Valley Entrepreneur Issue 2

Who Pays the Price for Lawsuit Abuse? You Do. | Uno, Dos, Tres... Vamonos!!! Taking the Entrepreneurial Plunge

Journal

Can Undocumented Entrepreneurs

Power of the Woman vs. the Power of the Outfit

JOIN THE FORMAL ECONOMY? TOP STORY

The

TIPS TO BUYING REAL ESTATE

EDGE

For the Small Business Owner

Wells Fargo Recognizes

The Power of Women Entrepreneurs

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Contents

22 - 24 COMPETITION VS COOPERATION - DOES IT MATTER IN THE LONG-RUN? THREE CASE STUDIES OF LONGITUDINAL EFFICACY OF REGIONAL DEVELOPMENT

by Leonardo Olivares 25 - 26 VALLEY ENTREPRENEUR JOURNAL, LED BY AREA WOMEN, LAUNCHED FROM EDINBURG

By David A. Díaz 28-30 CHERYL LABERGE INTERVIEW 5 INTRO Maria “Charo” Mann Chief Executive Officer 8-9 TIPS TO BUYING REAL ESTATE FOR THE SMALL BUSINESS OWNER

By Miki McCarthy 10

IMPROVE YOUR COMPANY’S CASH FLOW

by Oriol Zertuche 14 - 15

UNO… DOS… TRES… VAMONOS! TAKING THE ENTREPRENEURIAL PLUNGE

by Laura Gonzalez 16 - 17

POWER OF THE WOMAN VS POWER OF THE OUTFIT

by Lillyan David

32-35 WELLS FARGO RECOGNIZES THE POWER OF WOMEN ENTREPRENEURS 38 - 42

THE EDGE 44 - 45 BRAND REALITIES

By Beth Ann Kaminkow 46 - 47 FOR BETTER OR WORSE: ADVICE FOR THE ENTREPRENEURIAL SPOUSE

By Thom Ruhe 48 - 49 YOUR GREATEST ASSET! SALESMANSHIP, KNOWLEDGE, TRUST, MARKET SENSE, EXPERIENCE.

By Craig Crause

18 - 19 OUT OF THE SHADOWS: CAN INFORMAL/UNDOCUMENTED ENTREPRENEURS JOIN THE FORMAL ECONOMY?

by Chad Richardson and Associates

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The Women’s Business Center is your First Step to Success.

We are a non-profit organization offering prospective clients the guidance they need to achieve their dreams. Get the answers you need at the Women’s Business Center!

Financial Analysis Market Research

Loan Application Assistance

Mentoring Program

Business Workshops and Seminars

This Women’s Business Border Center is partially funded by the Small Business Administration (SBA) under cooperative agreement No. SBAHQ-12-W-0050. SBA’s funding is not an endorsement of any products, opinions, or services. All SBA funded programs are extended to the public on a non-discriminatory basis. Reasonable arrangements for people with special needs will be made if request at least two weeks in advance by calling at 956.380.2800.

Southwest Community Investment Corp Women’s Business Center 2314 W University Dr. Ste 230 Edinburg, TX 78539 956.380.2800 www.wbc-rgv.org

Intro

MARIA “CHARO” MANN Chief Executive Officer

“Our success has really been based on partnerships from the very beginning.”

- Bill Gates We echo Bill Gates’ quote because partnerships are at the core of our organization - The Southwest Community Investment Corporation which hosts the Valley Entrepreneur Journal.

From the beginning, partnerships have allowed us to leverage resources more efficiently and to strengthen the services we provide.

Our uniqueness about being a non-profit organization in support of the for-profit sector has made it more imperative to partner for SUCCESS. Sometimes it is not about whom we partner with but about how we partner for added value, balance, power and respect.

Special thanks goes to Wells Fargo bank for being there with us from the beginning and for believing in us when we needed the added support for growth. Today we harvest the fruits of this partnership.

We also partner with those to whom we provide entrepreneurial services to, as we become partners in building their dreams of entrepreneurship. We support them in their journeys as they strengthen their self confidence, sharpen their business skills, refined their business idea, acquire funding and open doors for business.

When it comes to private partnerships, there is a myriad of opportunities to be creative and to think outside the box. This is why a partnership with Atlas Electric & Air Conditioning and Indigo PR helped create and develop the “The Edge” - a YouTube channel produced by the Women’s Business Center to educate, inform and empower women entrepreneurs.

We would also like to extend our gratitude to all our partners who have supported the journal by providing expert articles, especially to our local leaders, professionals, as well as to the Kauffman Foundation and Beth Ann Kaminkow from TracyLocke.

Of course our especial thanks goes to you, our most important partner - the reader, to whom this magazine is dedicated. With your support and entrepreneurial drive we expect to turn the Valley into a place that inspires the creation, retention and expansion of businesses in South Texas and beyond. Let’s do this together. Let’s do this the Valley way – a partnership for Regional Development.

Chief Executive Officer Maria “Charo” Mann Creative Director Oriol Zertuche Art Director Bratislav Djikic Editor-in-Chief Isaul Carballar Contributors Miki McCarthy Laura Gonzalez Lillyan David Chad Richardson and Associates Leonardo Olivares David A. Díaz Beth Ann Kaminkow Thom Ruhe Craig Crause SCIC Board of Directors Sarah Hammond Pedro Salazar Eduardo E. Caso Lucia Valdez Celine Schulz Ramiro Garza Nelda T. Ramirez Yolanda G. Salinas Advertising Sales: 956.369.9513 info@valleyentrepreneur.org 2314 W. University Dr., Ste. Edinburg, TX 78539

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Alamo EDC is a Type B nonprofit corporation dedicated to the Economic and Community Development of the City of Alamo, TX. Visit us at www.alamoedc.org to learn about our Economic Development Incentives Revolving Loan Program Business Retention Expansion Program 715 E. Business 83, Alamo, TX 78516 (956) 787-6622 (956) 787-7766 Fax

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COMMUNITY. EMPOWERMENT. INNOVATION.

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Real Estate

Tips to Buying

Real Estate for the Small Business Owner Consider using this for a more appealing lead-in: Until you have representation as a buyer, the agent working on the transaction represents the seller. Just as you would interview prospective employees, taking the time to interview real estate firms is highly recommended. Not all real estate agents are REALTORS®

W

hen in the hunt for real estate, there are many moving parts that you need to be mindful of.

Before you buy, there are several factors you should consider such as soliciting a licensed professional, location, zoning, infrastructure, and conducting a market analysis. Paying attention to these tips could improve your bottom line by avoiding pitfalls and unnecessary expense.

Realtors®

The first tip before you buy any property is to have representation. Do not assume because you are speaking to an agent, that you are being represented. Until you have representation as a buyer, the agent working on the transaction represents the seller.

Just as you would interview prospective employees, taking the time to interview real estate firms is highly recommended. Not all real estate agents are REALTORS® and there is a difference. REALTORS® are held to higher professional and ethical standards because they are members of national, state and regional real estate associations.

If an agent is no longer or has never been a REALTOR®, ask the hard question as to why they no longer hold the designation.

While you may think avoiding real estate agents will save you money, that type of thinking is a mistake. There are so many details to manage. This will increase your success through the property search, negotiation, contracting and closing phases.

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Location

Depending on your type of business, it has been widely said and repeated that your business’ success depends on location, location, location. That would assume that you have to establish your business where you will get the most visibility. If you have a retail business heavily supported by walk-in customers, a prime location with high traffic counts matters. However, if your product and services are not contingent on store-front sales, you could save money considering commercial property within a business district or office complex that is not along a major thoroughfare. Impacting the cost of commercial property are municipal tax rates, permitting regulations and associated fees. Typically, the cost of property per square foot will be greater in larger cities as compared to smaller cities.

Likewise, costs will be greater in higher density areas within each city. That is not to say there are not sweet deals to be found. It takes time to research the right opportunity for your needs. Careful review and consideration should be given to weigh the impact of these factors.

Zoning

So you think you found the perfect corner spot on a busy street. Businesses are popping up all over and this property seems perfect for your business. The seller has it priced below market and within your price range. You buy it and contact the city about opening your business only to be told the property is zoned residential and cannot sup-

port commercial development. This happens from time to time which is why every aspect of the property you wish to buy needs to be researched prior to closing. Should you enter into an earnest money contract, ensure you allow enough time to conduct a feasibility study. This will determine the proper zoning for the intended use. You could apply to the city to have the property’s classification changed.

Entrepreneurs This involves paying a have learned municipal application fee the value which is presented to the of business evaluation thru city’s planning and zoning trial and error staff. If staff determines the zoning request is permissible by law, the item is forwarded to the city’s planning and zoning commission for consideration. They can vote in favor or against the zoning change. Their decision is forwarded to the City Commission for final ratification. The commission may uphold or overturn the P&Z’s decision.

This adds additional time to a project so it is imperative to ensure the property is adequately zoned for your needs.

Infrastructure

If you want to purchase land to build a new business, it needs to be determined if the property has adequate infrastructure to support what you want to build. Infrastructure refers to utilities lines for water, sewer, drainage, electrical and telecommunications, etc. Infrastructure is found underground so you would not be able to tell just by looking at the land if it has

everything in place. Requesting surveys and plats will provide more information, but it is suggested that you ask the city’s engineer to verify the infrastructure. City utility departments may also be of assistance. If you find a piece of land that is priced real cheaply, it may be because it lacks adequate infrastructure. You will be required to improve the property before opening your business. That could be more costly in the long run. Similarly, if land is commercial grade, it will cost more per square foot but you will not foot the bill for excess development costs. From the first three areas, it has been established just how much work and consideration goes into a real estate purchase. Do you risk not having representation?

Comparative Market Analysis

There is not anything wrong with driving around looking for land to buy for your business. You should be invested in the process. Anyone can call the number shown on the real estate sign and ask how much. Even if you can afford the sale amount, a comparative market analysis should be conducted to verify the accuracy of the price. Once you have identified a few sites or if you want to compare real estate prices from one city to the next, a comparable market analysis (CMA) for each site should be completed by your REALTORÂŽ. This CMA will determine if the suggested listing price is accurate as well as provide you with a side by side comparison of the properties. The CMA

will evaluate properties that have recently sold in surrounding areas. The price real estate closes at thus suggests what the market supports. Before you purchase, be sure to request a copy of the CMA to identify if the property is overpriced or underpriced. There is a difference in the assessed price of real estate issued by the local tax authority and the prevailing market price. The CMA will allow you to make an educated offer.

In conclusion, each of the factors discussed, if overlooked, could cost you more money in the long run. If you try to cut corners, you may lose money. The only way to protect your assets is to be thorough at each step in the process and have a licensed professional that is looking out for your best interest. It is your money at the end of the day, and it is the future of your business. Take these factors into consideration before you make your next real estate transaction. For more information about these tips, give me a call at First American Realty at 956-682-3000.

Once you have identified a few sites or if you want to compare real estate prices from one city to the next, a comparable market analysis (CMA) for each site should be completed by your REALTORÂŽ.

MIKI MCCARTHY REALTOR First American Realty Co. miki@firstamrlty.com www.firstamericanrealty.com

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Finance

Improve Your Company’s

CASH FLOW

by Oriol Zertuche

By conserving your cash, you are helping to maintain a healthy financial status

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challenge that many small business owners face is keeping a healthy cash flow level. Often, sales and income can be hit or miss, and it can make a business owner very nervous thinking about when business will pick up again. Sometimes your business finances will get tight. Fortunately there are ways to improve your business’ cash flow and position your business in a more positive light. Here is a look at some effective methods that you can employ that can help improve your company’s cash flow.

Strategic Sales

If you work in an industry where you sell products or offer a service, consider offering a strategic sale. Sales can help lure in customers and increase your cash flow in a big way. If you have old merchandise laying around, consider offering up a clearance event. If tax time is approaching and you offer tax filing, consider offering a discount to customers who pay up front. There are plenty of ways that sales that help secure a healthier cash flow and you could even find new customers in the process.

Bill Promptly

If you perform a service for a client such as a contractor job or a repairman, make sure that you bill the customer promptly.

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Prompt billing is much more likely to be paid on time than a bill that is sent weeks later. Sometimes clients can forget what a bill is for, and it could sit. Prompt billing also ensures that you get your money quicker than a later bill would.

Email Marketing

Email marketing is a seriously effective way to get customers into your store. This is a cheap form of advertisement that allows you to share specific information with your customers such as specials, sales, new merchandise and services, as well as any message you wish to convey to your audience. Customers on your email list can be offered incentive to come into your store or onto your website, such as a 20 percent off coupon. While they won’t be paying full price, they will be adding to your company’s cash flow and you paid nothing at all for this effective form of advertising.

These ideas require customers to spend money in order to receive the incentive, thus adding to your overall cash flow.

Reconsider Your Inventory Orders

If business is slow, you might want to reconsider ordering 100 of everything that you have in stock. By conserving your cash, you

Consider Implementing Incentive Programs for Prompt Payment

If you have customers that routinely pay promptly for your services, consider offering them an incentive for every prompt payment they make. Some ideas to consider include a free consultation, 10 percent off their next purchase over $100 or a $5 gift card that can be applied to any order over $50.

are helping to maintain a healthy level of cash on hand instead of purchasing more inventory that may just sit until your next big business boom.

Require Payment Upfront

Many companies require customers to pay upfront before a service is rendered to help protect their company’s financial standing.

By requiring payment upfront, you don’t have to worry about billing or waiting for your customers to send in their payments.

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Entrepreneurship

Uno… Dos… Tres… VAMONOS!!!

Taking the Entrepreneurial Plunge

by Laura Gonzalez

My business idea stems from my personal experience.

S

tarting your own business is tough work. As I embarked on my entrepreneurial journey, I quickly realized that I was my own biggest obstacle in pressing forward.

I would ask myself over and over again if I was ready for a new chapter in my already busy life. Was I ready to work long administrative hours again and embark on a new project for which I had limited knowledge?

I had been in this chronic mode for years, always wondering if I could do more with my education, my skills, and my fervor to help others. For too many years, I was afraid of taking the initial steps and the daunting risk of starting my own business. I had conveniently surrounded myself with an arsenal of excuses such as: not being young enough, having too many family obligations, and just not having enough time. Until one day I realized that my excuses were no longer valid.

Determined to take the plunge, I started with a personal motto, “Uno…Dos…Tres…VAMONOS”, as motivation to accelerate. I had to trust in my resiliency to confront my fears and doubts with grace, utilize my armory of life experiences to my advantage, and value the emotional fortitude that only a woman fully understands. All systems were in place and ready to go… VAMONOS! My first initial step was to seek out the best community-based resources available. By attending as many entrepreneurial courses, trainings, and seminars as I could, I

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Lupe and Laura Gonzalez, Owners The Loretto at Mission

inevitably met an invaluable partner in the Women’s Business Center (WBC).

I then used my uno, dos, tres motto to organize my line of attack into three strategic areas: • Uno – Is my idea innovative and am I passionate about my idea?

• Dos – Have I done the necessary groundwork to understand my business fully?

• Tres – Who will fund my project?

for socialization. Unable to find diverse programs and a suitable venue, I began an extensive passage of research and planning that has taken over two years to develop. In order The Loretto will to meet the growing revolutionize needs of our aging loved the way we think of aging ones, I created The Loretin the RGV to at Mission, which is a Community forward-thinking, innovaLaura Gonzalez tive concept in retiree and senior-care services that will revolutionize the way we currently think of aging in our RGV community.

By offering an upscale, private-pay, daytime-only facility, members can remain as active and healthy as independently possible.

The Loretto aims to improve the quality of life of retirees, seniors, and our community by offering research-based services not currently available. The Loretto will offer guests unique on-premise experiences such an upscale spa and salon, café and pastry shop, transportation services, respite care, travel services, and venue rental. Our programs will include: exercise, recreational, spiritual, social, art, musical, healthcare, personal improvement, nutritional, and outreach activities.

Is my idea innovative, UNO and am I passionate Have I done the about my idea?

DOS necessary groundwork to understand my business?

My business idea stems from my personal experience with my aging mother. Five years ago, I was looking for an exceptional senior day-time program for my mother, mainly

I fully researched and ensured that my business prospect was on target for success. I spent several months and countless

...an entrepreneur must invest their own time and energy to understand their product/service entirely.

hours critically researching industry trends, a choice, because my idea was so unique. studying other prosperous ventures within For that reason, I worked even harder. I my target market, and ultimately putting knew that I would be met with skepticism, together an economically feasible business especially with the financials, but I was plan that reassured me that there determined to deliver a first-class was a need for my proposed serpresentation based on knowledge, vice. Working on a business plan experience, and self- reliance. I The Loretto is is not easy, but an entrepreneur successfully did what I set out to preparing to must invest his or her own time do, plus I received a wonderful open its doors in the winter of and energy to understand their SBA loan as well.

2014. product/service entirely. Your plan must be invaluable and priceless; Always take into account that your that is why only you can write it. project and business plan will be When writing a plan, be flexible enough to reviewed by many people before an apchange in mid-stream, keep your goal in proval for your loan is made. Your business mind when you may feel like giving up, be plan represents you, so make sure that you organized beyond the ordinary, focus like produce a professional and polished plan. you never had to before, and genuinely Funding can be a lengthy process, so be believe in the content of this instrument as patient. Selecting, establishing, and builda tool for success. Get into a good routine ing a solid professional relationship with of having your plan within reach and keep a banking partner who shares your vision updating your evolving plan. makes for a priceless business liaison.

Sharing a cooperative spirit by keeping them updated on your project, inviting them Who will fund my to visit your business, and sharing in your vision? excitement is healthy and meaningful.

From the start, I was aware that I needed a loan for my project. I strategically worked This process has been extensive. However, in that direction, never losing focus of taking the entrepreneurial plunge has been my goal. Clearly, working on my financial worthwhile and gratifying. On a day coming analysis was paramount. This was the part soon, I will open my doors for the first time where I had to ask for a lot of help. Always and take immense pleasure in the moment having my best interest in mind, I turned to that I never thought possible. Once I took the my WBC advisor to assist me in compiling grueling first step into my personal entrefinancial information and projections in a preneurial journey, things started falling into way that would make a lasting impression place. Don’t wait like I did to take the plunge on a financial institution. Rejection was not … UNO … DOS … TRES … VAMONOS!

TRES

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Power the Woman

of

vs

Power the Outt of

You can be wearing the most fabulous, glamorous, expensive, unique and one of a kind tailor made outfit just for you, but if you don’t wear that outfit with confidence, the outfit will end up “wearing you.”

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t is said that an outfit can “gain power” and be called a Power Outfit just by the wearer choosing a style of clothing that is intended to make the wearer happy, confident or seem authoritative and competent. Although references to the style apply more typically to women, the look is the same for both sexes: But what exactly makes an outfit gain power? Do you purchase these “power pieces” separately? Or perhaps the individual pieces all hold a magnetic force that draws you to them and once you combine the pieces together, the power is confirmed because a beaming force and light exudes off of the outfit. Silly but sound familiar?

Wonder Woman certainly had a power outfit

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and so did Superwoman and Superman. If we could somehow get our hands on their outfits or “duplicate” their outfits, perhaps we would have all the power in the world!

It has been said that the term “Power outfit” came from that exact feeling that all our Superheroes felt as soon as they put that outfit on! Of course It wasn’t until we got older and wiser when we realized that there was always a moral and lesson to the superhero story and that the powers did not come from the outfit itself but came from the powers that were inside themselves that always existed. However it was the outfit that helped that average person feel like a Superhero who could conquer the day once he/she put that “power outfit” on.

What a strange power there is in clothing!

The mere fact that we as humans could release self esteem powers within ourselves with the help of clothing articles and accessories is amazing!

Researchers have in fact found that women more than men attach emotions to clothes.

We either use the clothing articles that make us feel good as tools to boost our confidence or when something negative happens while wearing that piece of article, we tend to blame that piece of article or outfit believing it was the clothing that created the negative outcome. Sounds absurd but I am sure we have all been guilty of putting the blame on our poor helpless clothing pieces. In a recent interview, fashion legend Giorgio Armani made a very bold statement. He said women no longer need to wear powerful-looking clothes in order to earn respect from their peers in the workplace. “[Women] have edged out their standing in the world. Today, they don’t have to wear a suit jacket to prove their authority.” This is pretty extraordinary considering this is a man who made the power suit for women a fashion staple.

I personally love the way I feel after putting on an outfit made by any of my favorite designers. I am a strong believer that fashion can still be used to help even the person with lowest self-esteem gain confidence.

And more power to you if wearing that outfit makes you feel happier, as is the case when you buy any new or fun clothing, you can’t wait to wear it out!

There isn’t a client of mine that I don’t give the #1 rule when styling them....

Wearing clothes that fit well and flatter, no matter the shape of your body, provides an enormous boost to your self esteem. Clothes do not make the person, but it’s hard to feel confident inside when your outside sends signals of uncertainty.

LILLYAN DAVID Urban Darling Image Consultant/ Wardrobe Stylist lillyandavid@msn.com

“Confidence is key”

You can be wearing the most fabulous, glamorous, expensive, unique, one of a kind tailor made outfit just for you but if you don’t wear that outfit with confidence, the outfit will end up “wearing you”.

My advice to my clients and to you is to buy clothes that fit. Wearing clothes that fit well and flatter, no matter the shape of your body, provides an enormous boost to your self esteem. Clothes do not make the person, but it’s hard to feel confident inside when your outside sends signals of uncertainty. Love what you’re wearing and the world is likely to love it too.

When you look good, you feel good and you perform at a much higher level in your personal and professional life.

So what is the verdict? Does the woman have the power or does the outfit? The answer my friends is both! They both own a special power, however, the power can only be activated when the woman or man BELIEVES! We should feel powerful, confident and sexy based on what we accomplish and how we act, not by what we wear but for those of us who need that extra boost of self-esteem and confidence, what a fantastic way to bring that out!

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One Region One Voice One Center

Weslaco breeds successful entrepreneurs Business Centered in the Rio Grande Valley

Abstract Margie Reyna graduated from Weslaco High School in 1981 and was a finance manager at several car dealerships in the Rio Grande Valley for 13 years. Her father, Rodolfo “El Wero” Reyna, owned and operated Rudy’s Pit Barbecue in the 1970’s. When he retired, Mr. Reyna opened Reyna’s Tacos on Airport Drive where Ms. Reyna and her seven siblings assisted their father in the restaurant.

Little did she know, it was this experience that would prove to be valuable when she would go into business for herself many years later.

Introduction In 2010 Ms. Reyna decided to leave the automobile industry. She was unemployed, approaching middle age, and looking for something to do. She knew two things: 1. she wanted to work for herself like the patriarch of her family 2. she wanted her business to be centrally located in Weslaco. Ms. Reyna had a dream of the famous chili her father would make as a child and knew that would be the “wow factor” for her new business venture.

She searched and found an affordable concession trailer on Craigslist and miraculously walked into a building whose owner was ready to leave the restaurant business.

In 2011 Border BBQ opened its doors on Pike Boulevard across from Weslaco High School.

Findings Ms. Reyna and her siblings opened their business with the money in their savings accounts and the business sense from their childhood. They began building a loyal clientele throughout the Rio Grande Valley through personal testimonies of their mouthwatering “El Wero” Chili, by catering events for school districts and businesses, participating as vendors at local music festivals, and by sponsoring fundraising events for the community.

Implications

Conclusions

Border BBQ is a family affair for Ms. Reyna and her seven siblings. The entire family works at the restaurant and assists with the catering and music festival events seven days a week. Everyone is learning the fundamentals of business including communications, inventory control, marketing, operations, and procurement.

“Weslaco is where I found my treasure and the people in this community make me proud to be a part of it; I wouldn’t trade that for anything in the world.”

Ms. Reyna is the Weslaco Advantage.

Call The Economic Development Corporation of Weslaco at 956-969-0838 or visit www.weslacoedc.com for more information on how you can be a part of the Weslaco Advantage

Who Pays the Price for Lawsuit Abuse?

YOU DO.

Our justice system is intended to make people whole, not rich. Unfortunately it is too often abused by those who view our legal system as a lottery where even dubious claims can lead to a huge payday. We all pay the price when our civil justice system is abused.

- Lawsuit abuse costs jobs. Lawsuits and the threat of liability make it that much harder for employers to succeed and provide the jobs we need. We need more jobs, not more lawsuits.

- Lawsuit abuse hurts patients. Patients pay the price as doctors leave the state or stop practicing because of the fear of lawsuits.

- Lawsuit abuse costs families. Every lawsuit means higher liability costs that are passed along as higher prices on the goods and services we all need.

When it comes to lawsuit abuse, we all pay – and we all lose. That is why we can’t give up this fight now!

Bill Summers (1938-2009) considered CALA among the most important projects undertaken by the group now known as the Rio Grande Valley Partnership.

During the 1980s, the Rio Grande Valley became a magnet for frivolous lawsuits that ended in windfall awards for plaintiffs. The expense of fighting spurious claims threatened to push some businesses into bankruptcy, while others were forced to close because of skyrocketing liability insurance premiums.

In 1990, Sam Sparks told Alan Johnson, chairman of the Rio Grande Valley Chamber of Commerce, that the organization should do something to stop the barrage of lawsuits.

The idea was presented to the Chamber’s executive committee, which immediately approved the idea as a chamber project. Bill Summers, Chamber President/CEO, suggested the name, Citizens Against Lawsuit Abuse or CALA. Summers became the public face of CALA as the grassroots organization worked on its goals: to educate the public about the costs to consumers of out-of-con-

trol litigation, and to advocate for tort reform, changing state laws to make the justice system more reasonable and less costly.

“We wanted people to understand what lawsuit abuse means to…Mom-and-Pop businesses, to you and me as consumers,” Summer’s said. “All we’re talking about is putting back some common sense into our civil justice system.” Letters were mailed to every Valley business explaining CALA’s twoprong plan. Individuals and small businesses responded with contributions that ranged from $25 to $1,000 to further CALA’s goals.

Through radio interviews, billboards, and bumper stickers, CALA told the story that, “When it comes to lawsuit abuse, we all pay - we all lose.” Unwarranted lawsuits resulted in lost jobs and lost businesses.

The Valley medical community was hit hard by unwarranted lawsuits. In fact 86 percent of claims against Texas physicians resulted in no payment to the patient, however; the financial cost and impact to reputations were devastating. Doctors and hospitals gave enthusiastic financial and vocal support to CALA, which

caught the attention of the American Tort Reform Association. The group bought rights to the CALA name and began building statewide and national support. In 1995 the Texas Legislature passed civil justice reforms, followed in 2002 by tort reform which addressed medical malpractice issues. Texas emerged as a national model for reform.

Fighting Lawsuit Abuse Matters

Lawsuit abuse affects us all by reducing access to health care, driving up the cost of consumer goods, and limiting job creation.

Lawsuits can force doctors out of the exam room, leaving communities without the health care they need. We pay more for everyday products and services because of junk lawsuits. Employers look closely at a state’s legal climate when choosing a location to expand or relocate. When it comes to lawsuit abuse, we all pay – and we all lose.

Mission and History

CALA is a non-profit, grassroots coalition dedicated to educating the public about the

cost and consequences of lawsuit abuse, challenging those who abuse our legal system, and returning common sense and fairness to our courts. Created by citizens concerned about junk lawsuits and the price we all pay for lawsuit abuse, CALA is supported by small business people, health care providers, consumers and taxpayers.

Citizens Against Lawsuit Abuse (CALA) groups are located throughout the state.

Launched in Texas’ Rio Grande Valley in 1990, the CALA movement has spread across the country. In the Lone Star State alone, more than 25,000 Texans support CALA chapters in East Texas, Central Texas, Corpus Christi, and the Rio Grande Valley.

Citizens Against Lawsuit Abuse Rio Grande Valley Febe Zepeda, Executive Director P.O. Box 1499 Weslaco, Texas 78599-1499 Phone: (956) 968-3141 Fax: (956) 968-0210 Website: http://www.rgvcala.com 17

OUT OF THE SHADOWS:

CAN INFORMAL/ UNDOCUMENTED ENTREPRENEURS JOIN THE FORMAL ECONOMY? (Excerpted from The Informal and Underground Economy of the South Texas Border, by Chad Richardson and Michael J. Pisani, 2012, The University of Texas Press)

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María and Olivia (not their real names) are two sisters who crossed the border illegally on a rubber inner tube. The first work they found was as undocumented maids. Their story is told by their interviewer, a student at UTPA involved in the Borderlife Project1.

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first met María at a convenience store I manage. One of my workers recommended her to me because I needed someone to look after my mom who had just had open-heart surgery. María came to work for us for $60 per week, plus room and board. María worked out great with my mom. She was very helpful around the house and would always do what was asked of her. On Friday afternoons, I would take her back to the home of her aunt who is a legal resident. After my mom got better, María needed a full-time job. When she found one, she asked if it was okay to stay with us on weekends. My mom told her that she would always have a place in our home and to never hesitate to call if she needed anything. We always

looked forward to her coming. She became more like a sister than a maid.

While she was staying with us, we helped her learn English. She must have changed jobs ten times because she always looked to move up. Eventually, she married a guy in McAllen who she met years earlier while working at the maquiladoras (global assembly plants) in Mexico. One day she called, asking if her sister, Olivia, could stay with us until she could find a job. We helped Olivia find a job as a maid, but her first employer was abusive, so we helped her find a different job with kinder people who paid her even more. Recently, Olivia also moved up from this job when she purchased a portable sewing machine and began making belts from the tops of soft drink cans.

These sisters always surprise us with how daring they are. One day, for example, María called to ask me to take her shopping for a car. She didn’t even know how to drive. She had been working for one hundred dollars a week and had managed to send money home to her mother and siblings in Mexico and still saved enough to pay $1,500 for a car. She got her aunt (a US resident) to do all the paperwork she needed and drove the car home that evening.

With her car, María soon began taking bales of used clothing back to Mexico whenever she visited her family there. Then she got a border crossing card. That allowed her to cross legally, though not to get legal employment. María took clothes to another sister who lives in Reynosa where they set up a used clothing store in the sister’s home. María and Olivia still visit my mom on the weekends and we always look forward to seeing them.

María not only moved from informal employment as a maid to becoming self-employed, but also moved from undocumented to

a quasi documented resident when she gained a legal border crossing card that allowed her to legally buy on one side of the border and sell on the other. Some undocumented entrepreneurs even manage to master the maze of legal restrictions to become legal residents or U.S. citizens.

Though María’s route to economic self-sufficiency was from an undocumented worker to a self-employed entrepreneur, others, particularly those without social networks (social capital) are unable to find anyone willing to hire them. So they begin selling items along roadsides, in flea markets, or even going door-to-door to selling food and other items, or offering lawn-mowing and gardening services.

Though few studies examine the work history of samples of undocumented individuals over time, our research on 526 individuals involved in informal work used a cross-sectional analysis that strongly suggests there is a ladder of increasing self-employment (and rising income) as one moves from undocumented immigrant to quasi-documented to resident and finally to U.S. citizen. We found, for example, that 46 percent of undocumented workers were self employed, compared to 63 percent of the “quasi-documented” and 71 percent of resident aliens involved in informal work.

For many men, the most expedient self-employment returns come from construction, landscaping or gardening. Here, the ladder seems to run from knocking on doors seeking a one-time service to getting regular customers, and then, possibly, to owning a small company. Some men gain on-and-off employment in construction, but move on to become independent contractors. Cesar Tames (again, not his real name) illustrates this process and the obstacles encountered

A research project at UTPA initiated and directed by Chad Richardson from 1982 to 2010, through which more than 11,000 student interviews were conducted among many distinct social or cultural groups, with roughly 6,000 of these as ethnographic (anecdotal) interviews and the other 5,000 interviews were survey research projects.

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Entrepreneurship because of undocumented status. Cesar is a 40 year-old undocumented man who completed the 9th grade in Mexico. He operates a company to install fences.

We started without any money and almost no experience in building fences. We learned just by asking as we went along. We make between $200 and $300 per project.

Right now I offer chain-link and cedar fences but I would like to also offer iron-works, motorized doors, and different designs.

He relates: If clients don’t call you, you have to go out and find them. The key to success is your “ganas” (drive) to get ahead - also - knowing your business (industry), and having patience to wait out the bad times. I’m my only employee but I subcontract part of my work to another small company. This company has three employees that come and do the work for me. I advertise in the yellow pages, but former clients (word of mouth) bring me most of my business. We also leave little signs on past projects (fences) with our name and phone number on them. My advantage over the larger fence companies is that I can charge lower prices because I don’t have as many expenses as they do.

Their advantage is that they have been around for so long and they’re well established. Also, they have more resources--larger inventories and better rates with suppliers.

I like to be honest. Right now, my business is registered with the court house, with the IRS, and with the sales taxes people (Texas Comptroller of Public Accounts). I’ve reported all my earnings since I first started my business. But because I am an undocumented immigrant, I can’t receive any form of assistance. None. I report all my earnings. I also pay taxes on my property and pay sales taxes as well. Also, because of my immigration status nobody wants to lend me money.

My main problem, though, is from government people who are not adequately

In Labor Market Issues along the U.S.Mexico Border, Marie T. Mora and Alberto Davila, editors. Pages 160-174. The University of Arizona Press, 2009.

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prepared to deal with people like me. If the government is going to allow someone with an ITIN (Individual Tax Identification Number) to establish a business, then government officials who work with the public should be made aware of this. After I got my ITIN, I had a problem getting my Texas Sales Tax Permit. There was a huge line and the attendants there didn’t want to listen to me. The first things they asked for were my social security card and driver’s license. When I told them that I didn’t have them, they said, ‘whenever you have them, come back.’ So, basically, I had to get my permit over the internet. There I didn’t have any problems. The people at the court house always say is ‘if you don’t have your papers, there’s no way you can have a business.’ In truth, though, you can. It takes a lot of effort, but, it can be done.

Many observers are surprised that the undocumented really can own businesses.

In fact, by doing so, they avoid the necessity of having to present a social security number to a prospective employer. But as Cesar’s case illustrates, the odds are greatly stacked against them by those who accuse them of only wanting to get on welfare, cheat on taxes, or drain public resources. As a result, many who would comply with formal requirements give up on the formal route and move further into the shadows of informality.

Cynical observers would also be surprised

to learn how many undocumented individuals pay taxes and how few use public services. Using data from the Mexican Migration Project Amuedo-Dorantes, Catalina and Cynthia Bansak2 found that 55 percent of undocumented migrants in border states, during the 1986-2006 time period had social security taxes withheld, and 52 percent had federal taxes withheld. In relation to the charge that they are heavily on welfare, these authors found that only 5 percent received food stamps and only 10 percent used some form of public assistance to pay for their health care, even though 25 percent of them had visited a hospital.

They conclude, “In all instances, contrary to the general public perception, immigrants in U.S. border states appear more likely to pay government taxes and less likely to use public services.” So the net benefit resides with government and not with undocumented immigrants.

CHAD RICHARDSON AND ASSOCIATES 13210 Cardinal Hill Austin, TX 78737 P Phone: 956-687-5692 E-mail: cr33d5@utpa.edu

Why be part of the

SOCIETY OF 75 The Society of 75 is a special society made up of community businesses with elite style and motivational expertise.

The Women’s Business Center (WBC) organized this elite Society to provide local funds and bring down more Federal Funding to incorporate SBA requirements. Thus, making it possible for the WBC to continue to provide informational and educational business workshops, to individuals that are seeking to start or expand their business with a very strong focus on women entrepreneurs.

Some of the Benefits: • Members will have the opportunity to utilize the WBC platform to be presenters on semiannual workshops.

• Members will be feature on the Women’s Business Center website, and social media outlets.

• Member’s names will be feature on a special Society of 75 ad page of the Valley Entrepreneur Journal quarterly publication.

• Members will have access to our exclusive membership directory.

• Members will participate on our semi-annual networking events.

If you or your business or organization would be interested in partnering with the RGV-WBC as members of “Society of 75,” please contact us.

JUAN “CHUY”

HINOJOSA

WBC - 2314 W. University Dr., Ste. 230 – Edinburg, TX 78539 p: 956.380.2800 p: 956.369.9513 f: 956.380.1192 e: cmann@wbc-rgv.org

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Competition vs Cooperation

By Leonardo Olivares

Does it Matter in the Long-Run? Three Case Studies of Longitudinal Efficacy of Regional Development “Build it and they will come.” Although it proved true in the baseball themed Field of Dreams, does this also work for regional economic development?

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r, is the Rio Grande Valley destined to use the Friday Night Lights playbook of friendly (or not) completion. Our history shows that we have applied lessons from the diamond and gridiron, but in the end, it may not matter.

Interstate: A Homerun for the Region

While Laredo received an Interstate Highway before the Rio Grande Valley, it is doubtful it was a result of lobbying as an economic development project. The United States’ Interstate System is a direct development of military needs to mobilize troops, connect raw materials to industrial centers, and protect international borders.

In 1922, General John “Blackjack” Pershing

(we’ll stick to sports analogies) presented Congress a proposed map of roads that would meet these military objectives. The Pershing Map included an interstate route from San Antonio to Laredo and southeast along the U.S.-Mexico border to the Rio Grande Valley with terminus in Brownsville (ie, U.S. 83).

An alternative route lead from San Antonio to Hidalgo County, approximately along what is now U.S. 281. By the time the General Location of National System of Interstate Highways (the Yellow Book) was proposed in 1955, the route from Laredo to the Valley was eliminated.

Congress funded that Interstate System in 1956 without the Valley include. This relegated our region to the most populous area in the U.S. without an interstate.

Our Region

Not until the advent of the North American Free Trade Agreement (NAFTA) in the 1990s would the need for a more efficient movement of goods and materials between markets in Canada, the U.S. and Mexico would a Valley interstate become a real possibility.

Batter up. Interstate 69 was the solution and the fight for designation pitted Hidalgo-Starr against Cameron-Willacy. Would U.S. 281 or U.S. 77 be the designated interstate? Or U.S. 59 and Laredo hit the homerun?

Dallas-Fort Worth seemed to provide an option – two legs to the same region. Constructing I-35 between Dallas and Ft. Worth seems more cost-effective but both cities made the case for their own route and the region benefited.

Similarly, in 2013 U.S. 77 was designated I-69 East, U.S. 281 became I-69 Central and U.S. 59 became I-69 West. Plus, U.S. 83 from Brownsville to Mission is designated I-2. All the players in this game worked as a team and scored for the region.

Higher Education: Touchdown RGV

The Roaring 1920s heralded the advent of higher education in the Valley with the establishment of Texas Southmost College in Brownsville (1926) and Edinburg College (1927). Game on. Harlingen and McAllen were sidelined for generations until Texas State Technical College (TSTC) initiated classes in these cities (1967 and 1983, respectively).

Brownsville and Edinburg would purse different models for providing higher education. In the 1950s, Edinburg transformed

A regional airport could provide economies of scale, lure more airlines, and promote regional development

its community college into what is now the regional University of Texas-Pan American (UTPA). Edinburg’s community college conversion to a regional university lead to expanded higher educational offerings (ie, bachelors, masters), but lost vocational and technical certificates and associate degrees offered by a community college.

Alternatively, in 1973 Brownsville added upper-level programs through an agreement with UTPA, but kept operation of its community college, TSC. Unlike Edinburg, this university-community college partnership allowed Brownsville to offer prospective and existing employers both vocational training and bachelor programs.

Over the years, the Hidalgo and Starr counties had become the largest area in Texas without a community college. It wasn’t until 1993 when South Texas Community College (STCC) began providing a wide array of vocational degrees to Hidalgo and Starr counties. In fact, TSTC’s McAllen campus became STC’s main campus, and TSTC would offer the Valley classes from Harlingen only. Even Starr County would

receive an upper-level UTPA campus in [year] following the UTB model.

The latest iteration of our Friday Night’s mentality is found with McAllen/Edinburg v Harlingen. In After a lengthy struggle during the first half, Harlingen takes the lead by securing the location of the Regional Academic Health Center (RAHC). However, during the second half, McAllen and Edinburg are victorious with the Medical School locating in Edinburg (2013).

But the spoiler is that UTPA and UTB are merged into what will become the Tier I research institution, University of Texas-Rio Grande Valley. Touchdown RGV.

Airports: Fighting for the Ball

Aviation took flight in the Rio Grande Valley in 1915 at Ft. Brown during military operations (sorry, couldn’t resist the pun). In 1929, Brownsville Municipal Airport opened and capitalized quickly by luring Pan American Airways in 1932, Braniff Airways in 1934 and Eastern Airlines in 1939.

Not to be outdone, McAllen opens Miller

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Our Region With higher education, the Lower and Upper Valley’s game plan initially was competitive, but resulted in a regional system.

Airport in 1930 but only lands Trans Texas Airlines in 1952 and FAA designation as an international airport in 1956. However, Weslaco (yes, Weslaco) opened its airport in 1946 with commercial air service.

During the 1950s, Valleyites could catch a commercial flight from three airports.

However, a regional airport could provide economies of scale, lure more airlines, and promote regional development. The larger commercial operations were in Brownsville, but it was at one end of the Valley. Weslaco’s central location made a better choice than McAllen.

The game changer was the closure of the large Military Air Base in Harlingen in 1967 and its conversion into Valley International Airport (VIA). Although Weslaco Mid-Valley Airport is the largest General Aviation facility south of San Antonio, it no longer offers commercial air service. Brownsville, once the Valley’s largest commercial airport (and strategic link to Mexico) now subsidizes commercial carriers to maintain service for its residents.

Harlingen and McAllen have emerged as the major two players for commercial traffic.

Yet, what would the Valley be with a regional airport? Perhaps a regional airport could have created critical mass of air carriers, leading to a critical mass of hotels, car rent-

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als, warehousing and logistic companies.

And, greater visibility for the region.

In the Long-Run: Completion v Cooperation May not Matter

Three models of development produced differing results. With the interstate, the region initially began by pitting Cameron against Hidalgo, but managed to work as a region to get both U.S. 77 and U.S.281 designated interstates. This is a clear case where regional cooperation yielded regional results.

With higher education, the Lower and Upper Valley’s game plan initially was competitive, but resulted in a regional system. It began with a healthy completion for community colleges in Cameron and Hidalgo; then developed a regional university with UTPA in Edinburg and Brownsville. The regional system devolved into independent universities (UTPA and UTB), before becoming a regional university again (UTRGV). Given this oscillation between competition and regionalism, it is difficult to gauge the efficacy of higher education’s impact on local economic development. However, communities that had either a community college or university used their schools as a tool for recruiting business prospects, at least for time.

At the other extreme is the Valley’s airport system(s). The two dominate players (Harlingen and McAllen) have carved niche markets, while Brownsville’s marginal sustainability has continued to defy the odds. The Valley may have missed opportunities that come with a regional airport. Perhaps. Over time these airports will continue to develop their niche markets and server the region like Dallas and Houston metro area airports.

In the end, as the region’s population continues to outshine the state and national average and as the Valley builds more commercial development, it may not matter if our communities compete or cooperate.

The Rio Grande Valley scores.

LEONARDO OLIVARES Leonardo Olivares is the City Manager for the City of Weslaco with strong experience in federal, state and local governments.

Entrepreneurship

Valley Entrepreneur Journal, Led By Area Women, Launched From Edinburg Milestone Valley Entrepreneur Journal, led by key area women based in Edinburg, successfully launches remarkable vision of prosperous, influential South Texas

By David A. Díaz Legislativemedia@aol.com

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f the medium is the message – which means the media shapes the way we think – then Valley Entrepreneur Journal, launched in mid-December 2013 in both print and on the Internet from Edinburg, is determined to send powerful, positive messages about deep South Texas. “The best way to predict the future is to create it,” says María “Charo” Mann, Chief Executive Officer for the publication, as she invokes the wisdom of Peter Ferdinand Drucker (1909-2005), an American management genius credited with laying the foundation for how successful businesses are created and operated. In her introduction in the publication’s inaugural edition, Mann, who also serves as Executive Director of the Women’s’ Business Center, a nonprofit organization located at 2314 W. University Drive, lays out an inspirational view of the four-county region with almost 1.4 million residents. “What predictable future do we want to create for the Rio Grande Valley,” she asks her audience. “I choose to see growth and prosperity, where challenges are only part of the process. I want to see a community that feels proud to be from the Valley – one community, one region.” The periodical’s name says it all, focusing on entrepreneurship – generally defined “as the process of identifying and starting a business venture, sourcing and organizing the required resources and taking both the risks and rewards associated with the venture.”

Information and knowledge are power and equality

If the first edition is a sign of things to come, Valley Entrepreneur Journal will quickly become a major player in regional and even statewide economic development and legislative policy-making, says Sen. Juan “Chuy” Hinojosa, D-McAllen, whose exceptional leadership in the Texas Legislature earned him the prestigious cover of the journalistic endeavor.

“Publications that advance and educate women in terms of business and professions are extremely important,” said Hinojosa. “Many times, many women are not informed of the opportunities that exist for them to continue bettering their careers, and what openings there are for those who want to start their own businesses. It is vital for women and men to have such a source for information, such as Valley Entrepreneur Journal, to improve themselves.” “The facts are that there are not enough women in positions of influence and power in much of the mainstream news media,” Hinojosa noted. “But Valley Entrepreneur Journal reflects the great importance of women taking their rightful places at the tables of power, including and especially in the media.”

The veteran South Texas legislator credits the Valley Entrepreneur Journal for featuring the leadership of women in the media and for maintaining the highest professional

standards. “It is important for our democracy that we welcome and promote as many different viewpoints as possible, and Valley Entrepreneur Journal deserves to be must-reading for anyone who wants to improve their business or in their profession,” said Hinojosa. “The articles, graphics and photographs in this magazine are all designed to empower people to better themselves through the power of information and knowledge provided from cover to cover.”

Rep. Terry Canales, D-Edinburg, said he is keenly aware of that Valley Entrepreneur Journal is also a symbol of equality for women. For far too long, women have been kept out of positions of power, the House District 40 state represenative said.

“It is imperative that we strive not only for equality in all aspects of society, but that we respect and empower those who have been historically discriminated against,” Canales said. “This includes but is not limited to women. The Valley Entrepreneur Journal is great step for the Rio Grande Valley in that direction.”

The range of issues tackled by the magazine it its premier edition included the roles of the Valley’s economic development corporations in growing private businesses, the coming impact of Mexico’s Inter-Oceanic Economic Corridor, digital marketing for small businesses, and how younger residents

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Entrepreneurship

Photograph by MARK MONTEMAYOR Courtesy www.EDINBURGPOLITICS.com

can become successful entrepreneurs. The treasure chest of ideas and stories for future editions holds great promise for the magazine, which is designed to make employers out of employees, and make employees more valuable so they can command top salaries. “Entrepreneurship is said to be the backbone of every economy, and it’s no different when we talk about our Valley entrepreneurs,” said Mann. “We want our entrepreneurs to become connoisseurs of its business environment, and to become intrinsically involved in the process of creating it.”

Magazine reflects entrepreneurship in action

Coming up with the idea of the magazine was itself an exercise in entrepreneurship in more ways than one. Mann said the Rio Grande Valley Women’s Business Center has to generate revenue from different sources in order to keep helping the public.

“We receive grants from different sources, including the Small Business Administration, or from events and presentations we coordinate where we charge a small fee to help cover expenses,” Mann said.

“But like any small business, we have to keep coming up with new ways to make the money needed to serve more of our clients, to stay in business. We are a role model for entrepreneurs.”

Among its mission, the Rio Grande Valley Women’s Business Center provides expert guidance, usually free-of-charge, to residents – men and women – who want to own or improve their own business. Financial analysis, market research, loan application assistance, mentoring, and business workshops and seminars are among the key services provided by the organization. The Rio Grande Valley Women’s Business Center is a subsidiary of the Southwest Community Investment Corporation, a 501 C 3 Border Non-Profit Organization whose goal is to promote economic development and job creation. There are 106 women’s business centers nationwide. Rather than coordinate time-consuming events to raise money, Mann said the leadership of the Women’s Business Center agreed that its most valuable resource was its expert advice.

“We are a nonprofit organization so we need to conduct fundraising efforts. But instead of golf tournaments and galas, for which we don’t have the manpower, we decided to look within ourselves, focus on what we are good at,” she recalled. “What we decided to do is share our expertise by creating an educa-

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Featured, from left: Ramiro Garza, Jr., City Manager, Edinburg, and Member, Board 0f Trustees, Southwest Community Investment Corporation; Agustín “Gus” García, Executive Director, Edinburg Economic Development Corporation; Leticia Reyes, Director of Business Development and Public Affairs, Edinburg Economic Development Corporation; Rep. Terry Canales, D-Edinburg; María “Charo” Mann, Executive Director, Rio Grande Valley Women’s’ Business Center and Chief Executive Officer, Valley Entrepreneur Journal; Nelda T. Ramírez, Assistant Executive Director, Edinburg Economic Development Corporation, and Member, Board of Trustees, Southwest Community Investment Corporation; Sarah Hammond, President and CEO of Atlas Electric and Air Conditioning of Alton, and President and CEO of the Southwest Community Investment Corporation. The Rio Grande Valley Women’s Business Center is a subsidiary of the Southwest Community Investment Corporation, a 501 C 3 Border Non-Profit Organization whose goal is to promote economic development and job creation.

There are 106 women’s business centers nationwide.

tional publication to reach the most people, and in doing so, raise money for our services through advertisements.” She said the federal government provides matching funds for all money raised through other sources, making the advertising revenue from the magazine a perfect and unique money-maker. Few of the hundreds of other Women’s Business Centers nationwide have their own magazine.

Exemplifying the highest standards of journalism

Initially, Valley Entrepreneur Journal plans to publish 5,000 editions, which come out every three months. They can be found in banks, economic development corporations, restaurants, and businesses throughout the region, as well as at the Rio Grande Women’s Business Center in Edinburg. But the publication can be found free-of-charge in its entirety on its website – http://valleyentrepreneur.org/journal/ – which gives it a global audience. The editorial, news, photographic, and design standards for the magazine are very high, Mann said, in order to continue increasing its credibility among its growing readership.

“Our goal is to build a legacy of entrepreneurship in South Texas,” she proclaimed.

“We will feature stories about the Valley and we are going to organize our information to create impact and pride for people. That will help lead our readers become entrepreneurs.” As far as Mann is concerned, Valley Entrepreneur Journal will indeed be proof positive of how it will shape the way we think about ourselves. “We want to really focus on regional development. If you have pride as a Valleyite, we become more of a united region.

We want to get out of high-school rivalry mentally,” she emphasized. “You cannot be proud if you are focusing on negative stuff.”

The Edinburg Economic Development Corporation is the jobs-creation arm of the Edinburg City Council. It’s five-member governing board, which is appointed by the Edinburg City Council, includes Mayor Richard García as President, Fred Palacios as Secretary-Treasurer, and Felipe García, Jaime A. Rodríguez, and Dr. Havidán Rodríguez. For more information on the EEDC and the City of Edinburg, please log on to: www.EdbgCityLimits.com

In Focus

Cheryl LaBerge Interview Successful downtown revitalization requires lots of partners, says Harlingen’s Downtown Manager. A background in journalism, folklore, tourism, and community development helps too.

T

he current downtown renovation program that the City of Harlingen set forth requires both a strong vision and a particular skill set.

Cheryl Laberge, with her varied interests, education and work experience, is the perfect person for such a job. Her folklorist educational training has taken her from the National Endowment for the Arts and the Smithsonian to, eventually, the City of Harlingen, where she took on the task of transforming and revitalizing the downtown area. She has been the spearhead of economic growth for the city, where she continues to strengthen communal bonds and help business operators to actualize their dreams.

I am very curious to know more about you. Where are you from, what is your educational background, where have you worked before you came to the valley and why did you decide to come here?

Background: Well, everybody has a story. First, I am not from the valley. I was born in Chicago. My folks moved to Chicago from New Orleans after the war. When I was a kid we moved to the Washington, D.C. area and I pretty much grew up in the D.C. suburbs. But I have moved a lot and I’ve lived in several places including Canada, Tennessee, and once before in Texas. I love living in Texas.

That “can-do” spirit that people have here is fabulous. I don’t plan to go anywhere else.

Education and experience: I’m a folklorist by training. I first got my BS in Journalism from the University of Mary-

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land. While I was in school I was always interested in the world, culture, and particularly folk songs and tales. So I took an elective on Folk Song and Ballad. The teacher was actually a blues scholar and he mentioned that he studied folklore and the more he talked about it the more I realized that what I did for a hobby he did for a career! So I would follow him back to his office after class and ask all kinds of questions. When you are growing up in the Washington, D.C. suburbs and you’re interested in something, your sister?” Their skepticism changed you have a wonderful array of resources. when I got my degree and immediately went Places like the Library of Congress and the to work at the Smithsonian Institution. Then Smithsonian have wonderful collections they were proud. and they are very open to internships. So I signed up to do an internship at the Library About her parents’ influence: of Congress in the Archive of Folk Song.

My parents were very important in terms of my And I discovered that you can go on and influences. My mom was a stay-at-home mom. get a degree in Folklore. So I decided that My dad put himself through college on the GI that would be really cool because I believe Bill after the war and he actually became a that you need to follow your heart and be nuclear physicist and ran a reactor in Chicago. interested in what you’re doing.

They were children of the Depression Folklore is kind of like anthropoland they encouraged hard work. We I think it’s ogy -- it’s the study of people, but were three girls and there was no important to it’s people and their expressions question that we were going to go to have different whether it be songs, tales, archicollege because they understood that experiences tecture, cooking, or music. education was the key. and work in different

environments.

I decided to go get my Master’s Transitioning to the arts, folk…. degree at Memorial University I spent a few years working in the of Newfoundland, in Canada. I State Department Press Office while was awarded a fellowship, so they paid me I was in college and then I wanted to get to go to school which was actually pretty more into folklore. So I moved over to the amazing. My parents, being typical parents, National Endowment for the Arts during when I came home and said I want to get my senior year. Some people asked, “Why a degree in folklore they just looked at me are you doing that?” but it’s fun and I think and said, “What are you going to do with it’s important to have different experiences that? Why don’t you go into computers like and work in different environments. A lot of

Jackson Street Market Days, 2013

Harlingen’s Centennial Celebration, 2010

Cheryl LaBerge, City of Harlingen Downtown Manager since 2005

the people who go into folklore want to be academics and that really didn’t interest me.

My interest was in sharing this information with the public through different forms. And that led me to working on festivals, conferences, recordings, articles, and all kinds of educational and public programs. I love doing the kinds of things I do now, like the mural program, tours, historic preservation, promotions.

Bureau in Harlingen. My ex-husband had come here and saw it in the paper and faxed it to me and said I should apply for it, so I sent in my resume. They called me and flew me in for an interview.

What made you leave from that position?

I very much wanted to do something where I could make a difference. There was so much potential downtown and, after 8 years at

My passion is putting people together and helping them realize their dreams, because that’s really fun.

What is it that brought you to Harlingen?

I was a trailing spouse when I moved here in 1997. I didn’t come to the valley on my own. But I liked it here. What I’ve found is that people either like it or they don’t. The people in Texas and the people in the Valley are very genuine and have a lot of spirit.

People here make things happen. I’m very interested in the traditional culture. When I first came here I was fortunate to get a job as the Head of the Convention and Visitors

the CVB it was time for me to do something different. I like challenges. I like new opportunities. I like the challenge of improving things.

When I left the Smithsonian people thought I was crazy but I wanted to get out in the real world, outside of Washington, and get my hands dirty with new challenges. The city had started the re- vitalization program in the 1980’s. They set it up as district, and every 5 years they have to renew it. In 2005 they were expanding it to be a bigger program. It was

going to be a big challenge. Downtowns are really important: they’re the center of communities. There are over 160 businesses or organizations downtown now. The downtown doesn’t work on its own, it’s a team effort. We partner with lots of groups in the community to offer new events downtown. If you find good partners where you can have a win-win experience then that’s great. My passion is putting people together and helping people realize their dreams, because that’s really fun.

You have made it possible for people to see the history and culture behind Harlingen: It’s the human touch. For example, when I do walking tours, and I do a lot of those, you watch people when you’re talking about things, Architects are interested in architecture, but most of the time people are interested in people and the stories of the people that made this place their home.

I had a guy last Friday that came in to inspect our fire extinguishers. He wasjust fascinated by our building. He is Harlingen born and raised, probably in his late 20’s or early 30’s and he starts asking me some questions. It was obvious he was interested in history so I gave him one of our heritage

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In Focus trail brochures and told him, “You know we have walking tours,” and he says “Really?

When are they?” Well, he showed up for the tour that Saturday with his wife and kids.

They had a great time and they learned so much about their community. It’s just fun to share and learn plus I learned a little bit about him too. He’s interested in maybe starting a business so he’s going to come by and get information about that. He had that entrepreneurial spirit, which is great. It’s all about making connections.

Do you do tours of the City?

Yes, I love doing tours, both for newcomers and for people who have been here many times. When I started downtown, I wanted to meet everybody. First, I wanted to take inventory of what businesses we had here.

There were different directors that preceded me that had different areas of emphasis.

The director immediately prior to me was from a small town in Illinois and her focus was on doing events like “scarecrow festivals” and things that would have been a little more appropriate for a town with a population of two or three thousand. I understand that these buildings are only going to survive if they make economic sense, otherwise they are going to sit empty. So a lot of what we do is try to adapt and repurpose buildings for new uses. This building [the downtown office] was built as a bank and wouldn’t really work as a bank today but it makes a great office. And I do presentations about that. The Reese was built as a hotel and has been re-adapted as a multi-use building. The Rialto was built as a movie theater and now it’s an event center.

That’s a constant challenge in all communities because the world changes.

When I was meeting the business people and the property owners I’d go down the street and talk to people. And when I mentioned “so and so next door” they would look at me and

Jackson Street in Downtown Harlingen, early 1950s

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Top row (L-R): 209 W. Jackson, now the Harlingen Downtown Office; the same building in 1918, as Planters State Bank.

Bottom: Harlingen’s tallest building under construction in 1927.

often had no clue who I was talking about. I realized they hadn’t really worked on building a community. People do business with people they know, so we needed to work on that.

So we started a monthly coffee downtown because I wanted to get them together on a regular basis. I also knew that it would be hard for me to go out and touch each of them individually, so I thought it would be good to have some sort of monthly gathering to tell people about events and businesses and address issues. We set it up so that it’s hosted at a different business every month.

When are your tours on Saturday?

9 a.m. The tour starts at Java Café at 204 E. Jackson. If there are two people we go, or if there are forty people we go. We also do tours by appointment for groups.

I had a church on the Island that called in December and I said I would be happy to

do a tour for them. I said that generally I don’t like to have more than thirty people because even though I have a megaphone, there are cars and noise and it’s hard to keep them together. So we talked two days before to go over details and I asked, “How many people do you have?”

She said, “I had 49 people this morning and two more just signed up.” It was a big group but it all worked out. They had a great time touring and then they had lunch.

How much do you charge?

It’s free. The idea is to bring people downtown. Not everyone is going to come just because there are some shops. People just want to have fun. Usually they’ll go eat after the tour and sometimes they’ll pick up something at a shop too.

The long and varied lives we lead can take us down many paths. In Cheryl’s case, it was the combination of education, experience, and a proclivity towards folklore that made her a lucrative addition to the City of Harlingen, both culturally and economically.

For more information on tours, events, or space for lease, visit www. downtownharlingen.com or call the Harlingen Downtown Office, (956) 216-4910.

MRO Industrial Supplies Parts Suppliers Maintenance, Repair and Operation.

OMA INDUSTRIES LLC Tel: (956) 454-2599

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Main Story

Wells Fargo Recognizes

The Power of Women Entrepreneurs

Today, about two-thirds of Wells Fargo Bank’s team members are women, including Area President Alma Ortega Johnson, who is based in McAllen and leads all of Wells Fargo’s retail banks in the Rio Grande Valley, Laredo and Costal Bend. Women represent more than 60 percent of all Wells Fargo team members, holding more executive roles than ever and continuing to contribute in extraordinary ways.

Our commitment to women has grown by leaps and bounds since then. Here are some examples:

Women represent more than 60 percent of all Wells Fargo team members, holding more executive roles than ever and continuing to contribute in extraordinary ways.

• Wells Fargo is the first financial services company to establish a program dedicated to helping women-owned businesses.

To date, we have loaned more than $34 billion to women business owners throughout the U.S. • Wells Fargo has spent $942 million with diverse- and women-owned suppliers.

• Wells Fargo is a member of the Women’s Council of REALTORS®, a nationwide community of more than 18,000 real estate professionals, which empowers women Wells Fargo to exercise their potential has a rich as entrepreneurs and history of industry leaders. working with women business owners

W

ells Fargo is America’s No. 1 small business lender and a leading lender to women-owned businesses. That’s as true today as it was when the company was founded by leaders who saw what the future could hold for women.

In 1868, saying “Give her the opportunity,” Wells Fargo co-founder Henry Wells took the bold step of opening Wells College for Women in Aurora, NY.

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And there are numerous examples of how Wells Fargo supports women right here in McAllen. With dollars, time, financial literacy presentations and team member volunteering, we support: • The Hispanic Women’s Network of Texas, Rio Grande Valley Chapter, a state-wide organization of individuals from diverse backgrounds who are committed to promoting the participation of Hispanic women in public, corporate and civic arenas.

• International Museum of Arts and Science-Guilt: An organization comprised of all women established with the purpose of aiding the Museum through voluntarism.

They aid in many areas of support to the Museums, including College, the gift Women have played an important role throughout our 162-year history. From the beginning, hundreds of women worked at Wells Fargo’s headquarters as auditors, clerks, advertising copywriters, stenographers and telephone operators – but they also worked as stagecoach drivers, special agents, office managers, medical staff and even as stagecoach builders. You can find several interesting stories of the early important women in Wells Fargo’s history online, at http://www. wellsfargohistory.com/history/Women.htm.

The number of women-owned businesses grew by more than 20 percent during the last decade

Wells Fargo is the first financial services company to establish a program dedicated to helping women-owned businesses. To date, we have loaned more than $34 billion to women business owners throughout the U.S.

shop, exhibit openings, the Christmas Tree, the Rummage Sales and Fashion Shows (this list is not inclusive.)

• Women’s Business Center, which promotes the growth of women-owned businesses by providing business training and technical assistance, helping with access to credit and capital, and identifying federal contract and trade opportunities.

• Latina Hope, a program that offers the opportunity to learn core business concepts, financial basics and a variety of abilities to ignite the entrepreneur spirit.

• University of Texas Pan American International Women’s Board, which encourages international understanding within its membership, throughout the University community and in the regional community at large. The group’s mission is to contribute to the breadth, depth and quality of education at UTPA, act as ambassadors for the University, provide scholarships and meet other special needs.

March of each year is National Women’s History Month, and Wells Fargo has a rich history of working with women business owners and providing them access to capital and financial services. The number of women-owned businesses grew by more than 20 percent during the last decade and today, approximately 30 percent of businesses in the U.S. are owned by women, according to the National Women’s Business Council.

Women-owned businesses are among America’s fastest growing segments, and we are honored to support their role in shaping the future of small business.

Based on our historical support for women and our recognition of the growth of the women-owned business segment, we introduced a formal commitment to women’s lending 19 years ago, in 1995. Since then we have provided more than $38 billion in capital to women business owners, and last year we renewed that commitment. We have now pledged to lend a total of $55 billion to women-owned businesses in the U.S. by the year 2020.

“Women-owned businesses are among America’s fastest growing segments, and we are honored to support their role in shaping the future of small business,” said Ortega Johnson. “As a leader in lending to women, Wells Fargo is dedicated to helping women succeed financially — in business and personally.”

Wells Fargo’s first lending commitment in 1995 established a goal to lend $1 billion to women business owners over three years.

Fueled by the continued growth of women business owners, the lending goal has been increased three times through the years.

In addition to the lending goal, Wells Fargo supports numerous outreach efforts to build relationships with women business owners and help them to succeed financially.

Wells Fargo is a proud supporter of the National Association of Women Business Owners (NAWBO) and the Women Presidents’ Organization, as well as several other organizations focused on the education, growth and advancement of women business owners. Wells Fargo provides the full array of financial products and services to satisfy all of the financial needs of women-owned businesses, such as banking, business loans and lines of credit, credit cards, payroll, merchant services, insurance, retirement planning, and online resources.

Wells Fargo District Manager Yolanda Gonzalez, who is based in McAllen, said, “What makes us get up and go to work each day - and what makes us unique as a company – is our people and their ability to deliver the power of Wells Fargo. Women-owned businesses are among America’s fastest growing segments, and we’re honored to support their role in shaping the future.”

Gonzalez is based in McAllen, where she leads ten banking stores and over 225 team members who serve Wells Fargo customers in the Upper Rio Grande Valley and Laredo.

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Main Story Wells Fargo is concerned about more than just helping women-owned businesses – it’s how we help them. We listen. We have conversations. We build relationships.

When we talk to women who are building their own businesses, Gonzalez said, the topic we hear about most often is financing.

The women tell us getting financing can feel like a daunting task. We also talk with too many business owners who are unaware of the many resources available to help them access capital.

We want to change that and make more women aware of their options. Today there’s a growing list of government, non-profit and private organizations that provide resources for women in business.

Here are a few to consider: • Financial service providers that have a special focus on women-owned businesses: More financial institutions are recognizing the importance Business and growth of the segment – Business Centers across the owner may nearly 30 percent of businesses country – a network of educational want to are owned by women today. As centers designed to assist women consider a result, more financial instituin starting and growing small busian SBA tions are adding services and nesses. When a business owner loan which programs specially geared is offered is ready for a loan, she may want through toward helping women learn to consider an SBA loan, which is banks about financing options and how offered through banks and other to obtain a small business loan. lending institutions. SBA loan prodAt Wells Fargo, for example, we recently ucts, such as SBA 7(a) and 504 loans, committed to lend a cumulative total of can be good options for some credit$55 billion to women-owned businesses worthy small business owners who may by 2020, in addition to offering numerous not able to obtain conventional loans resources for small businesses. or loan terms that meet their business needs. The Women’s Business Center • U.S. Small Business Administration for the Rio Grande Valley is Women’s (SBA): The SBA operates Women’s Business Center/Southwest Community

Investment Corp., 2314 W. University Drive, Suite 230, Edinburg, TX 78539.

Call them at Phone: 956.380.2800.

• National Association of Women Business Owners (NAWBO): With more than 5,000 members and 60 chapters, NAWBO is a valuable resource helping to propel women business owners into greater economic, social and political spheres of power worldwide.

• The Women’s Business Center (WBC): The center promotes the growth of women-owned businesses by providing business training and technical assistance, helping with access to credit and capital, and identifying federal contract and trade opportunities. The Women’s Business Center serves Hidalgo, Cameron, Starr and Willacy counties. Since 2004, the WBC has assisted 7,000 individuals in a variety of business areas.

Once you’re ready to apply for a loan, there are a few questions any lender will ask: How much do you need? What will you do with the financing? How will you pay it back? Your success in securing a loan will depend on your answers. To help maximize your chances, before you approach a lender, make sure to do your homework in each of these key areas.

How much do you need?

This the most fundamental question. Having a precise answer is the first step in proving that you’re prepared. If you aren’t sure how much to ask for, revisit your business plan and busi-

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Finally, be prepared to discuss your own business qualifications.

Because the success of a small business largely depends on leadership, your skills and knowledge are an important part of your company’s profile.

ness financials first. Look at what you have available, and what you project you will need to reach your goals, then do the math.

In addition to collateral, how much cash will you personally put into the business? When outlining your debts and assets, consider including your personal financial informaWhy do you need it? tion as well. This will help the lender get a This is really a two-part question. Lenders are sense of your personal financial stability. interested in knowing whether you’re seeking Once you’ve prepared your proposal and financing to solve a problem, or to seize an collected the necessary information and opportunity. You should maintain an documents to back it up, you’re How much up-to-date business plan that you ready to talk to potential lenders. do you need? revise regularly as your business Be sure that you can explain Having a grows. If you’re just getting started, clearly what you intend to do with precise you can find plenty of guidance onthe loan and why you expect the answer is the line. You’ll find a step-by-step guide venture to succeed. first step in proving that available at Wells Fargo’s Business you’re Insight Resource Center, which you Finally, be prepared to discuss prepared. can find on the internet at wellsfaryour own business qualifications. gobusinessinsights.com.

Because the success of a small business largely depends on leadership, How will you repay your loan? your skills and knowledge are an important The last question requires the most detailed part of your company’s profile. documentation. Start with your current financials to show how much cash your When you’ve done your research, have all business generates now. Then prepare cash your documents in order, and can credibly flow projections: your best estimates of how answer your lender’s questions, you’ve much you anticipate generating after you regreatly improved your chances of securing ceive the loan. Include principal and interest capital and launching your business. Make payments in the forecasts, and keep the loan sure to take advantage of the resources terms within bank policy guidelines. available to women business owners. The more you know about your options, the If the loan is secured by collateral, be better chance of success. prepared to explain exactly what tangible assets you can offer as a guarantee.

For help getting started, be sure to visit with Examples are equipment, a house or a car. your Wells Fargo banker.

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Story The Edge is a video series produced by the Women’s Business Center to inform, educate and empower women entrepreneurs.

New episodes are shared every Tuesday on the Women’s Business Center YouTube page.

T

he Edge resulted from a straightforward conversation between Giselle Mascarenhas Villarreal, Sarah Hammond and Maria Mann as they discussed the need for an outlet to educate, inform, and empower women, which is usually not available.

Prominent women and leaders for the most part have a story to tell. They didn’t make it to the top by luck. Most of them work very hard to get to that position. We discuss many topics, for example: failure as a step towards success, why is it better to service the community instead of taking a more financially rewarding position, how we do it and still keep our families and priorities in place, how we find the support we need, the fears we face, especially if we want to become entrepreneurs…

Our goal is to continue to interview women in different professions and from other cultures as we attempt to bring the world a little closer to home.

Here are some sample interviews, from very inspiring individuals, that we were privileged to have in our panel.

For more information go to: https://www. youtube.com/user/RGVWBC/

On learning from past failures

Giselle: When you were running that campaign and got to the point where the votes came in and saw that you didn’t win... not knowing that really your success was waiting right next to you. But, at that moment, how did you do it?

Denise Blanchard: I went in understanding that it was a 50/50 chance, that you can win

or you can lose, and that there are many factors. But if you don’t stand up for what you believe, if you don’t get up out of that chair and make something happen, then I think that’s really what failure is.

you fail in the campaign?” I say no, because what I didn’t lose were my values and what I stood for and everything that I believed in.

Sarah: Gracie, you have gone through your ups and downs in business.

“Am I going

Sarah: When you went through that Gracie Yarritu: ...looking at failure to be able to support and didn’t fulfill that dream... what and how do we overcome failure... myself and did you get from that, just going I think the most important thing am I going to through the process? That is an that we need to do is always be able to extreme amount of courage it took remember our “why.” Why is it create a for you to actually get out of your that we do what we do, whether business that comfort zone and get in front of it’s a restaurant, a flower shop, a is going to sustain me people constantly.

Mary Kay career, or opening your in a way that

own business – we each have a I’m used to?”

Giselle: And be scrutinized. Every reason why, and “why” is a very step of the way. personal reason.

Sarah: And then to not win. How do you Getting out of your comfort zone tell them [women] it’s not so much about Sarah: We want to share why it’s importwinning the campaign? ant for her [Sheri Rowland] to educate

women on how to get out of their comfort Denise: The bigger point was to get up and zone. Sheri, why don’t you tell us why you stand up for what you believe. And I can’t decided to get out of your comfort zone? say it was a failure. When people say, “Did Sheri: I had been in the family business with my husband for years and got to the point where I really wanted to branch out who I am, who I wanted to be, so I went back to school and got my masters in counseling. I just wanted to branch out and do my thing and what was important to me at the time.

Sarah: Why is it important from the Women’s Business Center perspective to understand what getting out of your comfort zone is?

Charo: Well, from the Women’s Business Center perspective, we provide them

Prominent women and leaders for the most part have a story to tell. They didn’t make it to the top by luck. Most of them work very hard to get to that position.

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Story support, so if a woman wants to go into Sheri: You know, the kids had grown up business we are here to support them and we were financially stable. It’s a huge with the training that they need. We have decision to decide to leave a marriage, professional counselors to help them in to leave everything you’ve known. “Am I the particular area of business they want to going to be able to support myself and am start or expand. We do this in the course of I going to be able to create a business that a one-on-one counseling service, is going to sustain me in a way where we sit down with each that I’m used to?” There’s a huge The more I take care of myself, individual and make an assessfear factor involved. So I rented the more I allow ment of where they are to better a condo for one month. I went to myself some understand their entrepreneurial the island to make a decision on space and need and dream. what I was going to do. I walked time for those

the beach every morning and as creative juices Sarah: So if Sheri came to you soon as my feet touched the sand to start flowing. and said I want to start coaching I would start to cry and I would and training... not leave the sand until I stopped

crying. I did that for 21 days and after that Charo: We would guide her through I knew that this was a completion of a the process from start to finish. Starting marriage. We’ve been married for 28 years a business is not just about the legal and really that was the last chapter of our structure but the marketing, management, marriage, and I knew that in my heart. My logistics, etc. At the end they understand kids were out of the home, on their own way that the process becomes a business plan. to become successful adults, and it was And, parallel to that, we provide a support my time. I had been a wife, a mother, an system for them. We allow them to use our employer, and an employee... I’ve done all platform to launch their businesses, like an that, but I thought, “Now it’s my time, what incubator, where they can start practicing do I really want to do?” It was very scary, but with us until they feel comfortable enough to go on their own.

Sarah: What a great concept it is.

Charo: Thanks.

Sarah: Sheri, what was your comfort zone?

That you had the means to pay the bills?

Since you had a family business. To get out of that (comfort zone) what does that mean for somebody who is in the same position?

For somebody who is in a marriage, has a business, and kids... what does it mean when you say that you wanted to find yourself?

I think that the most amazing thing to do is to help one another. I think that we are born with that, because service brings a lot of personal satisfaction to your life.

I think that as women, we know in our heart what is right, we just know. It’s just listening to that small voice that tells us, “Yeah, you can do it.” I love what she is talking about (points to Charo) women not being alone because women today suffer in silence.

We suffer in silence with our jobs, with our marriages, with our children, or whatever, but a lot of times women suffer in silence.

That is why I love what she is talking about, women realizing that we are not alone, that there are other women that feel the same way that we do.

Charo: We were talking about it before the show and we came to the conclusion that although I’m a business counselor, I have become a counselor, a psychologist, a life coach etc.

Because we have that empathy, naturally genuine from woman to woman, that we want for them to be well-rounded and understand not just the technical aspect of starting a business but also the emotional part that is so critical. Many times women come to me and I realize that they are not having a problem with their business, they have a problem with themselves. There is something within themselves that is blocking them from being successful.

Jobs that burn women out

Charo: For us (women) sometimes it’s hard to say no. How will you advice women to say no?

Sheri: It’s hard. I mean, we are not told to say no, we are raised to say yes, yes, yes.

I can only spread myself so thin and if I spread myself too thin, then I’m not good to anybody; I’m not good to husband, I’m not good at my job, I’m not good to my children, I can not take care of my parents...

So we learn to step back, set parameters for ourselves and just say “No.” Practice it and it’s easier with time, but it doesn’t feel natural to us in the beginning.

Sarah: Saying yes it’s part of being a woman, so it’s kind of contradictory. We take care of all these things; we do all of these things because we are women. But are we telling women to get out of their comfort zone and grow themselves? Or to get out of their comfort zones, and realize that we are women who have needs, to take care of yourself too and not just everything around you.

Sheri: This I know personally. The more I take care of myself, the more I allow myself

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some space and time for those creative juices to start flowing. I can be more creative with my business, I can be more creative with my family. But when we are spread so thin, taking care of so many people and so many things, I think that’s when we lose creativity, and that’s what burns us out a lot of times.

Sarah: Then we become exhausted. And they’ll say, “Oh, you’re just bitter.” No, I’m tired!

Serving the community

Sarah: What made you choose to serve your community?

Judge Aida Salinas Flores: I think that the most amazing thing to do is to help one another. I think that we are born with that, because service brings a lot of personal satisfaction to your life. I think that having been born with the idea of being kind and being of service to one another is very instrumental in making a decision to serve the community. What you learn at home from service to one another, servicing your brothers and sisters, servicing your mother, you bring with you, always.

Dori: I agree with Judge Aida, I think that it is something that is within you, that you are born with. I know that as a youngster throughout college and law school I was always one of those that wanted to be involved and I was involved in various clubs, various organizations and inevitably I was in a leadership role. But there is something in you that just wants to be involved as you get older and you recognize that there are needs in the community and you have a passion for wanting to serve, so you get involved.

Giselle: Being a judge, you know that it’s not about the money; it’s definitely about serving.

What makes that happen? Does this have something to do with the fact that it’s innate, like you said, the need to serve?

Dori: For me, when I was in law school I had the opportunity to intern with a judge.

I was in Houston at the time, and I did some observation in his court and it just impressed upon me a feeling, and I felt then and there, “I think I can see myself doing that some day.” Why, I don’t know, but I had that impressed upon me. And then in later years... I was very involved in the legal community, I became president of the BAR association, so you get to know people, you develop your reputation and then opportunities come up and, in my case, a good friend encouraged me to seek election to a different court. This was before I successful-

“Many times women come to me and I realize that they are not having a problem with their business, they have a problem with themselves.

There is something within themselves that is blocking them from being successful.”

ly managed with this court. But in the 90’s, ing my clients and I said to myself, “I can do a female judge, the first female judge in the that!” So, on a fluke, I made an application Rio Grande Valley, Leticia Hinojosa, she was to the University of Texas in Austin, one a good friend of mine and she encouraged application, and I went on with my business; me to run for the first court that I left the probation department, and ran for.

I worked with judges. I helped the “It’s just

judges with their sentencing; I did a listening to Giselle: When did you make that lot of background studies on those that small decision? When did you know that that were coming before the court. I voice that was what you wanted to do? got to work with four district judges tells us, “Yeah, you

at the time that I was a probation can do it.”

Judge Aida: I didn’t ever have a officer. Then I went to work at the clue that I would be a judge. I was Texas Rehabilitation Commission the first college graduate in my as a Vocational Counselor and I got family, and my college days were very short my acceptance letter from the University of and very intense. I went through college Texas at Austin and I go, “Wow! Look at this!” in two and a half years, because my family And my husband said, “No, I don’t think you was very poor, my father was disabled, my should go. You know, I’ll build you a house mother didn’t have a job and they needed and I’ll buy you a car.” and I said, “OK.” someone to step up to the plate and help with the family, so I graduated in two and a My padrino in Rio Grande City said, “Oh half years. I started teaching at the age of no, you can always build a house and you 19, and had my sister as a student, she was can always have a car, but an education is a difficult student (laughs.) But that was my something that no one can take away from path; my path was to get an education, to you.” So we flipped my husband, and off we support my parents. went in a mobile home. I had a two year old who I took to law school with me. So it’s not [After beginning a job with the adult probasomething that I planned, it was something tion department.] that happened because of God’s hands. He I worked there for two and a half years and I has a purpose for all of us and eventually you saw these lawyers coming in and representgrow and become what He wants you to be.

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Story

Charo Mann Giselle MascarenhasVillarreal Publicist - Indigo PR www.indigopublicrelations.com Giselle’s education began during her tenure as a First Class International Flight Attendant where she learned how behavior was perceived differently based on country and culture. This is where she first began her career as publicist.

Giselle’s first step into the business world was through her creation of the Prada Wine Room and Bar. Through this she was able to educate the community about fine wine and allow her to share her worldly experiences despite personal budget limitations. Giselle’s personal footprint in her community began with the first Wine Bar. Her innovative idea brought to life an entertainment and wine community that still exists in Hidalgo County today.

Through her many years of servicing many genres of small business owners and professionals she built a large network that has helped create the unique talents she possesses. The unique perspective helps her understand the business world and the business person, and even more importantly, the consumer. Giselle loves crisis management, is an expert in Social Media Advertising and can create the reputation you desire through the keys of a computer.

She resides in Rio Grande City with her husband, her daughter and her dog.

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Executive Director, Women’s Business Center www.wbcrgv.org Mrs. Maria “Charo” Mann has been Executive Director of the Women’s Business Center (WBC) since May 1st, 2008. The WBC is a program of the Southwest Community Investment Corporation (SCI), a non-profit organization whose purpose is to provide general business guidance and training to small business owners in the Rio Grande Valley, with special emphasis on women entrepreneurs and to also provide opportunities that have an impact in the community.

Since its inception and with Mrs. Mann’s leadership, the WBC assisted over 7,000 individuals with business training, 90% of which are women. She recently added a new project - the Valley Entrepreneur Journal, a source of relevant and insightful entrepreneurial, economic and legislative information designed to educate, inform and motivate the entrepreneur and cultivating regional development. She also served as a Business Development Specialist with the One Stop Capital Shop (OSCS) at the University of Texas – Pan American (UTPA).

Mrs. Mann received a Bachelor of Business Administration (BBA) from the University of Texas Pan American, a certificate on Executive Leadership from Cornell University and a certificate on commercial lending from the American Bankers Association.

According to Mrs. Mann, it’s really her family what keeps her going. She is married to Mr. Bret Mann and together they have their own Brady bunch of 5 children and 3 grand children. She has 3 children (Ashley, Christopher & Daniela) and he has 2 children (Stephanie and Jennifer).

Sarah Hammond President, Atlas Electrical & Air Conditioning www.atlasrgv.com Sarah Sagredo-Hammond is the President of Atlas Electric and Air Conditioning, a company located in Alton. Atlas Electric & Air Conditioning is a 31 year old family business that has been in operation since April 1983. The company services expand from Laredo, Brownsville up to Austin.

In 2010 her mother suffered a stroke which left her paralyzed and this is when Sarah steps into a full time role in the family business becoming the President of the company. Today the business enjoys a 3,000 sq ft facility, 19 employees. . According to Sarah, she acquired her skills from her parents.

Her life line is, “my passion is my family and therefore my passion is Atlas.” She is also owner and manager of The Rock Paving & Utility Construction Company, Alton X-Plex, franchise store for Quiznos, Hummingbird Trailer Park and Sagredo Rentals.

Since the beginning of this year, Sarah became the President/CEO of the Southwest Community Investment Corporation, a non-profit organization whose mission is to foster economic development in the Rio Grande Valley and the umbrella organization that hosts the Women’s Business Center. In addition she finds time to sits on 9 boards.

Although business and community involvement is important, what brings most happiness to Sarah is her family. She is married to Marty Hammond and has three children.

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Marketing

BRAND REALITIES I We are in the midst of an era of “re.”

Almost any word or idea with “re” inserted in front of it instantly becomes more relevant, especially when it come to matters of brand identity.

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t is no longer enough for a brand to have a strong identity and brand health score.

That is so short term when marketing speed is measured in 140 character tweets, Facebook likes and even endaisle displays. Consumers are more fickle and unfaithful, and brands have to keep energizing their identity to stay fresh, continue to grow, and win loyalty.

Moment-in-time brand identity is less important than brand re-identity potential. “Re” as a prefix signals the act of doing something again and again. When it comes to establishing brand identity, it is something that must happen repeatedly in order to sustain growth and relevance.

“Re” can also signal a return to a previous state or condition. A brand must continuously re-invent itself while also remaining true to its original core. If a brand departs too much from how consumers see it, a

disconnect occurs. If a brand remains static and unchanged for too long, it risks losing relevance, energy, and new generations of consumers.

Shelf-life, sustained growth and the longtail depend on the ability of a brand to transcend and transform through brand re-identity.

This is not for one-hit wonders or the faint-ofheart. As for the former, one wonders whether there is a future Popchips, wedge sneakers, pretzel-filled M&Ms, or even Spanx. As for the latter, brand reidentity requires experimentation, leaps of faith, and at times risky moves. Brand re-identity means finding the effective balance between continuous change and consistency.

For some brands, re-identity is primarily about a need to restore its image after it has gone off-course. Because of the pressure to reinvent for relevance, it is not uncommon

Re-imagine, re-frame, re-shape, re-position and re-invent your brand’s identity.

re-imagining of the brands’ products in a more integrated way. The physical location is likely the first time the consumer experiences the Microsoft brand across games, operating software, phones, and other cool platforms.

Next, there is the re-frame. Similar to re-imagining, this requires an intentional effort to re-think the context around the for brands to lose their way, go too far, and brand. If the brand is solving a consumer then feel compelled to return to their roots. need or problem, has this evolved or shifted We see this frequently with fashion brands in any way? Can a new context create new that are driven to perform and produce for meaning and lead to a brand extension? A seasonal shows and launches. We also now re-frame changes how people see a brand, experience this with some mobile-phone placing it in a new light. brands that are keeping pace with techDuring the recession, Walmart successfulnological functionality, but are moving ly reframed itself in more affluent consumso quickly that they fracture their brand er minds as a smart place to shop: The through complexity and confusion. Somemoney saved by shopping at Walmart times they innovate beyond the consumer’s enabled shoppers to live better within their ability to absorb the changes. means and have more money for other Re-identity can be established after a important needs. Starbucks’s launch of number of “re-word” steps are taken. The blonde, light-roast coffee allowed it to brand is re-imagined, re-framed, re-shaped, re-frame itself among consumers who re-positioned, and ultimately re-invented to previously felt that its coffee was too bold serve an expanded audience in a poor bitter for their taste. tentially new way. There are a number of A brand re-shape comes closest to brand ways each of these steps play a role in the innovation. How does the actual product re-identity. They can all be applied in tanneed to evolve to continue to surprise and dem to establish brand re-identity, or impledelight the consumer? How have usage mented separately to achieve the and habits shifted to require desired outcome. Let’s take a that product size, structure, and Some brands look at some examples. experience shift, as well? The Diet fundamentally morph and First, there’s re-imagine. Often Pepsi skinny can is just the right change in some brands become trapped by their amount for a mid-day pick-me-up, way. Often the history. Consumers form the and a six-pack fits perfectly in an actual product brand’s identity through the way office or dorm mini-fridge. does not need they use it, and the role it plays in BMW’s Mini Cooper has sucto change at all. their lives. Product manufacturers cessfully re-shaped itself to and designers can re-make a appeal to a broader audience brand based on re-imagined uses, while as the nottoo- small compact car. Almost still maintaining the core of the brand. all of the sneaker brands have re-shaped They conceive of the brand in a new way. themselves to address the new miniSome brands fundamentally morph and mal-shoe craze that is less about technolochange in some way. Often the actual prodgy and more about natural running form. uct does not need to change at all, but the Re-positioning, like re-framing, relies heavily packaging shifts radically to create an enon marketing for both the vision and solution. tirely new brand experience. We frequently A brand re-positioning can be either bold see this with food and flavors: The mashup or incremental to have a worthwhile impact between Doritos and Taco Bell offers conand be worth the investment. This is often sumers a breakout product promoting both applied to change the image of the brand to brands. The bacon category, meanwhile, target a new or broader audience, and used has made its way from breakfast to lunch to in comparison or relative to competition. salads (bacon bits) and dinner entrees, and Nordstrom is very aware of its need to is now even showing up in desserts. appeal to a younger shopper. Its newly Most brands that have moved from the launched “Youphoria” campaign speaks physical to the virtual world have had to directly to this segment without worrying re-imagine how they show up in this differabout alienating an older, loyal shopper. ent environment, given different consumer Largely an online campaign, it is clearly expectations of brands in the online world. going after a younger, hipper customer with The same is true for brands moving from new language and personality. This is not the virtual to the physical world. the retailer’s first foray to attract this demoThe Microsoft store, for example, forced a graphic. Last year, Nordstrom began selling

Topshop and Topman online, and added shopswithin- a-shop at some of its stores.

To establish brand re-identity, celebrities often play a role as endorser and influencer, as well as cocreator and curator.

Sometimes this is effective and sometimes it backfires, as we’ve seen recently with the use of some athletes and hip-hop stars.

However, celebrities are quite familiar with the need to form their own re-identity, and as brand co-creators they bring a unique, personal perspective.

The more genuine the role, the more impactful the result. Jennifer Aniston and Aveeno are overtly demonstrating this with the message that their skincream brand is a product the actress really uses. Jennifer is also deeply involved with Living Proof, a recently launched hair-care company that promises to revolutionize the hair-care category through molecular science. She is a natural fit, as she has always been synonymous with trend-setting hairstyles, starting with her iconic coiffure as Rachel on Friends.

We are currently thinking through our own version of re-identity at TracyLocke. Celebrating our centennial is triggering work on what our brand stands for, our unique equity, our origins, reason-forbeing, and relevance in the future. We have chosen a framework for re-imagining the future while staying true to the past, and our focus is on defining how we do what we do and why we do what we do. This leads us to a more compelling and timeless truth.

Even more important than thinking through brand identity is a commitment to establishing brand re-identity continually. Manufacturers and marketers who get this will have a much longer, richer ride.

Creating relevance with new audiences while maintaining loyalty from existing consumers relies on the effective re-identity of brands. Calculated risks and experimentation will reward the re-fresh. Magnetism comes from newness; trust comes from consistency and authenticity. Success comes to those who get the mix right.

BETH ANN KAMINKOW is president and chief executive officer of TracyLocke.

A strong advocate of insights-inspired marketing programs, she is a pioneer in strategic-planning research methodolo- gies.

Contact: bethann.kaminkow@ tracylocke.com or (203) 857-7616.

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: E S R O W R O R E T T E FOR B

ADVICE FOR THE ENTREPRENEURIAL SPOUSE

By Thom Ruhe

This e360 blog post is reprinted with permission from the Ewing Marion Kauffman Foundation

46

Management Expect the unexpected—good, bad, or otherwise.

Your entrepreneur, by necessity, is navigating uncharted waters.

I

recently read an article on Forbes.com about the ups and downs of being an entrepreneur’s spouse or significant other.

The piece told the story of two entrepreneurs’For Better or Worse: Advice for the Entrepreneurial Spouse wives, detailing the best of times (being able to launch a non-profit foundation to fight poverty) and the worst of times (living below the poverty level themselves).

Reading the article brought me back to my own entrepreneurial endeavors, during which my wife of now 23 years and I experienced our own share of highs and lows.

There were times of income uncertainty, an occasionally inattentive husband, and, obviously, long working hours. Of course, we made it through those trying entrepreneurial times, but not without picking up on a few coping mechanisms along the way.

Here are some tips for those who choose to be involved with that crazy dreamer that dares to travel the entrepreneurial path less traveled.

F

1

E

2

xpect the unexpected—good, bad, or otherwise. Your entrepreneur, by necessity, is navigating uncharted waters.

This means there will be many surprises, more bad than good early on, but with time the happy surprises start evening out and sustain you through the challenging ones. Know this (expect this) and you will be able to roll through the ups and downs with greater ease—and less stress.

H

3

ave you hugged an (your) entrepreneur today? In the early days of launching new things, there will be no shortage of signs that will challenge the confidence of your would-be captain of commerce.

Of my many life experiences, starting new companies, risking much, venturing forward based upon your instincts, has been among the loneliest; second only to going through boot camp where our field training officers were poor surrogates for the nurturing people in our life. Simple encouragement (without judgment or expectation) can make the difference in finding the energy and confidence to face the next day.

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nd finally, make sure the inner circle understands points 1-3 above. Be the chief gatekeeper allowing others with positive impact access to your entrepreneur while blocking those that can only feel good about themselves when casting doubt in others. That is not to suggest that your entrepreneur has to be ‘protected’ from negative feedback, especially not when it is directly related to the business.

Quite the contrary, that IS what the entrepreneur must tackle head on. I am referring to the annoying negative Ned (or Nelly) we all know who starts most conversations with, “I don’t want to tell you what to do, but if it were me ...” News flash you contender wannabes, you don’t have the chutzpah to reach for the brass ring so save your bag of neurosis and self-loathing for someone else. As the company’s Chief Support Officer (CSO), your job is to triage those who get access to the inner circle by demonstrating a command of these simple values.

In wrapping this post up, I am reminded of the (presumably) British expression, in for a penny in for a pound. This sums up the role of the spouse or significant other, recognizing that your entrepreneur is all-in ... to add a poker metaphor. And while having the unwavering support of your spouse is no guarantee of success, it does make it easier to push forward to a brighter future that you both will share. And when that day comes, I promise you that your entrepreneur will know, will appreciate, and will express the vital role you played in realizing their dream.

irst of all, understand for many it is a calling, not an arbitrary decision that was made in some random way. The decision to pursue the lonely and uncertain trajectory of entrepreneurship usually comes after a great deal of soul searching—in some cases with the backdrop of soul crushing dissatisfaction with a current job or other life circumstances. To speak and act in such a way that implies to your entrepreneur that their pursuit was of little more consideration than one might apply to picking up a new hobby, can undermine their confidence in many destructive ways.

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YOUR GREATEST

by Craig Crause

ASSET! SALESMANSHIP, KNOWLEDGE, TRUST, MARKET SENSE, EXPERIENCE. 48

Strategy

T

hese are qualities and traits that comprise a great professional.

If you had to pick one of these to omit, which one would you choose? If you consider it, there is not one that stands out as insignificant.

Imagine a knowledgeable agent who can’t close deals. Would you do business with someone who has tons of experience, but is not trustworthy?

There are many things we can spend time and effort on to improve.There is, though, one thing that will distinguish you from everyone else. It’s you! It’s your ability to connect with others. You are your greatest asset.

is, knowing the importance of doing so.

We have no problem recalling our friend’s names. That’s because we took an interest in them, got to know them and care for them. Make it a point, therefore, to connect with the person you are meeting.

It’s not fake or over the top. It must be genuine. A friend of mine who has been a trainer for years, Gary Castellano, say’s “If you are in sales and you don’t like people, you need to get out of sales and find a job you love”.

Take an interest in the person who is standing in front of you regardless if you have 20 seconds or 20 minutes.

The second part of the equation is to People do business with people they like.

LISTEN to the name. Is this the easiest Yes, some may debunk that idea. There step? Maybe, maybe not. It IS the shortest are always exceptions to rules. step. It only takes a couple of What we are discussing is that seconds. Discipline yourself to We might pay a competitive advantage. That listen and think only about that little more for a product or service comes down to you, and whethkey information you need to because we like er or not you are liked by the know - their name! the people who person you are dealing with. At work there. Banks worst, it’s a great place to start.

Unfortunately, we think about call it “relationship everything but that. We think banking”.

As an example, how often has about their clothing, jewelry, your dinner out been less than hair (or in my case - lack of), satisfying because you didn’t like the servwhat they are going to say, what we are er? Have you said you won’t go back to a going to say. In other words, we are not certain store because of the way you were paying attention to the identifying mark of treated? The opposite can be true. We who they are, their name. might pay a little more for a product or service because we like the people who work Making an effort shows you care, and it will there. Banks call it “relationship banking”. automatically make you better at this. Not doing this will put you in the position of All of this applies to us as individuals. Recthat embarrassing situation where you’re ognize that is a learnable skill.

Start off by considering what is the most important sound someone can hear. It’s the sound that will grab their attention, get them to stop in their tracks and look you in the eye. It’s the sound, that when you say it after not seeing them for some time, will let them know you care about them. It seemingly can be heard by them from across a crowded room.

A little effort goes a long way in separating yourself from others in the industry. The greatest asset you have is yourself.

Make the time, and put the effort into improving yourself every day. having a conversation with someone whom you should know, but not having a clue what his or her name is. Painful! Why not start making the effort to eliminate this costly situation.

A little effort goes a long way in separating yourself from others in the industry. The greatest asset you have is yourself. Make the time, and put the effort into improving yourself every day. Remember the names of your clients and industry -related connections. It will pay you back countless ways.

CRAIG A. KRAUSE Owner & Instructor Direct Development Training 512.869.1037 www.DirectDevelopmentTraining.com

It is the sound of their own name. That sound separates them from everyone else.

With that in mind, the question is, what are we doing about it? Are we in the practice of making the effort to remember people’s names? Or do we just resign ourselves to calling everyone ‘Bud’, ‘Big Guy’, ‘Hon’,’ Hey you’?

That being said, why not get in the practice of remembering names? It starts with a mental attitude. What I mean by that

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