people to North American and world markets.

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Complying with ...

The Accessibility for Ontarians with Disability Act by Tiny Van Pinxteren DBMC Inc.

All businesses in Ontario are required to comply with phase one of the Accessibility for Ontarians with Disability Act known as the Accessibility Standard for Customer Service; however many small and mediumsized businesses may not be up to par. (Visit http://www.mcss.gov.on.ca/en/mcss/programs/accessibility/index.aspx) There’s been a lot of confusion about what the ‘customer service standard’ is all about. Most of the time people think about mobility first when thinking about disabilities, and how to overcome the physical barriers for the disabled to get into their premises. Although this is part of what you can and should do, the first and most important priority is changing attitudes and empowering your employees to be confident when providing customer service to people with disabilities.

In practical terms for small businesses in Ontario this means: • All companies must create “an accessible customer service plan” that outlines how their business will provide service to people with disabilities. This includes identifying potential barriers and figuring out new ways of dealing with them. • Employers must train their staff to provide accessible customer service. Training topics must include how to communicate with people with different types of disabilities and how to interact with people who use assistive devices or service animals. In addition to these two components, employers with 20 or more staff members must keep a copy of their accessible customer service plan and file reports with the ministry,

indicating how and when their employees have been trained. You had until the end of 2012 to do so. These regulations are primarily about encouraging and educating the business community. According to the government, the ministry will contact the companies that have not filed and urge them to take the necessary steps. They will also maintain communication lines with the disabled community so concerns may be brought to their attention and addressed as appropriate. To help businesses create their accessible customer service plan and train their staff without spending a lot of money, the ministry offers several on-line free toolkits, (Visit http://

Standards

Regulation (available at http://www.mcss.gov.on.ca/en/mcss/ programs/accessibility/index.aspx) will

be next – wider-ranging legislation requiring that transportation, employment and all forms of communication be accessible to people with disabilities. According to the Ministry of Community and Social Services, these standards will be phased in over time between 2011 and 2025, to give organizations the time they need to build accessibility into their regular business processes.

www.mcss.gov.on.ca/en/mcss/programs/ accessibility/customerService/Under20. aspx) including a 78-page employer

handbook and a 51-page training resource. With e-learning, staff can log in and go through a 25-minute interactive online course. (See http:// www.mcss.gov.on.ca/en/serve-ability/ index.aspx

Once the course has been completed, employees can print a certificate to provide evidence to their employer of their successful completion. Another option is to hire a consultant to come in and teach a course in-house. Once Ontario businesses have met the requirements of the customer service regulation, which is phase one of a five phase process, the following phase will commence. The Integrated Accessibility

Employers should look at the AODA regulations as not only important for people with disabilities, but good for business too, particularly in a province where close to two million citizens are identified as having a disability. If you have a business, you want to be able to reach out to them and make them comfortable, because, at the end of the day, it’s going to mean more dollars to the bottom line. The truth is, if you cater to persons with disabilities and they know you do, they will become loyal customers.

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Middlesex Business Matters Magazine â&#x20AC;˘ Volume 1 ~ Issue #1

ool’s h c S s s e in s u B y e : t Iv c e j o r P g in lt u s n ses s e in s u Community Co B y t n u o C sex siness hing Ivey Bu tc a m Helping Middjele m ra g pro project. ct (CCP) is a a consulting

ndertake ulting Pro on (NPO) to u munity Cons ti m a o iz C n a y e rg o Iv t e fi Th n-pro nts with a no School stude

mutually beneficial relationship and enriching experience, the students experience first-hand strategic decision-making and problem solving while the Non-profit receives fresh and creative solutions or recommendations on an organizational challenge.

ast participants keep the program running. Mariam Shokrizadeh, External Director of CCP says, “After being a student participant last year and a program leader this year, I have been gifted with various lessons and skills.” It is a unique way to gain skills while keeping the students engaged while at the same time forging memorable relationships. The students are selected through an application and interview process, while the organizations are chosen by their project proposal applications. In the fall of 2014, the program directors were excited to see a high number of applications from both the students and NPOs, leading to a very competitive selection process, according to Naomi Chun, the program’s Internal Director.

he Business Help Centre of Middlesex County applied and was accepted into the Fall 2014 program. The scope of the project during the 8-week period was to create a distribution plan for the new Middlesex Business Matters magazine. The Ivey

By Kayla Duncan

Team included Cameron Adams, Kayla Duncan, Brian Han and Kaitlyn Oh.

hun’s goal was, “to organize a program that showed students how big an impact they can make in a short amount of time.” With the team surpassing the lofty goal set for a new distribution plan, the four members of the team found they could do just that.

his project has a ripple effect throughout the entire county. The new magazine is a one-of-akind publication not previously offered to the communities in Middlesex. It provides a cost effective way to advertise locally, serves as a resource for residents, and the articles provide valuable information to local businesses. It truly offers something for everyone! For more information about the Community Consulting Project, visit: Ivey Business School: http://www.ivey.uwo.ca/ iveyconnects/projects/community-consultingproject/ Facebook: https://www.facebook.com/ iveycommunityconsultingproject CCP Website: http://iveyccp.wordpress.com

Spring/Summer 2015